Management Report

Employees

Raiffeisen offers its 11,207 (previous year: 10,968) full- and part-time staff members at every level outstanding employment conditions, engaging tasks and modern workplaces. 42.0% (previous year: 41.2%) of employees work part-time at Raiffeisen. Raiffeisen values equal opportunity highly and invests in its employees and in recruiting new talent. Raiffeisen encourages solidarity within the cooperative, entrepreneurial engagement, and sustainable dialogue with all stakeholders. In the “Raiffeisen 2025” strategy, transformation and cultural development is an important strategic approach. Promoting employee expertise and diversity is also one of the 10 guiding principles of the strategic sustainability framework (see “Sustainability”).

Diversity and equal opportunity

Studies show that providing equal opportunities and thus increasing diversity have a positive impact on a company’s economic success. Raiffeisen demands and promotes equal opportunity and diversity.

The company takes a holistic approach to ensuring diversity and equal opportunities for all employees, treating these issues as important leadership skills and integral parts of the corporate culture. Through these efforts, Raiffeisen aims to systematically strengthen equal opportunities at all levels of the Group. In 2020 within the context of the “Raiffeisen 2025” strategy, various measures were introduced to foster a corporate culture in which diversity is practised and supported. For example, Raiffeisen Switzerland launched the “Balanced Organisation” project in 2020, in the course of which first concrete measures implemented such as the establishment of a diversity network at Raiffeisen and deliberate sensitivity training for managers. Project implementation also takes into account the results of the employee survey, which is conducted every two years at Raiffeisen Switzerland by an independent consulting firm.

Raiffeisen Switzerland has made it a priority to increase the percentage of women in senior and management positions. The goal is to increase the proportion of women in senior positions across the Group to at least 30% by 2022. This figure was 27% at the end of 2020. Further targets and measures will be developed in 2021 to measure and further strengthen diversity at all levels of management.

Raiffeisen is working on additional forward-looking solutions to support women and to supplement its current training and development programme. For example, Raiffeisen is a member of the Advance Gender Equality in Business network. In addition, a study on wage equality was started at Raiffeisen Switzerland and larger Raiffeisen banks in the current year to re-verify that women and men are paid equal wages. By taking these steps, Raiffeisen has set the stage for fair, attractive employment conditions and complies with the requirements of the Gender Equality Act.

Raiffeisen Switzerland’s employment policy on “equal treatment and harassment at the workplace” includes a prohibition of discrimination. It prohibits physical and psychological harassment, demands equal treatment and offers prevention, support and counselling. Moreover, no distinctions are made between nationalities, ethnicities, religions or minorities in the recruitment process. Hiring decisions are made based on candidates’ training, competence and required experience. Raiffeisen banks are urged to adopt this employment policy (see also “Remuneration report”).

Employment terms

Raiffeisen has a strong employer brand. Thanks to outstanding working conditions, Raiffeisen has succeeded in building long-term relationships with its employees. These relationships are a core driver of the organisation’s success. Raiffeisen encourages intrapreneurship among employees by specifically delegating responsibility and giving them considerable freedom to make their ideas a reality. Flexible work hours are provided at all tiers in the hierarchy wherever possible. The “Raiffeisen FlexWork” programme introduced at Raiffeisen Switzerland in August 2020, allows employees to work up to 80% of their working hours remotely if operational conditions allow and this has been cleared with their supervisor. This approach accommodates employees’ individual needs and improves their work-life balance.

Raiffeisen grants more days of holiday leave than is average for Swiss companies. Employees receive between 25 and 30 days of paid holiday leave, depending on their age and pay grade, and, as of 2018, can buy additional days of paid holiday leave or save up holidays for a personal sabbatical.

Staff structure by employment relationship

2019120202
Total numberPercentageTotal numberPercentage
Permanent employees310,96811,207
Women5,53350.45,61450.1
Men5,43549.65,59349.9
Full-time positions6,4546,497
Women2,14133.22,13532.9
Men4,31366.84,36267.1
Part-time positions4,5144,710
Women3,39275.13,47973.9
Men1,12224.91,23126.1
Temporary staff (temporary workers/interns) 9221,073
Women43847.553449.8
Men48452.553950.2
Trainees653685
Women29445.030744.8
Men35955.037855.2
External employees (Raiffeisen Switzerland) 713454
Employees abroad 44
1 The calculation now includes Group companies, hence the figures differ slightly from those in the 2019 Annual Report.
2 Reported figures now include Group companies.
3 Number of employees excluding temporary employees/interns/cleaning staff, including apprentices.

Raiffeisen Switzerland is subject to the collective “Agreement on Conditions of Employment for Bank” Employees (ACE), which governs the rights and participation of employees and of Raiffeisen Switzerland’s seven-member Employee Committee. Raiffeisen banks are not subject to the ACE, but its provisions are contained in the Raiffeisen banks’ “participation agreement” staff information sheet.

New remuneration model for Raiffeisen Switzerland

Raiffeisen Switzerland revised its remuneration model in 2020. Its future focus will be on team performance: Total remuneration generally remains the same; however, individual bonus payments were eliminated and a collective profit-sharing element was introduced. The profit-sharing element will be in the single-digit percentage range for the individual employees – measured against their basic remuneration. The new remuneration model entered into force on 1 January 2021 and applies to employees and the Executive Board of Raiffeisen Switzerland.

Family policy

Raiffeisen Switzerland provides modern-day benefits for families. Raiffeisen offers mothers 16 to 24 weeks of leave when a child is born or adopted, depending on how long they have been with the company. Fathers are given 15 additional paid days of leave upon the birth of their own children or upon adoption, which they can take up to one month before and up to six months after their child is born or adopted. These regulations apply analogously to same-sex couples. In addition, women have a guarantee of continued employment at 0.6 full-time equivalents (FTEs) or more in an appropriate function after maternity leave. If a child is sick, parents receive up to five additional days of paid time off.

Counselling for personal challenges

In addition to the counselling services provided by Human Resources, all Group employees have had access to an assistance programme through an external partner, Reha Suisse, for several years. Reha Suisse offers anonymous assistance with work, home and health issues. Its clear processes, psychological expertise, and extensive experience in the social insurance sector play a significant role in handling difficult situations. Through this partnership, Raiffeisen is able to respond appropriately to unusual situations in its employees’ lives.

Training and education

In 2020, Raiffeisen invested CHF 14.5 million (previous year: CHF 16.7 million) in employee development. In the years ahead, a substantial number of employees will receive more intensive training in empowerment, media literacy and methodological skills in order to be better prepared for the challenges and opportunities presented by digitalisation.

Internal training programmes are developed with specific goals, assessed by attendees and continuously improved. Strategic training requirements are determined through a carefully specified process in close consultation with the people working in the relevant environment. In addition, Raiffeisen promotes the personal and professional development of its managers and employees, so they can actively move their teams forward.

Training programmes

The advancement of young people is a key factor in Raiffeisen’s success going forward. Raiffeisen’s focused, systematic training programmes are an expression of its social responsibility for large numbers of young people throughout Switzerland. At the end of 2020, 714 (previous year: 711) individuals were participating in one of the training programmes mentioned below – 47% of them were women (previous year: 46%). It is a sound investment: Many young people stay with the company after completing their training in order to continue their personal and professional development at Raiffeisen. Raiffeisen offers a wide range of training placements to give young people with different educational backgrounds a solid career start:

Apprenticeships:

  • Federal VET diploma in business administration (banking; service and administration)
  • Federal VET diploma in information technology (systems engineering; application development)
  • Federal VET diploma in ICT
  • Federal VET diploma in mediamatics
  • Federal VET diploma in interactive media design
  • Federal VET diploma in child, adult and elder care
  • Federal VET diploma in facility maintenance
  • Federal VET diploma in client communications

Secondary school students:

  • Commercial secondary school internship
  • Business secondary school internship
  • Computing secondary school internship
  • Bank entry for secondary school graduates

University graduates:

  • Trainee programmes for university graduates
  • University internships

Staff and leadership development

Digitalisation, regulatory tightening, changing client needs and a fast-moving environment have raised the bar for the skills that Raiffeisen employees need. It has become ever more important for employees to continuously improve their skills and remain employable. To meet this challenge, Raiffeisen specifically invests in training and continuing education and supports its employees at all levels. Digitalisation is not just a learning content. It also affects how staff development is implemented. Offerings such as online courses, e-learning and video-based forms of learning are increasingly finding their way into continuing education. They make it possible to react quickly to changes and to take up current topics in a timely manner. Access at any time and in any place also reduces travel and absenteeism and supports our sustainability goals, in addition to providing modern continuing education that is fit for the times.

Managers and non-managerial employees can tap into a broad array of technical and advisory training courses, as well as personal development opportunities. The training offering is tailored to the needs of the various target groups. There are specific programmes for career starters, Executive Board and Board of Directors members, advisors and specialists. Employees can also enrol in various programmes developed specifically for Raiffeisen in cooperation with Lucerne University of Applied Sciences and Arts. In addition, Raiffeisen promotes lifelong development and offers seminars on prospects, health, relationship building and pensions for employees approaching retirement age.

In the current year, Raiffeisen Switzerland refined the ongoing performance dialogue process that has been in place for several years. The process provides a framework for employees and managers to discuss individual development planning through regular dialogue and to define measures to achieve performance targets. Raiffeisen has set itself the specific goal of systematically assessing personal development needs for all Raiffeisen employees and for the company as a whole starting in 2022 as part of its Raiffeisen 2025 strategy.

Staff structure by management level

2019120202
Total numberPercentageTotal numberPercentage
BoD members1,4441,408
Women34123.634724.6
Men1,10376.41,06175.4
under 3030.220.1
over 5094165.291665.1
Management (all levels)4,5474,705
Women1,21626.71,28727.4
Men3,33173.33,41872.6
Senior management members1,3161,312
Women14711.214411.0
Men1,16988.81,16889.0
under 30110.890.7
over 5050538.450038.1
Mid-level and lower management 3,2303,392
Women1,06933.11,14333.7
Men2,16166.92,24966.3
under 302447.62928.6
over 5095329.596928.6
Other employees 5,7685,817
Women4,02369.74,02069.1
Men1,74530.31,79730.9
under 301,97534.21,99134.2
over 501,25621.81,29022.2
1 The calculation now includes Group companies, hence the figures differ slightly from those in the 2019 Annual Report.
2 Reported figures now include Group companies

Other key staffing figures

Unit20191 20202
Average length of serviceyears10.310.5
Average age of employeesyears40.940.8
Employee turnover (including changes within the Group)3%14.311.1
Return to the workplace after maternity leave4%9089
Amount spent on trainingCHF16,741,52014,557,325
Amount spent on child careCHF352,000326,920
1 The calculation now includes Group companies, hence the figures differ slightly from those in the 2019 Annual Report.
2 Reported figures now include Group companies.
3 Number of resignations of the entire year compared to average number of employee.
4 Number of employees working again after maternity leave (excluding Raiffeisen banks and Group companies).