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Stefan Vavti Include.All 2015

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Stefan Vavti Include.All 2015

  1. 1. GENDER DIVERSITY IN PRACTICE: THE EXPERIENCE OF UNICREDIT BANK Ljubljana, 6.2.2015 Štefan Vavti, predsednik uprave UniCredit banka Slovenija d.d.
  2. 2. 2 UniCredit at a glance 1/2 SOURCE: UniCredit 1 As of 31 December 2013; including all branches of subsidiaries consolidated proportionately, such as Koç Financial Services Group branches. 2 You can find more comrehensive information on UniCredit‘s result on https://www.unicreditgroup.eu/en/investors/group-results.html • A leading European commercial bank • Leadership position in Austria, Germany, Italy and CEE • Strong presence in the top financial centres in the world, completed by a broad coverage with ca. 8,950 branches1 • Network of 4,000 correspondent banks to cover 150 countries • Operating income2: EUR 23,973mn (FY 2013) • Operating profit2: EUR 9,172mn (FY 2013) • Core Tier I 2 Strong regulatory capital base: CET 1 Ratio Basel 3 phased-in at 10.4% (9.4% fully loaded) at end of 2013
  3. 3. 33 UniCredit at a glance 2/2  Hungary  Romania  Russia  Serbia  Slovakia  Azerbaijan  Bosnia-Herzegovina  Bulgaria  Croatia  Czech Republic … and #1 in CEE (9.2%)3 overall:  Slovenia  Turkey  Ukraine Strong positioning: − #1 in Austria (14.0%)1 − #2 in Italy (12.6%)1 − #2 in Poland (11.4%)2 − #3 in Germany (2.5%)1 1 Ranking and market shares in terms of Total Customer Loans as of 31 December 2013; German data based on private banks only 2 Ranking and market shares in terms of Total Assets as of 31 December 2013 3 Ranking and market shares in terms of Total Assets as of 31 March 2013 SOURCE: UniCredit
  4. 4. 4 Poland  10.6% market share  1,003 branches #2 Latvia Leasing Russia  1.5% market share  108 branches #8 Azerbaijan  2% market share  15 branches #15 Ukraine  3.4% market share  403 branches #6 Bulgaria  15% market share  206 branches #1 Turkey  9.2% market share  971 branches #5 Czech Republic  6.8% market share  106 branches #4 Slovakia  6.4% market share  78 branches #5 Hungary  6% market share  101 branches #7 Slovenia  6.1% market share  34 branches #5 Croatia  26.5% market share  139 branches #1 Bosnia and Herzegovina  21.6% market share  128 branches #1 Romania  6.9% market share  199 branches #5 Serbia  8.7% market share  75 branches #3 Ranking and market shares in Total Assets as of 3Q 2013 (except BiH – as of 1H 2013, HU and RO – FY 2012, Azerbaijan – as of June 30, 2013 ) Number of branches - as of 31.12. 2013 SOURCE: UniCredit Rep. Office in FYR Macedonia and Montenegro …with an unrivalled network in the Region
  5. 5. 5 UNICREDIT BANKA SLOVENIJA D.D. 2007 – Bank Austria Creditanstalt d.d. is renamed to UniCredit Banka Slovenija d.d. IN SLOVENIA SINCE 1991 THE LARGEST FOREIGN BANK IN SLOVENIA 6,2% market share 28 BRANCHES THE WIDEST RANGE OF SERVICE Global expertise, Local flexibility.
  6. 6. GENDER DIVERSITY IN UNICREDIT GROUP The Gender Balance Program was launched in 2012 with focus on the following workstreams: - Measuring and monitoring (develop dashboards) - Remuneration (analyse pay differences) - Learning and development (equal opportunities for both genders) - Communication (increase awareness) - Inspiring change Nomination of 23 DIVERSITY MANAGERS appointed in all countries of UniCredit group to promote gender balance in the countries. 6
  7. 7. IMPORTANT: SUPPORT FROM THE TOP 7 Sponsorship and support of the Gender Balance programme by UniCredit Group CEO Federico Ghizzoni: „Different perspectives are necessary to innovate and improve our service quality to our customers and to generate sustainable results. Today, we have an internal waste of talents at different level of the organization with a potential risk of losing business opportunities“.
  8. 8. GENDER EQUALITY POLICY: APPROVAL AND IMPLEMENTATION IN COUNTRIES OF UNICREDIT GROUP 8
