People are the major asset of Gazprombank
Gazprombank engages talent regardless of sex, age, religion, or political beliefs. This sociocultural and ethnic diversity enables the Bank to employ a truly brilliant team and is the driving force behind our successes.
Personnel turnover remains below the minimum market level for the banking segment, which is explained by the Bank’s stability and reliability, intelligent recruitment, adaptation and training system, mature system of social benefits and guarantees, non-governmental pension schemes and voluntary health insurance, in addition to a corporate culture in which Bank personnel are perceived as the most valuable strategic asset.
The Bank pays great attention to training and all-round development of its employees. In 2020, a wide range of educational programs was supplemented with lectures on ecology and responsible consumption.
Employee interactions include:
At the end of 2020, the Bank launched the Human Capital Transformation Program. It will apply to every employee of the Bank. The fourth industrial revolution, which has now embraced the entire world community, is changing the view on the role of a person in companies. The speed of change is at its peak, and the ability of employees to create and proactively change becomes critical to success. Changes in human consciousness and processes are the main challenge of digital transformation. Many companies are now looking for an answer to the question on how to create an efficient working environment for the future? To respond to new challenges, Gazprombank launched the Human Capital Transformation Program. The initiatives under the Program will prepare the Bank’s employees for work in a digital organization that the Bank plans to become.
In addition to the key business outcome of the Human Capital Transformation Program – growth of net operating income per employee – the important metrics of the Program include achievement of the highest results in terms of the employer brand development, keeping the level of staff turnover at the market minimum among similar enterprises in the financial sector and growth of KPI coverage and HR processes automation. Our goal is not only to maintain a leading position among employers in the financial sector, but also to become one of the Top 3 employers in the digital sector.
The tasks of finding qualified specialists in the market, adaptation of personnel, raising the level of qualifications and training of employees in the field of breakthrough technologies, development of mechanisms for goal-setting, motivation and retention of key specialists are also our priorities.
In 2020, the Bank’s mission and values were formulated. A large campaign to promote values was carried out, and a special landing page was launched on the corporate portal to inform about the internal corporate projects representing our values.
Feedback from employees is very important for the Bank. In 2020, two massive studies were conducted. More than 14.5 thousand employees took part in the Bank’s first ever survey on engagement, loyalty and satisfaction. Based on the survey results, an action plan was drawn up to correct underperformance and pain points of employees. In the fall of 2020, a corporate culture survey was conducted, in which more than 10,000 employees took part to assess the GPB culture against the culture of a perfect employer. The outcome of the study will form the basis of a model for the transition to the target corporate culture.
In 2020, we implemented projects aimed at forming and developing the employer brand of Gazprombank: we created an employer brand strategy, determined a positioning territory, developed a value proposition (EVP) and other attributes of the HR brand pyramid and prepared a communication strategy to promote the employer brand.
Much attention was paid to transforming key channels of interaction with potential candidates and external audience: we created a branded Gazprombank page on HH.ru, changed the Career section on the Bank’s official website and set up our own Digital Portal – GPB Space – an open space for getting to know the IT and Digital Bank team and projects to attract professionals and build direct communication with startups that we have a special focus on.
One of the key tasks of the personnel policy was focus on attracting IT specialists.
Gazprombank became the official partner of Digital Breakthrough, the All-Russian competition for IT Specialists and a flagship project of the presidential platform “Russia: the Land of Opportunities”, in which 45,000 IT specialists from 85 regions of Russia took part. As a result of the competition, the Bank received 175 prototypes of solutions in intracorporate communications, streaming analytics, digital workflow, as well as geoinformation systems, artificial intelligence and other areas. Two pilot projects were launched with winning teams.
To attract young IT professionals, special projects were implemented:
In 2020, the HR business partnership institute was further developed. HR business partners in retail, information and digital technology, risk and corporate sectors engage in direct day-to-day interaction with business customers at various levels, which contributes to a deeper understanding of the current and long-term business needs in terms of human resource management.
