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Raiffeisen Bank International | Sustainability Report 2018
Management Overview Foreword
of sustainability
Responsible
banker
Fair partner –
Human Resources
Fair partner –
Inhouse ecology
Engaged
citizen
GRI index and
Assurance report
Our performance management is based on five guiding principles:
• Trust and empowerment instead of control: The possibilities for employees to collaborate should be strengthened
by giving them a more active role in performance management. An essential aspect of individual performance
for employees concerns understanding the corporate purpose behind the objectives.
• Goal-oriented: We seek to improve our employees’ understanding and knowledge about the importance of
their activities for the Group as a whole.
• Development-oriented: HR deveopment is one of the most important focal points of performance management.
Focused HR development can result in positive career development and hence sustainable performance.
• Real-time feedback: Another core element is the changed timeframe for feedback. Feedback should be given
in real time and hence continuously, rather than just later or delayed at the end of the year.
• Feedback instead of ratings: Expanding and deepening the feedback culture in all directions is particularly
important in our performance management system. The feedback should not only be related to the past but
also directed toward the future by offering guidelines on how to act.
These guiding principles are set out in the Group policy “Performance Management RBI Group” and in the
supplementary document “The Book of Group Performance Management”. Furthermore, group-wide obligatory
minimum requirements are defined and provide the framework for the local policies that are adapted to the
country-specific conditions.
Training and development, talent management
Our strategic approach to training and development
Our approach to training and development is based on the philosophy that employees themselves play the key
role in their further development. This is also set out in our “Learning & Development Policy”. Development goals and
measures are agreed in a structured dialog with the employee’s direct manager (the “development meeting”),
with further development ideally compromising a mixture of experiential, relational and training-oriented learning
measures (80:20:10). HR provides a comprehensive portfolio of training programs and tools to achieve this. The
managers are responsible for the training budget in their respective unit and can take advantage of both internal
and external development programs. HR provides support for all issues concerning staff and organizational
development, ensuring that the specific training and development needs of each unit can be addressed and met
as precisely as possible.
The centralized and decentralized training offering encompasses three main areas: leadership development,
professional development, and personal/soft skill development.
The training goals for leadership development are derived from our group-wide “Leadership Training Architecture”
for all management levels. These are based on a series of key competences for managers that have been
defined by the Management Board in line with our corporate values. All first-time managers must complete a
standard development program that qualifies them for the new role and gives them the tools needed for managing
employees. In addition, development programs are offered for talented managers and successors who have
been identified for executive management positions in order to maintain the talent pipeline. Our group-wide
executive development program is available to our top executives (Management Board and heads of larger
areas), the contents of which are primarily of a strategic nature and developed in strict consultation with the
Management Board.
The development of professionals (non-management staff) is based on training goals that are derived from the
strategic priorities in coordination with the Management Board and the heads of the business areas. Current focus
areas are digital skills, risk management, IT, sales, treasury and financial markets, retail and corporate business, and
operations and project management. For large-scale training initiatives, objectives and key performance indicators
are regularly tracked. It is also necessary to carry out training and development that meets regulatory requirements
to ensure that executive management staff and key function holders steadily expand their competence and
knowledge in their area of expertise, stay up to date, and can furnish certifications as required (e.g. “fit & proper”,
MiFID II, GDPR, cybersecurity).