Caring for Employees
In terms of training employees, the Bank strives for high quality and compliance with the standards of a learning organisation. Within the NLB Training Centre framework, its employees are mainly trained by in-house experts, while all employees are included in the knowledge transfer process.
The Healthy Bank project was introduced to raise awareness about the importance of a healthy lifestyle and promoting it among Bank employees. The emphasis is on prevention, identification of disease symptoms, and changing lifestyles. An e-booklet with instructions, a calendar and description of the workshops was issued in June.
The prudent application of measures in past years was aimed at obtaining the Family-Friendly Company Certificate, which the Bank has held for the second full year. Numerous activities performed by the employees facilitate their efforts to balance out their professional and private lives.
All of these activities resulted in greater employee satisfaction and motivation. Compared to 2015, employee satisfaction rose by 3% and by 8% over 2014. Much more promising results were seen in all other segments of the organisational climate, also reflected in the growing share of committed employees. In 2016, they accounted for 51% whereas in 2015 they represented 44%. The share of committed employees in 2016 rose by 7% compared to 2015.
= 1000 
= 2500Top Employer Certificate
Within the scope of the full Family-Friendly Company Certificate, for the first time the Bank this year enabled parents of ninth-graders to accompany their children to an Open Day at secondary schools. As many as 63 parents took the day off to accompany their children to this important event.
We also started implementing the measure "preventive colon examinations for employees under 50" or "Vaccination against tick-borne meningitis", which were partly co-financed.
As part of the Family-Friendly Company project, in 2016 the Bank organised some unforgettable winter holidays for 64 children and summer holidays for 207 children, which is 42 more than the year before.
In cooperation with nine different service providers, we organised skiing holidays, daily skiing on ski slopes in Slovenia, and day care. Football sports holidays were organised for the first time this year. Our children acquired the skills of skiing, swimming, dancing, horse-back riding and ball games. In summer, we engaged 16 service providers to enable children to explore and enjoy interesting activities: from swimming, camping, climbing, horse-back riding, dancing, basketball, football, foreign language classes, tennis to the assembly and programming of LEGO models, sports and creative workshops and childcare at the zoo.
Like every December, the children of NLB employees were visited by Santa Claus at the end of 2016. Accompanied by a snow queen, snowflakes, dwarves and Ursuline the Magician, he distributed among the children more than 1,000 presents and created an unforgettable event.
The same is true of all of the Bank employees who were Santa Claus' assistants on this weekend. After standing for 12 hours, their feet were a little sore but, if Santa Claus can do it, so can they – because happy and smiling children are the best gift for anyone who believes in December miracles.
Through the NLB Training Centre and the Healthy Bank project, we have prepared and implemented numerous workshops and lectures on improving general health and well-being. We are already preparing further activities based on research conducted on stress in the workplace. In 2016, the number of people in attendance rose to 986 employees.
The NLB Training Centre
The Training Centre implements the vision, strategy and business goals through its programmes. The main goal of all activities is to educate and train all employees to fulfil the business goals and to enrich the employees' personal development in line with also acting socially responsibly.
We provided 950 trainings in a face-to-face lecture format to 8,843 employees (in NLB TC and external institutions) and 78 e-trainings to 24,329 employees.
At the Academy, which comprised five modules, the employees learned about work organisation, methods of communication with demanding partners in dialogue, effective meeting management, and written and verbal communication. They expanded their knowledge about the execution and bankruptcy procedure, real-estate management, restructuring of receivables, analysis of balance sheet management, insolvency proceedings and other expert areas required for their work. In the final module, the teams of participants presented solutions to a specific problem, using the knowledge gained. The presented ideas and selected strategies will be employed in their regular work because their participation in the Academy was part of the teamwork programme, which was successfully implemented through fresh ideas and a labyrinth of legal and economic know-how.
The first NLB Group Sales Management Academy was concluded in March 2016. It was prepared by the NLB Training Centre in cooperation with Large Corporates and conducted by the company Mercuri International. After completing the Academy, the participants received certificates and, above all, established valuable business connections.
The participating employees learned about various sales techniques as tools for approaching the drafting of sales action plans. In the months that followed, our banking group started intensively cross-marketing our products in the region where the NLB Group is operating. Joint action and an emphasis on the NLB Group’s operation go hand in hand with the development of our branch, a common platform that will enable the group-to-group operation of banks and the digitalisation that we will witness in the upcoming years.
The employees who were selected as talented personnel in the Bank met for the first time at the end of November at a joint event organised by Human Resources and Organisation Development in the scope of the talent management programme. The introductory meeting marked the formal launch of the NLB talent management programme, which will continue intensively for the next two years, involving a variety of activities.
