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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
In 2018, a comprehensive evaluation of employees without management responsibility took place in almost all
organizational units in order to identify talented employees. This process focused on the potential and motivation of
employees to develop new roles with increased complexity and responsibility. Suitable development measures
were then defined in a dialog between the employees in the talent pool, managers and HR. This new concept is
based on the idea of talking to talented employees and not just about them, thereby strengthening their responsibility
for their own development and career path. Accordingly, the employees were invited to make a presentation to a
talent review panel focusing on their motivation and suitable development opportunities and measures.
Already existing and successfully implemented
elements of management staff development, such as
the Talent Lab or the Basic Leadership Program, were
continued and are actively used by managerial staff.
The Leaders’ Breakfast that was introduced two years
ago was also offered regularly once again, providing
an efficient forum for communicating leadership
expertise and promoting networking between
managers. A total of ten Leaders’ Breakfasts were
held in 2018 with the participation of 215 managers
from all levels. The topics discussed included bullying,
brain research, diversity and generation management.
Talent_Lab, ”collaborative“ exercise © RBI AG
Training and development
The “Group Learning & Development and Talent Management Law” guideline sets out the group-wide pillars of our
training, development and talent management programs. Among other things, this guideline covers:
• 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 need for 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
• the implementation of the “Spot–Grow–Lead” processes (the tools of talent management and successor
planning) at the international level
The learning and development options at RBI AG and our fundamental commitment to permanent development with
the supporting processes are defined in a company guideline, the “RBI Learning & Development Policy.” 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. In addition to fulfilling the regulatory training requirements, the training budget at RBI AG
was used primarily for strategic objectives and initiatives in 2018.