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  • BayernLB - Sustainability Report 2009 - Compensation policy and pensions
    expectations with the Bank s business needs This was achieved by working out new solutions in close cooperation with staff representatives When drawing up the non collective wage agreement remuneration system particular attention had to be paid to regulatory requirements in addition to the focus on performance and market factors and the corresponding staff costs issues This called for a rigorous focus on sustainability transparency and avoiding unreasonable risks with a view to preventing counterproductive risky behaviour that is detrimental to the market The new remuneration approach is based on the new job architecture in other words it groups functions into job families on the basis of the activities involved and determines their internal value within defined specific career ladders Differentiated and market oriented salary bands that define the minimum and maximum annual fixed salary at three levels and within which individual increases and bonuses are determined were assigned to the job families This produces a remuneration system where within the job architecture the annual fixed salary corresponds to the specific task description for a function the requirements for the function holder and the qualifications that he she should does have All employees receive variable remuneration in the form of a discretionary voluntary benefit that is geared consistently to individual performance and that of the Bank Performance is assessed as part of staff reviews Business success is measured on the basis of long term transparent and risk adjusted management ratios Employees governed by the collective wage agreement also receive a special annual payment from the Bank in line with the collective wage agreement The remuneration committee assesses the suitability of the remuneration system particularly the individual remuneration components The committee then informs the Board of Management and the Board of Administration of the findings of its assessment at least once

    Original URL path: http://www.nachhaltigkeitsbericht.bayernlb.de/cgi-bin/show.ssp?companyName=bayernlb&language=English&report_id=nb-2009&id=5545 (2016-04-24)
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  • BayernLB - Sustainability Report 2009 - Attracting the next generation
    after former staff Environmental protection Sustainable financial solutions Subsidiaries GRI content index Home Human resources Attracting the next generation Attracting the next generation School leavers and university graduates are currently experiencing deep uncertainty when choosing their career and potential employer Accordingly a Bank that will consistently employ fewer people in the future must also review its responsibility to the next generation As a result the number of trainee places was reduced by around a third in the period under review in line with the reduction in headcount This will ensure that suitable young people have a realistic chance of ultimately being taken on by the Bank BayernLB actively markets its training programmes to graduate trainees at recruitment fairs and to school leavers during tours of Munich high schools giving regular presentations to students on banking careers in general and BayernLB in particular The current application requirements are constantly updated on the BayernLB website Until further notice 55 places will be available each year in four training programmes banking traineeship studies alongside practical training at the Baden Württemberg Cooperative State University in Heidenheim or Ravensburg studies at the Sparkassen Finanzgruppe University and the 15 month in house trainee programme Employment at

    Original URL path: http://www.nachhaltigkeitsbericht.bayernlb.de/cgi-bin/show.ssp?companyName=bayernlb&language=English&report_id=nb-2009&id=5550 (2016-04-24)
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  • BayernLB - Sustainability Report 2009 - Equality
    is against the Bank s ethos Indeed the corporate mission states We condemn all forms of discrimination The Bank regards compliance with the German Anti Discrimination Act Allgemeines Gleichstellungsgesetz as a duty towards its employees and is rigorous in implementing the measures required to achieve this For example all employees receive mandatory training on the German Anti Discrimination Act and a complaints and arbitration board has been set up as a first port of call for employees who feel they have been mistreated The board did not receive any complaints during the period under review To underline this duty externally as well since 2010 BayernLB has been one of more than 600 companies that actively support the Diversity as Opportunity The Charter of Diversity of German Companies Diversity als Chance Die Charta der Vielfalt der Unternehmen in Deutschland initiative By signing the charter the Bank acknowledges its commitment to an open corporate culture that recognises respects encourages and uses the diverse talents of its employees Age structure and gender distribution as at 31 December Age 2009 2008 2007 Proportion under 30 Number of men women 10 0 178 269 11 6 221 365 13 5 261 411 Proportion aged 30

    Original URL path: http://www.nachhaltigkeitsbericht.bayernlb.de/cgi-bin/show.ssp?companyName=bayernlb&language=English&report_id=nb-2009&id=5555 (2016-04-24)
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  • BayernLB - Sustainability Report 2009 - Work-life balance
    ages Looking after former staff Environmental protection Sustainable financial solutions Subsidiaries GRI content index Home Human resources Work life balance Work life balance Striking the right balance between work and personal life has become a key success factor for companies BayernLB has been alive to the issue for a number of years and this is reflected not only in the 30 days of annual holiday but also in working time

    Original URL path: http://www.nachhaltigkeitsbericht.bayernlb.de/cgi-bin/show.ssp?companyName=bayernlb&language=English&report_id=nb-2009&id=5560 (2016-04-24)
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  • BayernLB - Sustainability Report 2009 - Management by objectives
    Home Human resources Management by objectives Management by objectives The staff interview plays a central role in performance management and as such was reactivated and extended in 2008 and 2009 Part of the interview involves discussing the achievement of objectives in the previous period and setting new ones This enables managers to measure and reward performance while employees receive fresh motivation by being set challenging objectives Employees also receive feedback

    Original URL path: http://www.nachhaltigkeitsbericht.bayernlb.de/cgi-bin/show.ssp?companyName=bayernlb&language=English&report_id=nb-2009&id=5565 (2016-04-24)
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  • BayernLB - Sustainability Report 2009 - Training
    bring an employee s qualifications and skills into line with their job profile and potential The training offered is therefore designed to contribute to a culture of life long learning The Bank s commitment in this area is demonstrated by the extensive ongoing training on offer and the high take up rate Employees receive support in maintaining their employability on both the internal and external job markets They should also learn to take responsibility for their own career path With this in mind needs based staff development and offers on career issues are both key elements The focus in the period under review was on specialist training e g customer and credit analysis finance modelling behavioural and communications training e g boosting social skills managing meetings and negotiations and language training Several business areas also sought to improve sales skills The measures were complemented by one to one coaching At the organisational level too greater emphasis was placed on the principles of self responsibility and a needs driven approach with internal change champions increasingly being trained and used for large scale change projects Training activities 2009 2008 2007 Number of training courses 1 205 1 443 1 677 Number of

    Original URL path: http://www.nachhaltigkeitsbericht.bayernlb.de/cgi-bin/show.ssp?companyName=bayernlb&language=English&report_id=nb-2009&id=5570 (2016-04-24)
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  • BayernLB - Sustainability Report 2009 - Talent programmes
    Talent programmes A number of talent programmes have been put in place since 2008 to encourage staff with special potential Participants in the programmes are helped to reflect on their own objectives compare their role within the Bank with their expectations and career goals and take personal responsibility for filling any gaps in their knowledge and expertise The programmes also create better networking opportunities for participants and allow them to

    Original URL path: http://www.nachhaltigkeitsbericht.bayernlb.de/cgi-bin/show.ssp?companyName=bayernlb&language=English&report_id=nb-2009&id=5575 (2016-04-24)
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  • BayernLB - Sustainability Report 2009 - Expansion of in-house training centres
    balance Management by objectives Training Talent programmes In house training centres Health management Working conditions for staff of all ages Looking after former staff Environmental protection Sustainable financial solutions Subsidiaries GRI content index Home Human resources In house training centres Expansion of in house training centres The Bank provides a pleasant learning atmosphere in its own training rooms A modern training centre that conforms to the latest adult learning and

    Original URL path: http://www.nachhaltigkeitsbericht.bayernlb.de/cgi-bin/show.ssp?companyName=bayernlb&language=English&report_id=nb-2009&id=5580 (2016-04-24)
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