Letno poročilo 2007 - UniCredit Banka Slovenija dd

Business ReportSocial Responsibilitymanagement toward successfully achievingstrategic business goals and managing thedevelopment of young, potentially talentedemployees. We want to become a longtermpartner of employees in banking andfinancial institutions, as this is the only wayto achieve the goals of the individual as wellas of the Bank. We wish to be candidates’first choice in the future too.Educational structureUniCredit Banka Slovenija d.d. paysparticular attention to knowledge andeducation, as evidenced by availabledata showing that four percent of ouremployees have a Ph.D. or Master’s degree(an increase of one percentage point over2006); 46 percent of employees havehigher or university education degrees (uptwo percent over 2006); while 50 percentof employees have high school diplomas(a three percent decrease). A trend of animproving education structure is seen, asthe level of higher or university educationdegrees increased by three percentagepoints.Training and educationThe Bank has gained value throughoutthe years with appropriate knowledge ofits products and services, by knowing itsclients and with the quality of its services forclients. In 2007, we allocated 0.2 % of totalrevenue toward training our employees. Weconducted 17,888 hours of educational andtraining activities (a 17 % increase), whilethe average stood at 42 teaching hours peremployee (a 5 % increase).The topics covered by training andeducational activities included bankingprofessionalism, sales techniques,leadership techniques and improvingcomputer skills. Since there were nocomputer trainings in 2006, due to activitiesrelated to the introduction of the euro, 26 %of all employees attended Excel and Accesstraining sessions in 2007.The share of internal trainings was 24 % andcomprised the following topics: products andprocesses (a total of approximately61 % of all internal trainings), theintroductory seminar for new employees,titled ››Welcome Amongst the Best« (a totalof 25 % of all internal trainings), basics ofproject management (a total of eight percentof all internal trainings), plan of continuousoperations (a total of six percent of allinternal trainings).Nine percent of the total training andeducational hours were dedicated toleadership techniques and skills, 21 % oftotal hours were allocated to learning foreignlanguages and 70 % were for professional,functional education in banking, finances,information technology, and organizationalskills.Development and remunerationThe Bank’s strategy was introduced toemployees by the Bank’s management at afull-day retreat, where every employee hadan opportunity to recognize his/her role inachieving corporate goals and was thenable to determine the goals for his/her owndepartment or division.In 2007, we continued the HR projecttitled “Management by objectives” andthe related employee remuneration, whichwas carried out for the third time this year.One part consists of management basedon objectives set by each employee ina two-way conversation at the beginningof the year. The second part, particularlyimportant from the development viewpoint,is an annual development interview intendedfor individual’s career development. Bothparts are key management tools in the Bank.The result of management by objectivesapproach is better familiarity with the goalsand strategy of the Bank and of the individualorganizational units and therefore greateremployee satisfaction. At the same time, theremuneration system also is connected toachieving individual goals.The annual development interview isimplemented at all organizational levelsand we consider it to be a competitiveadvantage, as assessment of behaviourand skills in accordance to the 270ºmethod is the foundation for such aninterview. Employees adopted this systemand because of its added value, they useit as a tool that supports and developscommunication between superiors and theirco-workers.Taking into consideration experiences fromthe previous years, in 2007 we took astep forward and adopted the renewed andamended remuneration system for the salesdivisions, namely for the Sales Networkand Corporate Banking divisions. The newsystem more precisely and transparentlydefines the expectations for specific salespositions.Also, the systematization and internalcollective agreement that were re-adopted in2007 helped create a more transparent workorganization in the Bank and in arrangingother employment related rights andresponsibilities.Taking care of valuesWe undertook some key initiatives inthe areas of leadership, training andremuneration in 2007, where additionalroom for improvement had been identified.These activities were conducted based onthe results of the first satisfaction survey,conducted at the entire UniCredit Grouplevel. Analysis among other elementsindicated strong loyalty to the Bank andemployee pride to be a part of such amature and responsible environment.138 2007 Annual Report · UniCredit Bank