Gazprombank traditionally strives to create optimal conditions for efficient work of its employees.
In March 2020, after the announcement of an epidemic threat, the Bank set up an Operational Headquarters for a quick response and organization of anti-epidemic measures.
The Bank quickly introduced new digital communication channels. Almost on the first day after the announcement of pandemic restrictions in Russia, a landing page was launched on the corporate Intranet portal, which contains up-to-date information on the organization of the Bank’s work and important changes. A telegram channel for employees was launched, with more than 10,000 subscriptions during the very first days. To support employees, a 24-hour hotline via phone and e-mail was set up to provide advice on coronavirus issues. In 2020, the renovation of the main digital communication channel – the Intranet portal – began; the launch of the new MVP version is scheduled for April 2021.
Thanks to the promptly built infrastructure for remote work, the Bank was able to transfer more than 50% of its employees to home working in the shortest possible time. Special benefits, uninterrupted provision with personal protective equipment and regular PCR testing for COVID-19 were organized for Bank employees working in offices. We launched On My Way, a service to search for companions to commute, using mathematical modeling, organized corporate car sharing, introduced taxi compensation and provided transportation to work and home using a corporate vehicle fleet.
The merits of the Bank’s HR team have been noted by the professional community for several years already. In 2020, according to Forbes, the Bank ranked fifth among the best employers in Russia, ahead of not only colleagues in the financial sector, but also the largest industrial and technology companies. According to Forbes Woman, Gazprombank was among the Top 10 Russian employers for female careers, creating the most comfortable conditions for women. At the end of 2020, Gazprombank received the Randstad Award for the fourth time as the Most Attractive Employer in Financial Services.
In 2020, Gazprombank conducted its first time ever large-scale survey on personnel engagement, loyalty and satisfaction. It covered over 14.5 thousand employees. Gazprombank is in the Top 25% segment for all indicators, in comparison to benchmarks (banking industry and tech companies).
Satisfaction was measured by 5 metrics: pay, working conditions, interest in work, safety and comfort at work.
The results of the study confirmed a number of hypotheses, made it possible to identify growth zones and draw up a roadmap to improve underperformance. Some work is already underway: A motivation system for the retail business is changing, transparent career tracks and individual development plans are being created. Among the important growth areas that have come to the fore during the pandemic is balancing work and personal time and space.
List and Main Provisions of the Bank’s Social Programs
The Bank’s social and labor relations are subject to labor legislation, the collective agreement and internal regulations on the principles of balanced partnership between employees and employer. The Bank’s social policy is aimed at ensuring social protection of employees and creating safe working conditions.
The Bank provides voluntary health insurance (VHI) programs for all employees.
The VHI program includes full pregnancy and maternity allowance.
In 2020, following the introduction of anti-epidemic restrictions, the telemedicine service was added to the VHI program for the Bank’s employees – round-the-clock access to specialists on duty to resolve health-related issues.
Favorable VHI program allows to insure two family members at the Bank’s corporate tariff rates.
To support its employees, the Bank provides financial assistance to parents with many children, single parents and parents of disabled children and also gives young mothers the opportunity to choose flexible working hours.
Employees enjoy one-time baby bonus payout and material assistance on a monthly basis during the period of parental leave until the child reaches the age of 3.
Other programs of personnel benefits and support include additional payouts during disability period, leave incentive payments, material assistance in difficult life circumstances (death of relatives, raising disabled children, being a single parent), a lump-sum retirement benefit, assistance in emergency circumstances, etc.
The Bank has a Non-State Pension Program. As of January 1, 2021, almost 50% of the Bank’s employees participate in the Program.
The system of remuneration and motivation of the Bank’s employees combines material and non-material incentives and is aimed at:
When developing the incentive system, the Bank considers the best Russian and international practice (including the recommendations of the Basel Committee on Banking Supervision), as well as the regulations of the Bank of Russia.
