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More information 09 Poročilo po GRI Standardih za leto 2017 Statement on non-financial operations of the NLB Group for 2017

GRI STANDARDS

Report for 2017

Economic indicators

GRI Disclosure

Value

GRI Topic

GRI 201 – Economic Performance

201-1: Direct economic value generated and distributed
In NLB Group Annual report for 2017

a. Direct economic value generated and distributed (EVG&D) on an accruals basis, including the basic components for the organization’s global operations as listed below. If data are presented on a cash basis, report the justification for this decision in addition to reporting the following basic components:
See the section Promoting Entrepreneurship

i. Direct economic value generated: revenues;
See the section Promoting Entrepreneurship

ii. Economic value distributed: operating costs, employee wages and benefits, payments to providers of capital, payments to government by country, and community investments;
See the section Promoting Entrepreneurship

iii. Economic value retained: ‘direct economic value generated’ less ‘economic value distributed’.
See the section Promoting Entrepreneurship

b. Where significant, report EVG&D separately at country, regional, or market levels, and the criteria used for defining significance.
See the section Promoting Entrepreneurship

GRI 202 – Market Presence

202-2: PROPORTION OF SENIOR MANAGEMENT HIRED FROM THE LOCAL COMMUNITY
The recruitment procedure: In the event that NLB evaluates that the pool of talents does not provide a suitable candidate for the vacant senior management position, NLB prepares the tender invitation. The invitation is published on the Bank's website and on the premises of the National Employment Office. Among the registered candidates there are several selection interviews and selection tests carried out. Fit & Proper rating is also involved. The selected candidates are employed at the bank for an indefinite period with 6 months’ probation period.

202-2: PROPORTION OF SENIOR MANAGEMENT HIRED FROM THE LOCAL COMMUNITY

The recruitment procedure: In the event that NLB evaluates that the pool of talents does not provide a suitable candidate for the vacant senior management position, NLB prepares the tender invitation. The invitation is published on the Bank's website and on the premises of the National Employment Office. Among the registered candidates there are several selection interviews and selection tests carried out. Fit & Proper rating is also involved. The selected candidates are employed at the bank for an indefinite period with 6 months’ probation period.

a. Percentage of senior management at significant locations of operation that are hired from the local community.
99 %.

b. The definition used for ‘senior management’.
Senior management: General Managers directly subordinated to Management Board (B-1), the directors that are subordinated to B-2 level General Managers, other employees, who have an individual contract of employment (Advisor, Deputy Director, Head of Unit)

c. The organization’s geographical definition of ‘local’.
Republic of Slovenia

d. The definition used for ‘significant locations of operation’.
Republic of Slovenia and locations of NLB Group Members

GRI 205 – Anti-corruption

205-2: COMMUNICATION AND TRAINING ABOUT ANTI-CORRUPTION POLICIES AND PROCEDURES
See the section Promoting Entrepreneurship

a. Total number and percentage of governance body members that the organization’s anti-corruption policies and procedures have been communicated to, broken down by region.
NLB Management Board: 4 members (100%), NLB Supervisory Board: 8 members (100%) Members of the NLB Supervisory Board were acquainted with this topic in the context of specialized education in the field of risk of compliance and integrity, within which the risks of corruption and internal regulation of the area were presented on September 18^th 2017. See the section Promoting Entrepreneurship

a. Total number and percentage of governance body members that the organization’s anti-corruption policies and procedures have been communicated to, broken down by region.

NLB Management Board: 4 members (100%),

NLB Supervisory Board: 8 members (100%)

Members of the NLB Supervisory Board were acquainted with this topic in the context of specialized education in the field of risk of compliance and integrity, within which the risks of corruption and internal regulation of the area were presented on September 18^th 2017.

See the section Promoting Entrepreneurship

b. Total number and percentage of employees that the organization’s anti-corruption policies and procedures have been communicated to, broken down by employee category and region.
2.789 (100%) of current employees See the section Promoting Entrepreneurship

b. Total number and percentage of employees that the organization’s anti-corruption policies and procedures have been communicated to, broken down by employee category and region.

2.789 (100%) of current employees

See the section Promoting Entrepreneurship

d. Total number and percentage of governance body members that have received training on anti-corruption, broken down by region.
NLB Management Board: 4 members (100%), NLB Supervisory Board: 8 members (100%) Members of the NLB Supervisory Board were acquainted with this topic in the context of specialized education in the field of risk of compliance and integrity, within which the risks of corruption and internal regulation of the area were presented in September 2017 See the section Promoting Entrepreneurship

d. Total number and percentage of governance body members that have received training on anti-corruption, broken down by region.

