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Responsibility for our employees

Responsible employment

At the end of 2019, our Banking Group employed 2,002 staff members, almost all of them under open-ended contracts, a symbol of committed and calculable long-term employment. 105 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 

Number of employees of the CIB Group

Data as of 31 December 

 

2015

2016

2017

2018

2019

Fixed-term contracts

19

18

17

11

19

Open-ended

2,277

2,018

1,997

1,933

1,983

Total

2,296

2,036

2,014

1,944

2,002

 

 

 

 

 

 

 

2015

2016

2017

2018

2019

Number of part-time workers:

34

57

63

84

 

130

 

Number of workers of reduced functional capacity:

36

48 s

52

73

84

Number of temporary staff:

154

117

93

95

105

 

 

 

 

 

 

 

 

The Banking Group employs a significantly higher number of female workers, a fact due to the majority of female workers at the larger organisations (branch network, accounting, operations).

Proportion of male and female employees at the various levels of seniority in 2019 (percent) 

 

Male

Female

Managers

55.4

44.6

Specialists

49.4

50.6

Junior staff

26.0

74.0

 

 

 

As the headquarters of our Banking Group is in the capital, most of our employees live in or near Budapest. However, staff members who live in other regions of the country yet need to travel to the headquarters due to the nature of their responsibilities have the opportunity to limit their presence in the capital to certain days of the week, while doing telework from a provincial branch on other days of the week. As a result of such teleworkers and our branch network, 411 employees work outside Budapest.

Geographical distribution of CIB Group's employees (persons)

 

2015

2016

2017

2018

2019

Budapest

1,828

1,594

1,612

1,541

1,591

Eastern Hungary Region

230

216

213

206

215

Western Hungary Region

238

226

189

197

196

 

 

 

 

 

 

 

Data as of 31 December

There has been less fluctuation in our organisation compared to the previous year. This is reflected in the age and gender breakdowns.

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

 

2015

2016

2017

2018

2019

Quitting ratio

19.21

27.41

19.9

24.3

20.5

 

 

Quitting ratio by age (percent) 

 

2015

2016

2017

2018

2019

21-25

28.4

25.2

35.9

36.5

26.3

26-30

26.4

38.3

30.7

35.9

37.4

31-35

20.4

31.5

27.2

25.9

27.0

36-40

15.7

24.8

16.8

20.5

15.9

41-45

14.8

20.0

13.8

18.2

16.1

46-50

15.9

19.5

6.8

16.7

9.9

51-55

12.6

21.5

10.9

15.5

9.8

56-60

34.3

78.9

33.3

60.6

41.9

61-

33.3

35.3

18.8

43.8

43.8

 

 

 

 

 

Quitting ratio by gender (percent)

 

2015

2016

2017

2018

2019

Male

19.75

32.9

21.9

25.4

21.4

Female

18.92

24.6

18.8

23.7

20.0

Number of new recruits and job-leavers across the CIB Group

Data as of December 31
 

 

2015

2016

2017

2018

2019

Number of new employees

354

349

430

435

467

Number of job-leavers

441

558

400

489

399

 

 

 

 

 

In 2019, employees working in entry-level jobs earned, on average, HUF 346,193, i.e. 232% of the minimum wage.

Average annual basic salary of male and female employees by position category (million HUF)

Data as of December 31

 

2015

2016

2017

2018

2019

Male managers

13.43

13.63

13.30

13.42

14.06

Female managers

11.16

11.07

10.94

11.17

11.96

Male specialists

7.77

8.05

8.08

8.61

9.15

Female specialists

7.16

7.39

7.35

7.74

8.10

Male, junior staff

4.27

4.22

4.24

4.45

4.75

Female, junior staff

3.79

3.88

3.89

4.21

4.46

 

 

 

 

 

Wages are classified on the basis of various criteria. The criteria considered include the complexity of tasks by job, the popularity of the qualifications required for the job on the labour market, the wage lifecycle, i.e. at which phase the employee concerned reached a specific position, the employee’s experience and his/her actual performance in the job. 

CIB Bank’s average wage ratio: 93.4%

 

Male

Female

Wage ratio

Manager

84.4 %

85.3 %

101.1 %

Specialist

92.7 %

90.7 %

97.9 %

Junior staff

97.3 %

94.5 %

97.1 %

TOTAL

93.8 %

93.1 %

99.3 %

 

 

 

 

 

 

Number of occupational accidents and resulting lost working days

Data as of December 31

 

2015

2016

2017

2018

2019

Number of work accidents

10

6

15

10

13

Number of lost working days

178

81

253

319

84

 

 

 

 

 

Ratio of days of absence by reasons for the absence (percent)

Data as of December 31

 

2015

2016

2017

2018

2019

Illness

12.7

11.3

14.6

16.6

17.3

Accident

0.1

0.1

0.2

0.3

0.1

Maternity leave

74.6

68.6

75.1

73.4

79

Other

12.6

20.0

10.1

9.7

3.5

 

 

 

 

There is a trade union at CIB Bank; as at the end of December 2019, it had 154 members. Representatives of the union and the Bank’s Works Council constitute the employee side of the Social Committee, whose duties include the management of certain welfare allowances granted to workers.

