85
Overview of fair partner/human resources measures
Austria C E SEE EE
Topic Measure RBI AG RBSK RKAG RL Valida RCB Kathrein RBPL TBSK RBCZ RBHU RBAL RBBH RBBG RBKO RBHR RBRO RBRS RBBY RBRU AVAL
Work and Part-time work
✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
family balance Teleworking
✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Company
✓ ✓ ✓ ✓ ✓ ✓ ✓
kindergarten
Time off for fathers
in event of a birth
(statutory
✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
requirement)
Time off for fathers in
event of a birth
✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
(beyond statutory
requirement)
Employee Performance
✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
development management
Talent management
✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Health, Safety
✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
safety and management system
support Programs for
✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
of employees mental health
Health check
✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Promotion of sports
✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
and wellness activities
Promotion of private
health insurance
✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Promotion of the
company canteen
✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Promotion of the
pension fund
✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Promotion of
✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
cultural events
Raiffeisen Bank International | Sustainability Report 2017
GRI content index / Assurance statement Engaged citizen Fair partner Responsible banker Sustainability management Overview Foreword
The following chart provides an overview of the measures that are currently being implemented in Human Resources
at the individual companies.
The complete company names can be found in the index of abbreviations/acronyms.
In contrast to many global companies, we pursue a largely decentralized approach. Within a group-wide
framework that sets the standards and methods for performance management, talent management, succession
planning and development of management staff, the network banks have developed practices tailored to their
specific local requirements so that they can attract, develop and retain talented employees.
Our “RBI Group Management & Leadership Development Policy” sets out the principles for this approach. As a
group, we require common core elements within our culture of management and leadership. We need to be able
to fill vacancies mainly from within the group, and to be able to prepare the next generation of executive managers.
According to this principle, we continuously strive to build our pool of future managers and to develop our existing
ones. This is an elemental building block that forms the basis of a modern system of management and leadership
development.
Performance management
Performance management is an essential element for aligning the contributions made by management staff and
employees with the overall objectives of the organization. It also helps create clarity about performance standards
and expectations as well as helping employees to constantly improve and develop themselves. It is therefore a
central process that is closely linked to other HR processes such as remuneration, promotion of talents, talent
management and career planning. We view performance management as a process that should enable all
employees to perform at their best and to realize their full potential in order to contribute to the long-term success
of the company.