NLB Management Board: 4 members (100%),
NLB Supervisory Board: 8 members (100%)

See the section Promoting Entrepreneurship

e. Total number and percentage of employees that have received training on anti-corruption, broken down by employee category and region.
In 2017 Successfully finished training: 2087 employees, which is 76% of all employees or 80% of employees present at work (i.e. excluding long sick leave, maternity leave etc.) Anticorruption training is obligatory for all employees. See the section Promoting Entrepreneurship

e. Total number and percentage of employees that have received training on anti-corruption, broken down by employee category and region.

In 2017 Successfully finished training: 2087 employees, which is 76% of all employees or 80% of employees present at work (i.e. excluding long sick leave, maternity leave etc.)

Anticorruption training is obligatory for all employees.

See the section Promoting Entrepreneurship

205-3: CONFIRMED INCIDENTS OF CORRUPTION AND ACTIONS TAKEN
This means incidents of corruption (which is meant to include bribery, fraud or money laundering) and actions taken. See the section Promoting Entrepreneurship

205-3: CONFIRMED INCIDENTS OF CORRUPTION AND ACTIONS TAKEN

This means incidents of corruption (which is meant to include bribery, fraud or money laundering) and actions taken.

See the section Promoting Entrepreneurship

a. Total number and nature of confirmed incidents of corruption.
6: total number of incidents of corruption reviewed 1: confirmed incident of corruption; bribery for granting a loan 2: unconfirmed incidents of corruption 3: ongoing cases, not yet finished See the section Promoting Entrepreneurship

a. Total number and nature of confirmed incidents of corruption.

6: total number of incidents of corruption reviewed
1: confirmed incident of corruption; bribery for granting a loan
2: unconfirmed incidents of corruption
3: ongoing cases, not yet finished

See the section Promoting Entrepreneurship

b. Total number of confirmed incidents in which employees were dismissed or disciplined for corruption.
1 See the section Promoting Entrepreneurship

b. Total number of confirmed incidents in which employees were dismissed or disciplined for corruption.

See the section Promoting Entrepreneurship

c. Total number of confirmed incidents when contracts with business partners were terminated or not renewed due to violations related to corruption.
0 See the section Promoting Entrepreneurship

c. Total number of confirmed incidents when contracts with business partners were terminated or not renewed due to violations related to corruption.

See the section Promoting Entrepreneurship

c. Public legal cases regarding corruption brought against the organization or its employees during the reporting period and the outcomes of such cases.
0 See the section Promoting Entrepreneurship

c. Public legal cases regarding corruption brought against the organization or its employees during the reporting period and the outcomes of such cases.

See the section Promoting Entrepreneurship

Environmental

GRI Disclosure

Value

GRI Topic

SRS 301 - Materials

301-1: MATERIALS USED BY WEIGHT OR VOLUME
See the section Environmental protection

a. Total weight or volume of materials that are used to produce and package the organization’s primary products and services during the reporting period, by:
n/a See the section Environmental protection

a. Total weight or volume of materials that are used to produce and package the organization’s primary products and services during the reporting period, by:

n/a

See the section Environmental protection

i. non-renewable materials used;
n/a See the section Environmental protection

i. non-renewable materials used;

n/a

See the section Environmental protection

ii. renewable materials used.
34.38 A4 pages per employee per working day Data is related to used A4 paper per employee per working day. The number of pages has been constantly reduced since 2014 (42). Compared to 2016, the amount of paper used decreased again (from 39.6 pages to 34.4 pages in 2017). See the section Environmental protection

ii. renewable materials used.

34.38 A4 pages per employee per working day

Data is related to used A4 paper per employee per working day. The number of pages has been constantly reduced since 2014 (42). Compared to 2016, the amount of paper used decreased again (from 39.6 pages to 34.4 pages in 2017).

See the section Environmental protection

GRI 302 – Energy

302-1: ENERGY CONSUMPTION WITHIN THE ORGANIZATION
See the section Environmental protection

i. electricity consumption in kWh
12,912.381.00 In 2017 we continued with the reduction of electricity consumption, which is 5,2% lower than in the year 2016. See the section Environmental protection

i. electricity consumption in kWh

12,912.381.00

In 2017 we continued with the reduction of electricity consumption, which is 5,2% lower than in the year 2016.

See the section Environmental protection

GRI 306 - Effluents and Waste

306-2: WASTE BY TYPE AND DISPOSAL METHOD
The waste is being treated by outsourced waste company. See the section Environmental protection

306-2: WASTE BY TYPE AND DISPOSAL METHOD

The waste is being treated by outsourced waste company.

See the section Environmental protection

GRI 307 - Environmental Compliance

307-1: NON-COMPLIANCE WITH ENVIRONMENTAL LAWS AND REGULATIONS
NLB received no fines or penalties regarding failure to comply with environmental laws. See the section Environmental protection

307-1: NON-COMPLIANCE WITH ENVIRONMENTAL LAWS AND REGULATIONS

NLB received no fines or penalties regarding failure to comply with environmental laws.

See the section Environmental protection

Social

GRI Disclosure

Value

GRI Topic

GRI 401 - Employment

401-1: NEW EMPLOYEE HIRES AND EMPLOYEE TURNOVER
See the section Taking good care of Employees

a. Total number and rate of new employee hires during the reporting period, by age group, gender and region.
In total 104 new employees in 2017. 34 were younger than 30 years, 69 were between 30 and 50 and 1 employee was older than 50. All were employed from Republic of Slovenia See the section Taking good care of Employees , Employee hires structure by gender.

a. Total number and rate of new employee hires during the reporting period, by age group, gender and region.

In total 104 new employees in 2017. 34 were younger than 30 years, 69 were between 30 and 50 and 1 employee was older than 50. All were employed from Republic of Slovenia

See the section Taking good care of Employees , Employee hires structure by gender.

b. Total number and rate of employee turnover during the reporting period, by age group, gender and region.
In total 200 employees departed from NLB in 2017. 8 were younger than 30, 81 were in the age between 30 and 50 and 111 employees were older than 50 years old. See the section Taking good care of Employees , Employee hires structure by gender.

b. Total number and rate of employee turnover during the reporting period, by age group, gender and region.

In total 200 employees departed from NLB in 2017. 8 were younger than 30, 81 were in the age between 30 and 50 and 111 employees were older than 50 years old.

See the section Taking good care of Employees , Employee hires structure by gender.

401-2: BENEFITS PROVIDED TO FULL-TIME EMPLOYEES THAT ARE NOT PROVIDED TO TEMPORARY OR PART-TIME EMPLOYEES
Promote and protect the rights, obligations and responsibilities arising from the employment relationship are regulated by laws, collective agreements and internal regulations. All employees have rights as they are determined by law, collective agreements and internal regulations. See the section Taking good care of Employees

401-2: BENEFITS PROVIDED TO FULL-TIME EMPLOYEES THAT ARE NOT PROVIDED TO TEMPORARY OR PART-TIME EMPLOYEES

Promote and protect the rights, obligations and responsibilities arising from the employment relationship are regulated by laws, collective agreements and internal regulations. All employees have rights as they are determined by law, collective agreements and internal regulations.

See the section Taking good care of Employees

401-3: PARENTAL LEAVE
See the section Taking good care of Employees

a. Total number of employees that were entitled to parental leave, by gender.
83 employees See the section Taking good care of Employees

a. Total number of employees that were entitled to parental leave, by gender.

83 employees

See the section Taking good care of Employees

b. Total number of employees that took parental leave, by gender.
83 employees See the section Taking good care of Employees

b. Total number of employees that took parental leave, by gender.

83 employees

See the section Taking good care of Employees

c. Total number of employees that returned to work in the reporting period after parental leave ended, by gender.
83 employees (100%) See the section Taking good care of Employees

c. Total number of employees that returned to work in the reporting period after parental leave ended, by gender.

83 employees (100%)

See the section Taking good care of Employees

d. Total number of employees that returned to work after parental leave ended that were still employed 12 months after their return to work.
76 employees (92%) See the section Taking good care of Employees

d. Total number of employees that returned to work after parental leave ended that were still employed 12 months after their return to work.

76 employees (92%)

See the section Taking good care of Employees

e. Return to work and retention rates of employees that took parental leave, by gender.
100% See the section Taking good care of Employees

e. Return to work and retention rates of employees that took parental leave, by gender.

100%

See the section Taking good care of Employees

GRI 402 - Labor/Management Relations

402-1: MINIMUM NOTICE PERIODS REGARDING OPERATIONAL CHANGES
The way of cooperation with the Labor unions and the Worker's council is fixed by collective agreements, the Act of workers and management and the Agreement on cooperation between Worker's council and employer. Deadlines for informing the Unions and the Worker's council is in a minimum of 30 days See the section Taking good care of Employees

402-1: MINIMUM NOTICE PERIODS REGARDING OPERATIONAL CHANGES

The way of cooperation with the Labor unions and the Worker's council is fixed by collective agreements, the Act of workers and management and the Agreement on cooperation between Worker's council and employer. Deadlines for informing the Unions and the Worker's council is in a minimum of 30 days

See the section Taking good care of Employees

GRI 403 - Occupational Health and Safety

403-1: WORKERS REPRESENTATION IN FORMAL JOINT MANAGEMENT–WORKER HEALTH AND SAFETY COMMITTEES
See the section Taking good care of Employees

a. Minimum number of weeks’ notice typically provided to employees and their representatives prior to the implementation of significant operational changes that could substantially affect them.
4 weeks in minimum prior to implementation of new operational changes with significant impact See the section Taking good care of Employees

a. Minimum number of weeks’ notice typically provided to employees and their representatives prior to the implementation of significant operational changes that could
substantially affect them.