Participation in regular mandatory examinations of fitness for the job and the profession as required by the applicable law remained compulsory for all staff members in 2019 Beyond a certain seniority of position, as in previous years, an annual health examination is provided for managers in 2019 in the framework of occupational health checks, with regard to the higher risk factors. The exams are still carried out by the Worcare-Oxivit group of physicians, who have provided occupational health services since 1994; HungariaMed-M Kft. has also provided such services since the second half of 2016.

Recognition and career management

A performance evaluation system was introduced at the Bank in 2012 for all employees. The targets for 2019 are, however, set and subsequently evaluated under the ‘NewPat’ system, which provides the former comprehensive evaluation mechanisms in a new layout, in a manner and on the basis of principles that are more transparent for assessors and employees alike. During the performance assessment period, panel discussions are conducted across the organisation in order to ensure the consistency of the assessments between the levels of management and individual divisions. Moreover, in line with the Bank’s new strategy, in 2014, we renewed and re-designed our sales incentives system for our sales staff. The review was based on the performance review and incentive processes developed by the International Subsidiary Banks Division (ISBD) of Intesa Sanpaolo, our shareholder. The broadened new system has been designed in order to motivate and retain our successful and efficient staff members and line managers so we can work together for achieving our strategy. In 2019, additional jobs were included in the sales incentives system, which means that the performance of about half of the active employees is now assessed and acknowledged through the system. All Bank employees get an assessment of their performance and a review of their career options.

Closely related to the performance assessment mechanisms, our 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. 

The wide range of fringe benefits is an important component of our remuneration strategy. In 2019, the gross amount of fringe benefits due to full-time workers was HUF 35,000, the same as the year before. Part-time workers were again entitled to a pro rata share of the above amount. 2019 saw significant changes to the range of and rules governing fringe benefits available at a preferential tax rate, while there were also substantial changes to the taxation rules related to 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 2019. 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.

EVERYDAY HR SUPPORT

In terms of human resource management, we focused on employee satisfaction and the strengthening of loyalty in 2019. To that end, we developed an HR value proposition for each phase of the CIB employee career cycle, which served as the basis for our programs during the year.

Recruitment / selection

The labour market was continued to be characterised by a shortage of labour, i.e. an oversupply of vacancies in 2019. That said, various methods and channels were employed in order to locate and attract the best candidates. Of recruitment channels, our employee referral program continued to be successful, new companies were added to the range of head-hunting companies employed and job advertisements were also efficiently placed on social media sites. In 2019, we intensified our cooperation with higher-education institutions constituting our target group. A number of young workers and trainees were attracted to the company through university lectures held by CIB managers and experts and projects organised in cooperation with special courses. In order to ensure a supply of young workers to the IT and business areas, our already popular and successful trainee programs were carried on and completed with success. A large majority of the trainees were ultimately hired in junior positions.

Employee well-being

The CIB Spirit internal programs designed to increase employee satisfaction continued in 2019. They included in particular various family-friendly initiatives: Financial support was provided for the summer camping of the children of 125 staff members, again nearly 800 persons participated in our St. Nicholas celebration, a Family Picnic was held to greet CIB’s anniversary, while we continued the Bank Nestlings’ Club program under which a day care service is provided for staff members’ children during the spring and autumn holidays. 

Similar initiatives included ‘Womentoring’, which aims at supporting female team members in assessing possible female career paths, helping increase the ratio of women in senior management and successfully preparing young mothers for returning to work. The program’s achievements in 2019 included a significant increase in the ratio of young mothers who returned to CIB and that the company received the Family-friendly Company award, which we are particularly proud of.  

In order to support a wholesome work-life balance, we launched the ‘services come to the office’ initiative at our central offices; apart from the seasonal tyre change and car wash, such services now also include clothes repair, dry-cleaning and ironing at the office.

We launched the CIMBI program to assist new entrants; as part of that initiative, more than 80 staff members have volunteered to support newly hired colleagues during the initial 6 months of their employment with the company by sharing with them the advantages of being a CIB employee and providing information on the way the company works and the opportunities and community activities available at the Bank. The purpose of the program is to enable new staff members to feel part of the community and feel comfortable within the corporate structure as soon as possible. 

We broadened our acknowledgment portfolio in 2019. As in previous years, a formal dinner was held in order to reward our TOP 150 sales advisors and supporters on the basis of nomination by managers and the previous years sales performance. Retaining Managers and Top Teams of the Year and staff members completing a 20, 25 or 30-year anniversary as a CIB employee were greeted by Board members at a grand end-of-the-year award ceremony. 

