Annual Report: - Gorenjska banka

More documents

Recommendations

Info

Human resource management Human resource policy Gorenjska banka modernised its human resources policy in 2011 with a series of activities that will enable it more efficient HR management in the future. Renovation of job descriptions was performed; this renovation also included adding of standard competencies. The HR information system was upgraded with support to systematic implementation of annual interviews, through which the Bank not only assesses the qualities of employees and the needs for their professional and personal growth, but also evaluates their job performance. In 2011, the mechanism necessary for employee promotion based on the evaluated job performance were also set up. Human resource structure As at the last day of 2011, Gorenjska banka had 422 employees, one less than in 2010. During the year, twenty-three employees joined the Bank, twenty-four employees left, nine of them retired. New hires, which were in 2011 related to the expanded volume of operations in the commercial area, are carefully planned and implemented in compliance with the policy of ensuring optimum HR coverage of all of the Bank's business functions. The policy does not anticipate a major increase in the number of employees for the future. Considering the fact that the HR structure of Gorenjska banka did not change significantly in 2011, the educational and age structure of employees stayed also more or less the same as in 2010. The share of employees whose formal education exceeds level VI increased by one percent at the expense of employees with lower degrees of education. This share equalled 38 per cent. The average age of the Bank's employees also stayed the same, i.e. 44 years. Average number of employee and educational structure, in the 2011: Qualification degree IX VIII VII VI V IV III Total Average number of employees 4 38 93 35 240 13 2 425 Education On the one hand, permanent employee training at Gorenjska banka has the purpose of increasing the professional competencies and motivation of employees, and on the other, it also serves the purpose of supporting all major projects the Bank is implementing. In 2011, all employees were again included in the system of regular monthly trainings with the objective of internal knowledge transfer; these trainings were mostly related to knowledge and skills employees should obtain to work and communicate efficiently with clients, ensure regulatory compliance of operations and decrease operational risks. Additional trainings implemented by external institutions and contractors were in 2011 mostly oriented towards acquiring knowledge from the field of information science, sales interview conduct, financial analytics, investment management and real estate evaluation. An important part of training activities was also dedicated to acquiring various licences, which employees need for the performance of specific banking operations. Formal off-the-job training was attended by 15 employees, 9 of which decided to obtain formal education with the support of the Bank in 2011. 42 Gorenjska banka, d. d., Kranj Annual Report 2011 Management Report
Social responsibility Sponsorships and donations Support of the environment in which the Bank operates affects vitally its operations and development; the Bank has been for this reason helping the wider community through sponsorship projects and donations for a more dynamic lifestyle and higher quality of life for several years. The sponsorship policy of Gorenjska banka is based on three key areas, to which the Bank allocates the majority of its funds available for sponsorships and donations. The first area is represented by sports and recreation, with the remaining two areas being promotion of entrepreneurship and care for children and young people. Gorenjska banka favours more long-term relationships with its sponsorship partners; the scope and contents of such projects have thus stayed more or less the same over the last couple of years. Also in 2011, the Bank allocated to the consolidation of its responsible social stance almost 15 percent of the total marketing budget. The shares of funds earmarked for individual areas and projects also stayed similar to those from 2010. Sports and recreation The Bank again earmarked approximately two thirds of sponsorship funds to sports and recreation in 2011. Similar to past years, the Bank supported mostly projects and teams that are important to the local community and for which it could act as the general or major sponsor. Such projects definitely include the Gorenjska banka Radovljica Swimming Club, in which the Bank assumed the role of general sponsor in already in the 