2009 Annual Report and Financial Statements - UBA Plc
2009 Annual Report and Financial Statements - UBA Plc
2009 Annual Report and Financial Statements - UBA Plc
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Corporate social responsibility report (continued)<br />
black/dark blue jeans. The objective is to re-energise <strong>and</strong> re-commit ourselves to consistent service<br />
excellence towards “delighting the <strong>UBA</strong> customer”.<br />
Service Excellence Day initiative premiered on 4 December <strong>2009</strong><br />
In addition, our resolve to empower our customers was further entrenched with the provision of easier<br />
<strong>and</strong> better access to quality banking solutions. During the year, the Bank opened 43 new service outlets<br />
<strong>and</strong> added 379 new ATMs to its network, including the cash cheque deposit ATMs. This process facilitated<br />
the provision of seamless interaction with the <strong>UBA</strong> customer. During the year also, we embarked on<br />
the refurbishment of our business offi ces across the country while the SEP team launched a project to<br />
“turbo-charge” connectivity between business offi ces nationwide.<br />
EMPLOYEE WELFARE<br />
At <strong>UBA</strong>, we believe the successes we have achieved as a bank could not have been without the support<br />
<strong>and</strong> commitment extended by all staff . We therefore recognise our employees as the single most<br />
valuable asset.<br />
OPPORTUNITY AND DIVERSITY<br />
<strong>UBA</strong> recruits, trains, promotes <strong>and</strong> retains its skilled <strong>and</strong> motivated workforce irrespective of their gender,<br />
marital status, race, religion, or nationality. We are an equal opportunity employer. In view of this, we<br />
promote a culture of fairness <strong>and</strong> responsibility within our business. The stakes are high for the <strong>UBA</strong><br />
employee <strong>and</strong> everyone is expected to perform <strong>and</strong> deliver value. This creates an enabling environment<br />
that is challenging <strong>and</strong> rewarding, thereby allowing staff to develop quickly <strong>and</strong> pursue new <strong>and</strong><br />
multifarious opportunities across the Group.<br />
COMMUNICATION<br />
Flow of information is one of the problem solving tools used by management. To drive people’s happiness,<br />
the Bank adopts strategies that facilitate regular communication between staff <strong>and</strong> top management. On<br />
the one h<strong>and</strong>, “Staff meet the executive” is a quarterly interactive session that allows staff to air their views<br />
on any issue that impacts them <strong>and</strong> the organisation. Since this initiative kicked off , we have observed<br />
the signifi cant impact it has on employees, who are now able to contribute to decision making indirectly.<br />
On the other h<strong>and</strong>, we have a disciplinary <strong>and</strong> grievance framework that allows staff to present genuine<br />
grievances in the workplace or alleged breach of the Bank’s policy on this.<br />
During the year, the Bank<br />
opened 43 new service<br />
outlets <strong>and</strong> added<br />
379 new ATMs to its<br />
network, including the<br />
cash cheque deposit ATMs<br />
We recognise our<br />
employees as the single<br />
most valuable asset<br />
The Bank adopts strategies<br />
that facilitate regular<br />
communication between<br />
staff <strong>and</strong> top management<br />
<strong>Annual</strong> <strong>Report</strong> <strong>2009</strong> 29