Another thing that made 2019 a special year is that it was the fortieth anniversary of the establishment of Central European International Bank, CIB Bank’s founding predecessor. Incidentally, we prepared a number of exciting activities and surprises, including the broadening of our Sabbatical program, this time providing an opportunity for a month of recreation for 40 staff members. More than four hundred photographs were submitted for our anniversary photo contest on major milestones of the Bank’s history. At the CIB Spirit Day in September, the anniversary event was attended by more than a thousand people. Various sporty and playful activities were held during the day and a live music concert in the evening. 

Employee Assistant Program

In the second half of 2019, we made the Employee Assistant Program available to all active CIB staff members on a pilot basis. The EAP provides assistance for the challenges of everyday life, whether financial, legal, of a private nature or related to general health. Under the EAP, free and anonymous advising was provided to member of the target group in order to help staff members overcome their problems. Employees could request assistance from our partners’ experts in connection with such problems by phone, email, online or using an app. 

Community building competition

Our community building competition was launched in 2019 in order to support staff members wanting to do more in order to have a better time at CIB by sharing their hobbies or passions together with other CIB employees outside the office and by organising events and activities together. 12 submissions were received at the end of 2019, five of which were granted an instant award by an invited panel of experts representing various professions. 

Awards

Apart from positive feedback from our staff members, various professional awards reinforced our commitment to carry on with our initiatives in the forthcoming years. In addition to the Family-Friendly Workplace of the Year Award, in 2019, our CIB Spirit 2.0 programs earned the Gold degree and the Main Prize of the HR Komm Award, while our Digital Galaxy initiative in 2018 was worthy of a Silver degree; the Digital Galaxy program also merited the HR Best Award User Xperience, while our Womentoring initiative was shortlisted for the HR Best Award. 

Training events

Average training hours per employee per year    

                                            2015      2016      2017    2018    2019
Number of hours                        35.3      36.1      33.19    56.6    41.9

As at December 31

Numbers of training hours in 2019, by employee category    

Total training hours:                 83,820
Training hours for managers (men):                  2,881
Training hours for managers (women):                     2,740
Training hours for experts and junior staff (men):     21,328
Training hours for experts and junior staff (women):        56,981

A multitude of training programs were organised for our staff also in 2019. Nearly 150 employees took part in our retail careers program in 8 groups. 24 new training materials were uploaded to the Group’s e-education portal during the same year. In addition to our product and system trainings, we redesigned our skills development portfolio, in which 242 staff members participated in 2019, whereas an intensive English course was provided to more than 140 colleagues. 

Based on earlier feedback and focus group surveys, we remodelled our management development system and organised a communication campaign during the summer in order to share retention-related information and best practices with CIB managers. The year was closed with an in-house conference for managers, focusing, among others, on improving the employee experience, generation differences and the importance of mindfulness. 

More than 1,000 employees took part in our ‘Digital Galaxy’ educational program, which enabled staff members to get acquainted, in the form of games, with today’s technological innovations, indispensable basic concepts related to digitalisation, the latest innovations facilitating everyday activities and the latest innovations developed by CIB. Apart from learning useful information, this playful interactive educational platform also enabled employees to redeem their scores gained during learning activities for special prizes such as a Tesla test drive, flying a drone or language courses. 

Development of cooperation

Conflicts and differences of opinion, whether between individuals or organisational units, may occur at all large companies. In addition to organising various activities in order to improve cooperation, in 2019, we also launched mediation, a new service offered by the HR field, accompanied by a thematic communication campaign. During the year, employees had the opportunity to reach out to skilled and experienced mediators in order to request assistance by an unbiased third party in a specific conflict situation. 

Apart from improving cooperation, the joint team-building program of the Bank’s Enterprise Business and Credit Department had another special objective. 55 Bank employees worked at the Mónosbél children’s home on embellishing the home’s surroundings, while they also had the opportunity to play with the children and take part in their games. 

A special focus on talent 

We place great emphasis on identifying and nurturing talent in the organisation. We are proud that in 2019, 42 of our employees received the certificate for successful completion of the Expert Talent Programme. During the 2-year programme, colleagues who participated in the programme were able to choose from a number of options to support their professional development, such as mentoring, coaching, a premium training package, an individual training framework, and a Bank Simulation programme. In addition, we have developed a new Talent Programme called Talent University in 2020, with more than 60 employees enrolled. 

International talent programme

The International Talent Programme of our parent company, the Intesa Sanpaolo Group (ISBD), 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 personalised development, professional and leadership trainings as well as dedicated mentoring programmes, participants enrolled in the programme – 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. During the 2019 selection, 5 of our CIB colleagues also performed well, and 4 of them started their minimum 1-year international posting within the Intesa Sanpaolo Group.

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