Event for newly recruited employees
A meeting of new recruits is organised once or twice a year. In May 2016, newly recruited employees were welcomed in the relaxed atmosphere of the Innovative Entrepreneurship Centre by the then Deputy President of the Management Board, Blaž Brodnjak, who presented the Bank’s strategic policies and stressed the importance of the role of every employee. He greeted them with a cordial handshake and thus symbolically demonstrated the importance of cooperation in a team of employees.
Among others, they became acquainted with the career possibilities and plans, acquired useful information about the importance of communication and why it is important to respect the uniform visual identity of the Bank. Safety at work was also discussed. Later on, they learned about one of the key projects at the Bank – its digital transformation. The aim of the latter is to boost client satisfaction in terms of traditional, online and mobile banking, increase the number of active and digital users, and attain significant improvements in productivity, effectiveness and profitability.
Using the peer-to-peer method, the new recruits discussed the challenges they face.
In order to get to know each other better, establish connections and strengthen mutual trust, once a year every department usually organises an active motivational training session on a socially responsible theme, which is held in a natural setting. The core goal of this motivational training is to improve cooperation, meet colleagues from other departments as well as to bolster ties.
One team went to Rogla where the motivational training was characterised by cooperation, laughter and creative solutions to various assignments. The participants proved they are capable of conquering the most demanding challenges with a positive approach. This shows that we are more successful together. Besides business success, our care for our fellow beings is also crucial. The participants raised EUR 700, which they donated to Red Noses (clown doctors) who bring joy and a few happy and carefree moments every day to brave little patients at the Paediatric Clinic in Maribor.
Another team went to Strunjan where the participants competed in entertaining and dynamic team challenges (team memory, team triathlon, pipeline teambuilding activity, team labyrinth, tyre game etc.).
All events resembled everyday business challenges, but with an entertaining touch. The prize won (toys) was donated to charity.
Teamwork for better business results
Employees also passionately run many recreational sports
Like the vast Slovenian nation, also NLB employees are passionate athletes who do not succumb even by the most demanding hurdles. We are proud of a healthy mind in a healthy body.
At the Sports Games in Poreč, we again defended last year's first team place and proved we are the best athletes and an exceptional, cooperative and proud team which knows how to fight and celebrate together.
On the last weekend of October, the streets of Ljubljana were swarming with a record 28,000 runners from no fewer than 57 countries. They included more than 140 runners from the Bank on all three courses. Now that the leg pain has subsided, we asked some of our runners to give an account of the preparations, the course and the experience.
Intergenerational cooperation
NLB Pensioners' Society
There are nearly 2,100 members of the NLB Pensioners' Society, most of them aged between 63 and 75, and with up to 74 over 90 years old. One member will be turning 100 in September. They have had a lively year. They organised numerous get-togethers, including the traditional meeting of pensioners celebrating their anniversary and visits to cultural events. Also very popular were trips, recreational activities, for instance bathing and mountaineering, and social events, all of which attracted many participants.
Assuring the anonymity
From now on, suspected violations to be reported via the Whistler application
Whistler is a new application for reporting identified violations, enabling the whistle-blower to submit a bona fide anonymous or non-anonymous report and to re-access the application. The Whistler application allows anonymous whistleblowers to communicate with the investigators from Compliance and Integrity, and thus contribute to an effective investigation and the prevention of damage to the Bank, be it material damage or misconduct that could harm the Bank's reputation in the eyes of its clients. Whistler protects whistleblowers from possible retaliation.
Statistical data
Number of employees in NLB d.d. and NLB Group
Disclosures by GRI Standards
Economic indicators
GRI STANDARD, DISCLOSURE 202-2:
We report the proportion of senior management hired from the local community. According to disclosure 202-2a we report the percentage of senior management at significant locations of operation hired from the local community. In 2016, the percentage of senior management was 7.1%, calculated as the ratio between the number of employees working under executive employment contracts (i.e. 4) and the average number of employees working under executive employment contracts (i.e. 56.3).
According to disclosure 202-2b we report the definition of “senior management”. At NLB d.d., the procedure for recruiting senior management follows an established protocol. If the Bank assesses that the talent pool does not include a suitable candidate for a senior management position, a public job vacancy announcement is made. The job vacancy is announced on the websites and at the premises of the Employment Service of Slovenia. Several selection interviews and selection testing are carried out with suitable candidates chosen from among the applicants. A fit&proper assessment is also prepared. The selected candidate is employed full-time, with a six-month trial period. Senior management comprises directors who are directly subordinate to the Management Board (B-1), and directors subordinate to B-1 level directors as well as other employees who have entered into an executive employment contract (assistant to the Management Board, deputy director, head of unit).
According to disclosure 202-2c we report the geographical definition of the term “local”. It refers to NLB d.d. in the Republic of Slovenia.
According to disclosure 202-2d we report the definition of “significant location of operation”. In a general sense, it refers to the Republic of Slovenia and the countries of former Yugoslavia in which the NLB Group members are located.
GRI STANDARD, DISCLOSURE 205-2:
We report on communication and training about anti-corruption policies and procedures.
According to disclosure 205-2a we report that the organisation’s anti-corruption policies and procedures have been communicated to the entire Management Board (4 members), i.e. 100% of the governance bodies. No data are available for the Supervisory Board.
According to disclosure 205-2b we report that the organisation’s anti-corruption policies and procedures have been communicated to all employees (2,882), i.e. 100%.
According to disclosure 205-2d we report that 5 governance body members, including the Management Board, i.e. 100%, have received training on anti-corruption policies. No data are available for the Supervisory Board.
According to disclosure 205-2e we report that 2,272 employees, i.e. 79%, including employees on long-term leave, have received training on anti-corruption policies.
GRI STANDARD, DISCLOSURE 205-3:
We report confirmed incidents of corruption and actions taken. According to disclosure 205-3a we report on 10 incidents in which employees who had committed fraud were dismissed or disciplined for corruption.
According to disclosure 205-3b we report 8 confirmed incidents in which employees were dismissed or disciplined for corruption. One person was dismissed and seven were issued with a written/verbal warning.
According to disclosure 205-3d we report that in 2016 there were no public legal cases regarding corruption brought against NLB d.d. or its employees
during the reporting period.
Social indicators
GRI STANDARD, RAZKRITJE 401-1
Prihodi
| age group | M | F | TOTAL |
|---|---|---|---|
| < 30 | 17 19.5 % | 13 14.9 % | 30 34.5 % |
| 30-50 | 24 27.6 % | 28 32.2 % | 52 59.8 % |
| > 50 | 5 5.7 % | 0 0.0 % | 5 5.7 % |
| TOTAL | 46 52.9 % | 41 47.1 % | 87 100.0 % |
Odhodi
| age group | M | F | TOTAL |
|---|---|---|---|
| < 30 | 5 14.9 % | 3 1.3 % | 8 3.5 % |
| 30-50 | 22 9.6 % | 36 15.7 % | 58 25.3 % |
| > 50 | 43 18.8 % | 120 52.4 % | 163 71.2 % |
| TOTAL | 70 30.6 % | 159 69.4 % | 87 100.0 % |
According to disclosure 401-1b, we report the rate of employee turnover in 2016, by age and gender. The reported data refer to NLB d.d.
Structure
| Year | M | F | TOTAL |
|---|---|---|---|
| 2015 | 781 | 2246 | 3027 |
| 2016 | 757 | 2128 | 2885 |
% of employee turnover in 2016
| age group | M | F |
|---|---|---|
| < 30 | 9.8 % | 5.1 % |
| 30-50 | 4.2 % | 2.5 % |
| > 50 | 17.1 % | 14.8 % |
| TOTAL | 8.5 % | 7.0 % |
GRI STANDARD, DISCLOSURE 401-2:
The benefits provided to full-time employees do not differ from those provided to temporary or part-time employees. The enforcement and protection of the rights, obligations and responsibilities arising from employment relationship are defined in laws, collective agreements and internal acts. All employees are provided with rights according to the applicable legislation, collective agreements and internal acts.
GRI STANDARD, DISCLOSURE 401-3:
We report the percentage of employees who took parental leave, by gender. The reported data refer to NLB d.d.
| 401-3: Parental leave | Mem | Women |
|---|---|---|
| a. The share of employees who were entitled to parental leave, by gender. | 2,17 % | 3,04 % |
| b. The share of employees who took parental leave, by gender. | 2,17 % | 3,04 % |
| c. The share of employees who returned to work after the parental leave ended, by gender. | 2,17 % | 3,04 % |
| d. The share of employees who returned to work after the parental leave ended who were still employed 12 months after they returned to work, by gender. | - | - |
| e. Return to work and retention rates of employees who took parental leave, by gender. | 2,17 % | 3,04 % |
GRI STANDARD, DISCLOSURE 402-1:
We report the minimum notice periods regarding operational changes. According to disclosure 402-1b, as an organisation with collective bargaining agreements, we report whether the notice period and provisions for consultation and negotiation are specified in collective agreements. The method of cooperation with trade unions and the Workers’ Council is specified in the collective agreements, the Workers’ Participation in Management Act and the Agreement on cooperation between the Workers’ Council and the employer. The notice periods for informing trade unions and the Workers’ Council about the adoption of general acts and amendments thereto are 15 days minimum to 30 days maximum.
GRI STANDARD, DISCLOSURE 403-1:
We report on workers’ representation on formal joint management–worker health and safety committees. According to disclosure 403-11b, as an organisation with collective bargaining agreements, we report the notice periods and provisions for consultation and negotiation specified in collective agreements. The method of cooperation with trade unions and the Workers’ Council is specified in the collective agreements, the Workers’ Participation in Management Act and the Agreement on cooperation between the Workers’ Council and the employer. The notice periods for informing trade unions and the Workers’ Council about the adoption of general acts and amendments thereto are 15 days minimum to 30 days maximum.
GRI STANDARD, DISCLOSURE 403-2:
We report the number of injuries at work. According to disclosure 403-2aii., 8 women and 2 men sustained injuries at NLB d.d. in 2016.
GRI STANDARD, DISCLOSURE 403-3:
We report the share of workers with a high incidence or high risk of diseases related to their occupation. According to disclosure 403-3a, we report that 1% of workers (based on Statement with risk assessment) whose work, or workplace, is controlled by NLB d.d. is involved in occupational activities with a high incidence or high risk of specific diseases.
GRI STANDARD, DISCLOSURE 403-4:
We report the share of various health and safety topics of NLB d.d. that are covered by formal agreements with trade unions. According to disclosure 403-4b, we report that various health and safety topics are covered by these agreements. NLB d.d. provides occupational safety and health to all its employees and workers who occasionally work at the NLB, on other legal bases, according to the Occupational Health and Safety Act, Safety statement with risk assessment and the Rules concerning preventive medical examinations of workers.
GRI STANDARD, DISCLOSURE 404-1:
We report the average hours of training per year per employee. According to disclosure 404-1ai., we report an average of 40 hours of training per employee at NLB d.d. in 2016, i.e. on average 41 hours for women and 37 hours for men.
GRI STANDARD, DISCLOSURE 404-2:
In the chapter Care for the employees according to disclosure 404-2a, we report on the type and scope of programmes implemented and assistance provided to upgrade employee skills, and programmes provided to facilitate the continued employability of youth. In 2016, NLB d.d. implemented 1,028 training programmes for employees, of which 597 were within the organisation and 431 outside the organisation.
GRI STANDARD, DISCLOSURE 404-3:
We report the percentage of employees by age group and by gender who received a regular performance and career development review at NLB d.d. in 2016.
| age group | M | F | TOTAL |
|---|---|---|---|
| < 30 | 3.8 % | 1.1 % | 1.8 % |
| 30-50 | 61.8 % | 57.8 % | 58.8 % |
| > 50 | 32.1 % | 37.7 % | 36.3 % |
| TOTAL | 97.6 % | 96.7 % | 96.9% |
GRI STANDARD, DISCLOSURE 405-1:
We report on the diversity of the governance bodies and employees.
According to disclosure 405-1a we report on the share of employees employed under executive employment contracts within the governance bodies of NLB d.d. in 2016, by age group and gender.
| age group | M | F | TOTAL |
|---|---|---|---|
| < 30 | 0.0 % | 0.0 % | 0.0 % |
| 30-50 | 46.4 % | 28.6 % | 75 % |
| > 50 | 8.9 % | 16.1 % | 25.0 % |
| TOTAL | 55.4 % | 44.6 % | 100.0% |
According to disclosure 405-1b we report the share of employees employed at NLB d.d. under collective agreements in 2016, by age group and gender.
| Starostna skupina | M | Ž | TOTAL |
|---|---|---|---|
| < 30 | 1,1 % | 1,2 % | 2,4 % |
| 30-50 | 16,2 % | 44,5 % | 60,7 % |
| > 50 | 8,4 % | 28,6 % | 36,9 % |
| Skupaj | 25,7 % | 74,3 % | 100,0% |
GRI STANDARD, DISCLOSURE 405-2:
According to disclosures 405-2a and 405-2b we report the ratio of the basic salary and remuneration of women to men for each employee category at NLB d.d.
men (only under collective agreement)
| age group | the ratio between salaries and the variable part of salary (the share of the variable part of salary in the salary paid in 2016) |
|---|---|
| < 30 | 12.87 % |
| 30-50 | 7.44 % |
| > 50 | 3.39 % |
women (only under collective agreement)
| age group | the ratio between salaries and the variable part of salary (the share of the variable part of salary in the salary paid in 2016) |
|---|---|
| < 30 | 12.41 % |
| 30-50 | 7.03 % |
| > 50 | 4.37 % |
GRI STANDARD, DISCLOSURE 411-1:
We report on the provisions covering the rights of indigenous peoples. The enforcement and protection of the rights of more vulnerable groups are defined in laws, collective agreements and internal acts. All employees are provided with rights according to the law, collective agreements and internal acts.