2009/2010 season. Gorenjska banka supported again in 2011 the top cyclists of the Sava Kranj Bicycling Club. Of major sports events, Planica 2011 should be mentioned, to which the Bank has been loyal for the third year in a row, and, in particular, the World Rowing Championship Bled, which Gorenjska banka supported through cooperation with the Slovenian Rowing Federation. Due to the high visibility, importance for the local community and popularity of rowing among the local community, this sport can be described as a role model of efficient cooperation between sponsorship partners. Besides professional projects and clubs, Gorenjska banka supported in 2011 also numerous less recognized sports associations, which promote sports popularity and an active and healthy lifestyle. Youngsters Gorenjska banka earmarked almost 18 percent of its budget to projects aiming at quality spending of free time and promotion of learning among children and youths. Besides young female basketball players, volleyball and chess players, which are already traditional partners of Gorenjska banka, the Bank also enabled the start-up of a likeable project "League 3 on 3", which was implemented in the form of dynamic basketball duels throughout the summer at outdoor basketball courts of Kranj and its surroundings. Together with the Kranj Tourism Institute, the Bank continued with the efforts to increase the recognition and popularity of the city of Kranj among children. The Bank supported through local student clubs and organisations the implementation of various social, music and educational events, and through primary and secondary schools the implementation of contests and competitions, at which participants competed in knowledge of various fields. 43 Gorenjska banka, d. d., Kranj Annual Report 2011 Management Report
Page 1 and 2: Annual Report: All that counts.
Page 3: Financial Report 51 Statement of ma
Page 6 and 7: 6 Gorenjska banka, d. d., Kranj Ann
Page 8 and 9: Financial highlights International
Page 10 and 11: Statement of the President of the M
Page 12 and 13: Report of the Supervisory Board of
Page 14 and 15: Information regarding the adoption
Page 16 and 17: Management and Organizational Chart
Page 18 and 19: Business Network Gorenjska banka, d
Page 21 and 22: Knowledge. A veritable wealth of kn
Page 23 and 24: In 2011, the financial crisis again
Page 25 and 26: About the Gorenjska banka group Com
Page 27 and 28: About the associated company Skupna
Page 29 and 30: The Bank’s business policies by k
Page 31 and 32: Activities in the area of human res
Page 33 and 34: Securities portfolio management The
Page 35 and 36: Total comprehensive income, i.e. ne
Page 37 and 38: The Bank’s equity investment in t
Page 39 and 40: The figure below shows the structur
Page 41: Comprehensive savings products offe
Page 45 and 46: Data and explanations pursuant to A
Page 47: Other explanations Shareholders in
Page 50 and 51: 50 Gorenjska banka, d. d., Kranj An
Page 52 and 53: Statement of management’s respons
Page 54 and 55: Statement of financial position The
Page 56 and 57: Cash flow statement The notes on pa
Page 58 and 59: 2.1.1. Existing standards and inter
Page 60 and 61: Under this method, The Bank’s sha
Page 62 and 63: 2.4.1.4. Available for sale financi
Page 64 and 65: 2.9. Fee and commission income Fees
Page 66 and 67: 2.13. Accounting for leases 2.13.1.
Page 68 and 69: 2.19. Financial guarantee contracts
Page 70 and 71: In 2011, the Bank applied a model f
Page 72 and 73: Back office and risk management sec
Page 74 and 75: 4.1.2. Maximum exposure to credit r
Page 76 and 77: The total impairment provision for
Page 78 and 79: c) Loans and receivables past due a
Page 80 and 81: Loans to individuals are impaired a
Page 82 and 83: 4.1.6. Debt securities The table be
Page 84 and 85: The Bank has a defined absolute lim
Page 86 and 87: (in thousand of EUR) Up to 1-3 3-12
Page 88 and 89: To control liquidity risk, accounti
Page 90 and 91: 4.3.2. Derivative financial liabili
Page 92 and 93:
4.4. Estimated fair value of financ
Page 94 and 95:
4.4.3.1. Assets and liabilities mea
Page 96 and 97:
In order to measure the fair value
Page 98 and 99:
The table below contains a summary
Page 100 and 101:
100 Gorenjska banka, d. d., Kranj A
Page 102 and 103:
Page 104 and 105:
Page 106 and 107:
Page 108 and 109:
Page 110 and 111:
Page 112 and 113:
Page 114 and 115:
According to Slovenian legislation
Page 116 and 117:
Page 118 and 119:
Page 120 and 121:
40. - 48. Other notes 40. Off-balan
Page 122 and 123:
Page 124:
Page 128 and 129:
Page 130 and 131:
Page 132:
Gorenjska banka, d. d., Kranj Bleiw
show all

Annual Report: - Gorenjska banka

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?