The remuneration forms and system take into account the opinion of the trade union organization. The amount and procedure for wage payment, incentive and compensation payouts are regulated by the current legislation of the Russian Federation, the Labor Code of the Russian Federation as well as the following basic documents:
The Bank regularly reviews the Bank’s local regulations, including in terms of remuneration and motivation of key personnel, risk-taking employees as well as internal control and risk management employees. The recommendations are aimed at ensuring the compliance of the remuneration system with the approved strategy, the nature and scale of operations, the performance results, the level and combination of risks assumed.
In accordance with the Bank’s Articles of Association, significant decisions on remuneration are within the terms of reference of the Board of Directors, including:
The Bank’s remuneration structure consists of a fixed part which is based on market conditions, qualifications, work complexity, responsibility scope and nature and a non-fixed part depending on the achievement of the established KPIs by the Bank as a whole, as well as by separate divisions and employees.
The KPIs developed in the Bank are designed to take into account the interests of the Bank’s shareholders as much as possible, reflect the priority and balanced goals of the Bank’s activities, the scale of its business, the level and combination of risks assumed.
At the level of the Bank as a whole, long-term and current KPIs are applied. Long-term KPIs are used to build a balanced remuneration system subject to the magnitude of the risks assumed and the stability of the capital base over the long run (in particular, they include the rating stability of the Bank and the achievement of capital adequacy targets). The current KPIs are used to take into account the Bank’s development priorities over a one-year horizon.
The total amount of the non-fixed part of the remuneration for the Bank includes:
The target payroll for the non-fixed remuneration is determined at the stage of financial planning. The actual payroll of the non-fixed remuneration depends on the achievement of the corresponding KPIs by the Bank in the reporting year. Payments are made depending on individual performance and personnel assessment results.
The actual non-fixed payments are made to risk-taking employees and other employees of the Bank’s business units basing on the financial performance, as well as the risks they take. The Bank has the right to significantly reduce or cancel non-fixed payments in the event of a negative financial result or any facts of fraud, wrongdoing, causing losses to the Bank or damage to its business reputation, as well as any other abuse on the part of employees.
A part of non-fixed payments to Board members and other key employees of the Bank is reserved annually with the possibility of adjusting or non-payment of the reserved part of remuneration to the employee. The criteria for non-payment of the reserved part of remuneration are established by local regulations of the Bank.
Traditionally, the Bank pays great attention to non-material incentives – public recognition of the merits of our employees.
The Bank annually assigns honorary titles and distinctions to employees: “Excellent Employee of Bank GPB (JSC)”, “Best Employee of the Year”, certificates of honor, thank-you letters are awarded by the Chairman of the Bank’s Management Board. Information about the best employees is posted on the Honor and Pride Board of the Bank. In 2020, the Honor and Pride Board was transferred to the online format. Publication of employee success stories on the Bank’s page in the GPB Life Instagram became a new feature of 2020.
The Bank has relied on its own competence in personnel selection for years. In 2019-2020, the Bank automated the recruitment process, which made it possible to increase the efficiency of interaction between recruiters and hiring managers and to increase the rate of filling vacancies.
To expand the pipeline of candidates and attract more motivated employees to the Bank, the REFriending referral program was launched at the beginning of 2020, which provides an opportunity for Bank employees to propose their acquaintances and former colleagues for vacancies announced in the referral program on a competitive basis.
Traditionally, the Bank pays much attention to personnel development. In 2020, following the introduction of pandemic restrictions to ensure the continuity of the educational process and provide equal opportunities for employees of the Head Office and branches, almost all training was transferred to the online format, while the list of open recruitment programs was significantly expanded. The Bank is currently implementing a total of 587 training programs.
The training programs are aimed at developing modern skills, strengthening the leadership potential of the Bank’s managers, comprehensive training of employees on professional topics, as well as regular training of the Bank’s front office employees in sales and service.
