99 GRI Index and Assurance statement Engaged citizen Fair partner Responsible banker Human Capacity Report Sustainability management Overview Foreword Diversity 2020 RZB AG and RBI AG launched the “Diversity 2020” initiative in 2016. The goal is to better exploit and advance diversity in our company through professional diversity management and, with that, to make a positive contribution to the corporate result. Organizational anchoring of the topic was taken into account through the nomination of a Diversity Officer and through the establishment of a Diversity Committee, which convened for the first time in 2016. Furthermore, in order to include as many perspectives as possible, 20 Diversity Ambassadors were appointed from all company areas. These ambassadors cooperate with the Diversity Committee and have the task of advancing diversity in their area as well as planning and implementing the measures. 2016 was dedicated entirely to the development of a vision, strategy and package of measures for all relevant aspects of diversity. A workshop was held with the Diversity Ambassadors and other interested colleagues for this purpose. Matters were finalized in the first half of 2017. One important factor that hinders diversity in companies and thus, among other things, the increased appointment of women to management positions, is unconscious bias. This topic area was the focus of two “Leaders’ Breakfasts” and motivational presentations for interested employees. The first comprehensive package of measures for the “Empowerment of Women” was launched in 2016, and aims at sustainably increasing the proportion of women in higher qualified positions. In order to sensitize awareness of this topic and ensure the greatest possible transparency for the initiative, comprehensive communication measures were defined. For internal vacancies, it was decided to include a waiting period in the appointment process in order to have enough time to find qualified female applicants. In addition, qualified female candidates were actively approached by HR employees. Mentoring for women is seen as an essential instrument for increasing the quota of women in management. That is why this area will continue to be advanced. Another topic focuses on strengthening the self-competence of female management staff. The first training measures for this have already taken place. Workshops were also held at the end of 2016 and the beginning of 2017 in which female talents as well as female and male employees were asked to include their points of view on the topic of Empowerment of Women. The results of the workshops will flow into the existing package of measures. The target quota of women on the Supervisory Anke van Beekhuis, Gender Balance expert, OE Adviser & Coach, Managing Director of TheRedHouse “Gender balance is a very current topic, and the political and legal pressure to change is increasing steadily in Europe. However, few people are aware of the fact that gender balance in a company also improves company performance. This is because gender balance reflects the market and improves the quality of decision-making and corporate ethics through the various approaches. ‘Companies with female board members developed better than companies without female board members across all indexes during the period from 2005 to 2010. The gap between turnover and profit is particularly large,’ found a study conducted by Ernst & Young. In 2016 and 2017, RBI will focus on the topic of gender balance and the associated corporate culture within the framework of a detailed analysis. As advisers, this is a positive signal for us. Furthermore, ‘decreeing’ a ratio of female employees demonstrates the serious effort being made towards creating a sense of balance on all levels of management. However, the analysis very clearly showed that although the talent pool is available on all levels within RBI, it is not being sufficiently exploited. It should in any case be possible to achieve the selfimposed goals for 2024.” QUOTE Unconscious Bias Training, © RBI AG © Thomas Werk
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