  9. 9. GENDER EQUALITY POLICY: MAIN AREAS OF FOCUS 9  Recruitment & internal appointments - no discriminaton in external hirings - gender balance in internal appointments (ideally candidates of both gender)  Professional development - equal development opportunities (learing, coaching, mentoring…)  Remuneration - fair treatment in terms of compensation and benefits irrespective of gender  Work life balance - flexible working hours - supporting employees during and after long term leaves (e.g. maternities)  Information and education - create awareness; include gender equality in management trainings…
  10. 10. WHAT IS NOT MEASURED CANNOT BE IMPROVED 10
  11. 11. UNICREDIT GROUP FEMALE PRESENCE BY TIER 11 Data source: Sustainability report 2013
  12. 12. UNICREDIT BANKA SLOVENIJA D.D. FEMALE PRESENCE BY TIER 12 Data source: Gender balance dashboard, june 2014
  13. 13. 13 EDP and SUCCESSION PLANNING GENDER BALANCE DASHBOARD – SUCCESSION PLANNING SLOVENIA SUCCESSION PLANNING Main trends • Well balanced succession planning approach Areas of attention • More positions with 2 successors, (from both genders)
  14. 14. ACTIONS TAKEN WITHIN UNICREDIT BANKA SLOVENIJA WITHIN THE FRAMEWORK OF GENDER BALANCE INITIATIVE 14  Gender Diversity Policy adopted and published in August 2014  Internal communication to all employees in August 2014  Internal communication on the appointment of Gender Diversity Manager and call to all employees interested in the topic to participate in the design of measures (September 2014)  Gender Balance Workshop with high level participation (November 2014)  Presentation for Management Board & Executive Forum (December 2014, January 2015)  Implementation of agreed actions (2015 – 2016)
  15. 15. ACTION PLAN UNICREDIT SLOVENIA 2015 - 2016 15 1.INCREASE AWARENESS OF MANAGERS ON GENDER DIVERSITY TOPICS  Present the gender diversity topic at Management board and Executive forum level (dashboards, measures…), to be cascaded further  Include the gender balance topic in the seminar for new employees Raise awareness of managers and successors in the bank (via trainings, communication) on the policy and on how to handle gender diversity topics and work – life balance topics: - managing working time in a way that it supports the business needs, but on the other side also enables work life balance - non discrimination of colleagues due to maternity leave (including male maternity leave) - non discrimination of employees on part time - understanding differences in male and female leadership styles and behaviours - present examples from other countries - sheduling meetings with respect to work life balance...
  16. 16. ACTION PLAN UNICREDIT SLOVENIA 2015 - 2016 16 2. BACK FROM MATERNITY ONBOARDING Design a process for back from maternity onboarding - reminder to direct manager from HR a few months before - interview of the direct manager with the incoming maternity e.g 2 months before - design a process of handling temporary or permanent shifts to other divisions… The measure is to be aligned with the measures defined within the Family friendly enterprise project (Družini prijazno podjetje). 3. LIMITED FLEXIBLE WORKING HOURS (WORK FROM HOME) Explore a possibility of limited working from home in the context of our legislation and limitations (security, job nature…) based on some examples in the market and the group practice. 4. PAY / REMUNERATION Analyse if there is a pay gap in our bank between men and women (staff and managerial positions).
  17. 17. FINAL REMARKS 17 What are the crucial factors for a successful gender balance initiative?  Support from the top (CEO, Management Board)  Promote the initiative (via diversity managers, ambassadors, HR, PR) and involvement of colleagues interested in this topic in the design of the actions (based on self inititative)  Measurement (dashboards) – need to be presented to Management board periodically  Gender balance policy implemented and communicated  Attention to gender balance at succession planning (dashboards, awareness, ideally candidates of both genders)  Create awareness at all levels of management

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