4 weeks in minimum prior to implementation of new operational changes with significant impact

See the section Taking good care of Employees

403-4: HEALTH AND SAFETY TOPICS COVERED IN FORMAL AGREEMENTS WITH TRADE UNIONS
See the section Taking good care of Employees

a. Whether formal agreements (either local or global) with trade unions cover health and safety.
Global agreement with trade union See the section Taking good care of Employees

a. Whether formal agreements (either local or global) with trade unions cover health and safety.

Global agreement with trade union

See the section Taking good care of Employees

b. If so, the extent, as a percentage, to which various health and safety topics are covered by these agreements.
100% See the section Taking good care of Employees

b. If so, the extent, as a percentage, to which various health and safety topics are covered by these agreements.

100%

See the section Taking good care of Employees

GRI 404 - Training and Education

404-1: AVERAGE HOURS OF TRAINING PER YEAR PER EMPLOYEE
See the section Taking good care of Employees

Average hours of training that the organization’s employees have undertaken during the reporting period.
21,6 hours per employee in the 2017 In 2017 8960 employees participated in internal lectures and workshops and 1096 employees participated on external training courses See the section Taking good care of Employees

Average hours of training that the organization’s employees have undertaken during the reporting period.

21,6 hours per employee in the 2017

In 2017 8960 employees participated in internal lectures and workshops and 1096 employees participated on external training courses

See the section Taking good care of Employees

404-2: PROGRAMS FOR UPGRADING EMPLOYEE SKILLS AND TRANSITION ASSISTANCE PROGRAMS
See the section Taking good care of Employees

Type and scope of programs implemented and assistance provided to upgrade employee skills.
Internal education (lectures and workshops), e-trainings, external training courses, courses for new employees Every 3-month Human Resources department publish the list of all trainings and education programs for the next period. It includes 30 different education programs at average See the section Taking good care of Employees

Type and scope of programs implemented and assistance provided to upgrade employee skills.

Internal education (lectures and workshops), e-trainings, external training courses, courses for new employees

Every 3-month Human Resources department publish the list of all trainings and education programs for the next period. It includes 30 different education programs at average

See the section Taking good care of Employees

b. Transition assistance programs provided to facilitate continued employability and the management of career endings resulting from retirement or termination of employment.
Provided for all employees in the case of termination of employment in the case of structural downsizing See the section Taking good care of Employees

b. Transition assistance programs provided to facilitate continued employability and the management of career endings resulting from retirement or termination of employment.

Provided for all employees in the case of termination of employment in the case of structural downsizing

See the section Taking good care of Employees

404-3: PERCENTAGE OF EMPLOYEES RECEIVING REGULAR PERFORMANCE AND CAREER DEVELOPMENT REVIEWS
See the section Taking good care of Employees

a. Percentage of total employees by gender and by employee category who received a regular performance and career development review during the reporting period.

100% of employees present at work (i.e. excluding long sick leave, maternity leave etc.)

The aim of the organization was all employees to receive a regular performance and career development review.

See the section Taking good care of Employees

GRI 405 - Diversity and Equal Opportunity

405-1: DIVERSITY OF GOVERNANCE BODIES AND EMPLOYEES
See the section Taking good care of Employees

a. Percentage of individuals within the organization’s governance bodies in each of the following diversity categories:

As organization’s governance bodies we consider NLB Management Board and NLB Supervisory Board

See the section Taking good care of Employees

Gender;

16,7 % female
83,3 % male

Management Board has 4 members, all male;
Supervisory Board has 8 members, 6 male and 2 female members

See the section Taking good care of Employees

Age group: under 30 years old, 30-50 years old, over 50 years old;

Under 30 years 0%
30-50 years old 58,3%
Over 50 years old 41,7%

Under 30 years 0 members
30-50 years old 7 members
Over 50 years old 5 members

See the section Taking good care of Employees

b. Percentage of employees per employee category in each of the following diversity categories:
See the section Taking good care of Employees

GRI 406 - Non-discrimination

406-1: INCIDENTS OF DISCRIMINATION AND CORRECTIVE ACTIONS TAKEN

NLB has a policy of zero tolerance to any form of discrimination and violence.

See the section Taking good care of Employees

a. Total number of incidents of discrimination during the reporting period.

See the section Taking good care of Employees