92 Training and development In July 2016, the group-wide pillars of our training and development and talent management programs were established in the new “Group Learning & Development and Talent Management Law” and approved by the Managing Board. This directive is valid for the entire RZB Group and regulates, among other things: • the authorities and responsibilities for HR and organization development topics (central/local); • the minimum requirements for the training and development budget of each network bank and its allocation; • the necessity of a structured training architecture for specialist and management staff development; • the obligation of each network bank to ensure the regulatory training measures; • the prohibition of any kind of discrimination in fulfilling measures for HR development with regard to gender, nationality, ethnicity or age, etc.; • the prerequisites for the financially supported participation in Business School programs and corresponding repayment obligations; • and the implementation of the “Spot-Grow-Lead” processes (the tools of talent management and successor planning) at international level. The learning and development options at RBI AG and our fundamental commitment to permanent development with the supporting processes were defined in a new, heavily revised corporate policy, the “RZB/RBI Learning & Development Policy”, in 2015. Some of the central elements are the existence of an annual training budget, which is the responsibility of the line managers, as well as a central budget, which is used by HR for specific development measures. Furthermore, the annual development meeting and personal development plan of each employee form the structured basis of the individual development measures. The training budget was primarily used for strategic goals and initiatives at RBI AG in 2016. In addition to ensuring regulatory training requirements, the focus was increasingly shifted to business-critical topics such as digital banking, sales, affluent retail customer business, procurement and IT. A lot of attention was also paid to compliance topics as well as necessary development measures in order to satisfy regulatory requirements and to ensure the qualification of our key function employees (“fit & proper”). The development of management staff focused primarily on strengthening their competences in change management as well as leadership of employees , motivation and communication. The use of reflective learning methods, such as 360 degree feedback, coaching, mentoring or experienced-based methods such as job rotation, was further expanded. All training and development offers at RZB AG, RBI AG and the specialized subsidiaries were combined in our group-wide “RZB Group Training Catalog” two years ago and can be taken advantage of on an alternating basis. Seminars of the Raiffeisen Campus and a host of eLearning courses on a wide range of functional areas supplement the comprehensive offering. All employees at the Vienna sites can consult the complete training programs in our HR Management System and – once they have obtained permission from their manager – can register directly via the system. Seminars offered internally are also centrally organized in the HR division of the RZB Group, which enables synergies to be achieved in their execution as well as a standardization of the processes. In the area of online training, employees at RZB AG and RBI AG have had the opportunity to take advantage of Sustainability Management training for the past one and a half years and have done so with great interest. New employees are required to com training as part of their onboarding. All other employees can do this at any time on a volun tary basis. In both cases, a knowledge test is conducted at the end of the training. Online training for Sustainability Management
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