90
Stringent implementation of regulatory training requirements
The regulatory training measures implemented and documented in the form of mandatory training and/or
e-learning included the following in particular:
• “fit & proper”: Ensuring the permanent training of key function holders and mandate holders, e.g. members of
the Management Board and Supervisory Board, as required by the regulator. This includes training and
continuous updates on regulatory topics as well as specific training in the individuals’ areas of specialization.
• MiFID II: Communicating information on the provisions of the MiFID II Directive, particularly to employees with
direct customer contact.
• GDPR: Knowledge of the provisions of the EU General Data Protection Regulation (GDPR), the resulting
obligations and their implementation in the working context of the respective function.
• Cybersecurity: Raising awareness of the topics of information security and cybersecurity and their systematic
implementation, particularly for senior managers and key function holders, as well as knowledge of the
relevant regulations (e.g. PSD2, GDPR).
• Compliance: Refresher training on the directives and measures for combating fraud, bribery and corruption.
Strategic training initiatives
The strategic training topics in 2018 increasingly focused on business-critical areas such as digital banking, agile
and adaptive transformation, retail banking, sales, high net worth retail banking, procurement and IT. Increased
training on diversity was also provided at RBI in Austria.
Adaptive_Leadership Event, © RBI AG
Raiffeisen Bank International | Sustainability Report 2018
The Management Board has initiated the adaptive
transformation of RBI as a key initiative with the aim of
gradually converting the entire bank to an agile and
adaptive way of working.
An even stronger focus on customer benefit, the quicker,
more flexible and more efficient implementation of
innovations, constructively and proactively dealing
with change, intensive, cross-divisional cooperation,
greater responsibility and autonomy for each individual
employee and a sustainable improvement in corporate
profits are just some of the ambitious objectives of this
initiative.
This change process was accompanied by a range of training sessions, workshops and dialog formats for all
managers and employees, which will continue with similar intensity in 2019.
In order to meet the challenges of digital business, a range of measures aimed at improving the digital expertise
of various groups of employees was also initiated. An e-learning platform entitled “Virtual Academy for Digital
Literacy” was rolled out for all employees at the Vienna sites in order to comprehensively communicate the basic
concepts of the digital world. RBI’s top executives were offered special training programs on leadership in the
digital age and the evaluation of digital business models.
In addition to the initiatives detailed above, management development again focused primarily on strengthening
management expertise in the areas of change management and employee leadership, motivation and communication.
Reflective learning methods, such as 360-degree feedback, coaching, mentoring and experienced-based methods
such as job rotation, were also used. This extensive training offering was supplemented by internal training sessions
and workshops, seminars at the Raiffeisen Campus and various e-learning programs from a wide range of areas.
We train managers in the concept of unconscious bias as a key overarching diversity topic. A digital learning
format in the form of an app has been available since mid-2018.