Letno poročilo 2007 - UniCredit Banka Slovenija dd

The research results also led to theformation of interest groups related to salesof products and to management for whichwe prepared the Sales Academy and theLeadership Academy. Within the trainingarea, we focused more on topics thatallow direct application of knowledge. Asmentioned earlier in this report, pertainingto remuneration, we adopted revised rules ofrewarding sales personnel.On 1 October 2007, we celebrated the“Integrity Charter Day,” dedicated to adiscussion of six values: equality, trust,respect, transparency, freedom of action andreciprocity. These values form the foundationof our business and strengthen ourrecognition on the financial intermediationmarket. During this day, employees fromdifferent organizational units met for shortmeetings and discussed values, theirmeaning in the work place and for everydaytasks. These meetings showed that we hadmade significant improvement regarding thevalue of transparency compared to 2006;this value came out penultimate in theopportunity for improvement.In 2007, UniCredit Banka Slovenija d.d.also named an ombudsman, as thissystem was established for the wholeGroup in September 2006. Establishing anombudsman allows independent submissionof potential complaints relating to breachesof the Integrity Charter caused by actor behaviour among employees and theBank. UniCredit Group is introducing theombudsman position in every country theBank has presence. By doing this, we aimto accelerate solutions of interpersonalconflicts and difficulties, to encouragecooperation at work and to create synergiesamong members of the Group.The restorative justice system brings a newway of dealing with the consequences thatfollow illicit behaviour. It is based on theculture of selecting mediation as a way oftreating illicit behaviour and as a guaranteefor respecting the value system definedby the Integrity Charter. The system offersan opportunity for improved or restoredcommunication, or suggests new meansof interpersonal relations; it eases theelimination of negative consequencesrelated to breaches of the Integrity Charterand leads to an agreement regardingfuture behaviour. Ombudsmen deal withtopics such as discrimination in the workplace, discrimination based on subjectivecriteria, intentional information withholding,mobbing, sexual harassment, stalking andso on.Ombudsmen are organized so that theycan act independently and report to theManagement Board or to other executivebodies. Each bank ombudsman, as amember of the UniCredit Group, is directlyresponsible to the Group ombudsman,and hence, independent of the localhuman resources department and localmanagement.Taking care of employeesIn order to care for our employees, theirhealth and well-being, we support thefollowing activities: organized sportingevents, subsidized cultural performances,New Year’s celebrations, gifts for children ofemployees, employee recreation days andsummer picnics.Taking care of and monitoring ouremployees’ health is both our obligation anda commitment that expresses our support ofour employees. In 2007, we thus conducted72 preliminary medical examinations andat the end of the year, traditionally providedour employees with the option for a fluvaccination. On average, 20 % of employeestake this option. We also reduced thepercentage of sick-leave, namely by fivepercent, which increased the number ofeffective hours by 13 %.Due to our young employee profile, weexperienced a population boom in 2007 asthe number of pregnant women in the Bankjumped significantly, by 60 %.Within the framework of our care for theelderly, we also assure the possibility ofparticipating in a voluntary supplementalpension insurance, which is used by75 % of our employees. This figureis understandable considering theage structure and awareness of ourdemographic.The above described care for employees isalso reflected in successfully maintainingthe fluctuation rate at an acceptable levelby taking into account the demographic andsituation on the labour market. However,this rate increased from 5.31 % in 2006 to6.04 % in 2007.Relationshipwith ClientsLast year, we achieved an ambitious andthoughtfully planned marketing strategy.Many marketing-communication activitieswere successfully carried out in the first halfof the year. By using advertising campaignsand direct mail we presented to select targetsegments our offer of housing loans and twostructured short-term deposits, novelties onthe Slovenian banking market.The second half of 2007 was marked withthe Bank’s re-naming and introducing thenew brand to the Slovenian market. TheUniCredit Bank brand distinctively orientedtowards active individuals whom the bankhelps to achieve their wishes, ambitions andgoals was successfully presented to clientsthrough the corporate advertising campaign.UniCredit Bank · 2007 Annual Report 139