More than 90% of employees joined training programs of the Bank in 2020.
Welcome events are held on a regular basis for new employees, such as Welcome Day.
Serious attention is paid to prevention of money laundering and financing of terrorism trainings.
Taking into account the new realities, including those associated with the transfer of a significant part of employees to remote work, a separate training course on Information Security was developed. Training on this course began at the end of 2020 and will continue in 2021. The corporate Intranet portal contains applicable instructions, such as “Rules of Remote Work”, “How to Safely Work in the System of Remote Access to the Bank’s IT Resources from the Internet” and “How to Safely Use Conference Calls”.
One of the key areas of the Human Capital Transformation Program is My Career project. It is intended to create effective tools for the Bank’s employees to manage their career.
An important step in this direction is the launch of career models, which will not only create an environment for unlocking the potential of the Bank’s mass employees, but also attract and retain the best professionals. The Retail business of Gazprombank became the vanguard in this direction.
The Bank is carrying out a large-scale program to transform the entire Retail business. The transformation is not only about business products and services, but also about employees. It becomes increasingly difficult to surprise a client with a special product now, and people are the most important resource for the Bank. The quality of the employees’ work is the key to the success of the entire Bank. Career model and integral personnel assessment allow to objectively assess achievements and provide new opportunities.
Transparency, openness and accessibility of career growth are major drivers of employee engagement and motivation. Consequently, by launching career models, the Bank creates conditions under which each Gazprombank employee will be able to plan his/her career path in accordance with his/her professional experience and expertise. Gazprombank career models are typical routes of movement between positions, allowing employees to plan their career development.
Thus, an employee of the Bank can independently see what vertical and horizontal movements are available based on his/her position, as well as what steps should be taken in order to move forward to the next career level. The model clearly demonstrates the career management process with growth steps and the necessary level of knowledge, competencies and skills.
The Bank operates GPBTransform Platform projects that have won a number of industry awards.
The GPB Transform platform for the comprehensive development of the employee personality consists of three areas aimed at developing personal and professional skills, meeting colleagues from other departments and cities, team working and expanding horizons.
In pursue of safe and comfortable work environment, the Bank developed internal standards for occupational health and safety – Regulation on Occupational Health and Safety Management System, Occupational Health and Safety Guidelines, Regulation on Personal Protective Equipment. All materials can be found on the Corporate Intranet Website.
Each Bank staff member at the commencement of employment undergoes briefings on occupational health and safety (introduction and initial workplace training), which is confirmed by signatures in corresponding record books.
Briefings on occupational health and safety are carried out regularly.
The Bank employees shall observe requirements of the Regulation on Occupational Health and Safety Management System, occupational health and safety, internal code of labor conduct and follow the instructions of a division head and employees in charge of occupational health and safety in the Bank.
The Bank has a concise action plan for employees in the event of an accident in the Bank. Details can be found on the Corporate Intranet Website.
BANK GPB (JSC) POLICY FOR OCCUPATIONAL HEALTH AND SAFETY
The Bank identifies the safe work environment, protection of employees’ lives and health during their work activities as a top-priority of occupational health and safety.
The Bank guarantees the observance of all national regulations on occupational health and safety, provisioning of all financial, material and technical resources required to create conditions for achieving goals and commitments in occupational health and safety.
Occupational health and safety goals
Occupational health and safety commitments
To achieve the declared goals, Bank GPB (JSC) commits to the following:
In the field of occupational health and safety, the Bank views ensuring safe working conditions and safeguarding the health and wellbeing of its employees in the course of their work activities as its primary objective.
The Bank guarantees its compliance with government regulatory requirements in the field of occupational health and safety and its allocation of the necessary financial, material and technical resources to create all of the conditions needed to meet its goals and obligations in the field of occupational health and safety.
Goals in the field of occupational health and safety
Bank obligations in the field of occupational health and safety
In order to achieve its stated goals, Bank GPB (JSC) has assumed the following obligations: