Sberbank - Annual Report 2010 - Realising Employee Potential

Home Social Responsibility Report Our Employees Realising Employee Potential

# Realising Employee Potential

The professional development of our staff is inseparably linked to the new approach and attitude to work. The Bank has developed and implemented a broad range of corporate training programmes aimed at managerial and specialised professional training and the development of necessary skills. The new personnel development and training programme has affected absolutely every level of our organisational structure — from bank teller to senior manager.

In 2010, we continued to consolidate corporate training and professional development through our Corporate University, an entity with truly huge and unique objectives. The uniqueness of the University’s objectives stems from the sheer scale of Sberbank’s operations and from the breakthrough in the level of professional development we all have to make in the next few years.

A new concept for our corporate training system was developed within the Corporate University project, which aims to ensure continuous professional and personal development for our employees and support corporate transformation and modernisation projects. We developed highly innovative training programmes, such as the Sberbank Production System and High-Quality Service, which aim to foster a new corporate culture within the Bank. Employees not only participate in training sessions, work placements and business games but are also encouraged to study independently.

## New Manager Training and Development Programme

Sberbank pays enormous attention to the development and training of its management. All senior and mid-level managers are evaluated against our corporate managerial competency model. Our objective is to ensure that we involve our management in development programmes as much as possible, giving them the opportunity to realise their potential and maximize their efficiency. To achieve this objective, the Bank uses modern training approaches such as business games, case studies and business simulations. In 2010, more than 15,000 Sberbank managers received training through various managerial training programmes.

We invite the best international coaches and teachers to train and develop our managers. In September 2010, Donald Sull, a Professor of Management Practice in Strategic and International Management at the London Business School delivered a workshop on Successful Implementation of a Bank’s Strategy: How to Improve the Agility of an Organisation while Preserving Its Sustainability. In October, Robin Sharma visited Sberbank and gave a lecture titled Leadership for Everyone; while Steven Spear ran a workshop on High Velocity Organisations: Leadership, Innovation and Lean Production. Anthony Hourihan and Stephen Covey also gave presentations to Sberbank managers.

In order to ensure high quality training and re-training, the Bank needs highly skilled business trainers and state-of-the-ar t infrastructure. Since 2009, we have been actively assembling a nationwide team of internal trainers, which should become the main driving force of the Sberbank Corporate University. Employee training and development activities are carried out at corporate training centres and regional training sites according to training programmes standardised across Sberbank.

The Bank is actively implementing a number of projects to modernise existing training centres and construct new facilities in Moscow and various other regions. At the moment a huge campus for our Corporate University is being designed, which will be built in the Moscow region. The campus will be capable of receiving 200 students from various regions simultaneously. A recently modernised training centre in Odintsovo is now ready to receive students. Training centres in St. Petersburg, Novosibirsk, Rostov-on-Don and other cities are also being actively developed.

Sberbank is now working keenly to develop distance learning infrastructure based on state-of-the-art technologies. For example, the video conferencing system rolled out at branches across the country is an essential instrument that plays an important role in every major personnel training project. The Bank has in place well-tested technologies to rapidly spread knowledge throughout the whole learning system by means of video lectures, business games, master classes for trainers, e-learning courses and tests. It is advanced technologies such as video conferencing and IP telephony that help us provide equal opportunities for the development of key managers in any region despite the huge scale of our operations and the enormous distances between our offices.

## Sberbank 2020

Sberbank 2020 unites four organisations around a common goal: to facilitate the development of young talented employees at the Bank. Participants in the initiative include the Corporate Student Union, the Youth Union, the League of Talent and the 2020 Board. Sberbank 2020 forms a shared information, communication, innovation, education, culture and project space. Participation in this space gives young employees the opportunity to design and implement their own projects, accelerating their personal, professional and career growth. The motto of the young employees’ board of Sberbank 2020 is Your Chance To Achieve More.

Starting in 2011, the Corporate Student Union will pay particular attention to the search for talented students. Early identification of the most promising students at colleges and universities and subsequent professional training will help lay the foundations for the Bank’s team of the future.

It is important to us that absolutely every Sberbank employee receives some form of training each year. We strive to make continuous professional and personal development an integral part of our corporate culture, involving our staff in various development programmes. The training requirements of each employee are identified as part of the process to create personalised development plans. Our corporate Intranet portal has a special training section, where each employee can obtain all the necessary information about available training programmes and register and complete e-learning courses.

In order to assess the effectiveness of training, the Bank has introduced an online system to test the knowledge and skills of employees after training. In addition, after completing a course, employees are asked to fill out an electronic questionnaire and over a certain period of time, feedback is provided by managers in the respective units.

Sberbank actively engages with the best providers of personnel development services. Wherever necessary, the Bank contracts specialised training centres, audit and consulting companies and leading Russian and foreign business schools, as well as business consultants, to provide training for its employees. A major competitive tender intended to create a pool of the best Russian business trainers for further cooperation with the Bank is close to completion.

#### Average expenditures on employee training in 2010, RUB

Enlarge

#### Percentage of employees trained in 2010, %

Enlarge

We encourage partnerships between Russian universities and Western business schools, concluding agreements on skills training and further education. Within our employee incentive programme, we reimburse half the costs of such programmes to our employees. In 2010, we held a joint Sberbank-Skolkovo contest for employees of the Central Head Office, regional branches and subsidiary banks. The three winners were awarded places on the Executive MBA programme at the Skolkovo School of Management at the Bank’s expense. At the same time, Sberbank initiated negotiations with a number of regional universities, which were invited to provide their premises and training infrastructure for delivering training programmes developed by the Bank to its employees. It is expected that in the future, some of these programmes will be handed over to the universities, which will be able to use them in their general training process.

In 2010, a total of some 165,000 employees from regional branches and 2,700 employees from the Central Head Office (about 70% of the total number of employees) received some form of training, while the Bank’s expenditures on employee training amounted to around RUB 515 million. The average amount of time spent on training per employee in 2010 was 6 work days (48 hours).

To enable easy access for our employees to international best practice in the field of modern management, leadership, personal development and time management, in 2009 we launched the Corporate Library. Within this project, the Bank publishes modern business and personal development literature and distributes it among employees. In 2010, 11 books were published in the series, including, among others: A Complaint Is a Gift: Recovering Customer Loyalty When Things Go Wrong by Janelle Barlow and Claus Moller; Good to Great by Jim Collins; The Toyota Way by Jeffrey K. Liker; Leading the Leaders: How to Enrich Your Style of Management and Handle People Whose Style is Different from Yours by Ichak Adizes; and The 7 Habits of Highly Effective People by Stephen R. Covey.

The corporate Intranet portal has an online bookstore, where each employee is able to order a book directly from his or her workplace, while enjoying corporate discounts. This service is particularly helpful to those working in remote and rural areas where it is difficult to buy recently published business literature.

## History

- Realising Employee Potential
- A New Work Philosophy
- Recommend Page
- Our Employees
- Financial Literacy

## My Annual Report

- Store Page
- Show Saved Pages (37)

## Tools

- Quick Analyser
- Download Center

### Key figures

- Operating Income
- Assets
- Net Profit