Sustainability Pages

Responsibility for our employees

1.    Employment protection

Job protection

The responsible employment principles and practices ensure a stable community of employees and the specialist knowledge needed for the Bank Group’s operation, which not only boosts personal satisfaction, but also correlates directly with the quality and speed of customer service.

As a responsible employer, the bank ensures nearly all its staff have indefinite-term employment contracts in place, which is also reflective of a committed employment relationship that can be planned for over the long term. To meet its seasonal staffing requirements, CIB also employs staff through contracts with temporary employment agencies. At the same time, the proportion of employees who are working on a part-time basis is consistently high – and this another way CIB helping employees achieve a better work-life balance, and help employees returning from a long period of absence to reintegrate into the world of work. The bank places considerable emphasis on employee retention and training, it regularly announces internship programmes, and it recognises the achievements of high-performing individuals in numerous ways.

Number of employees of CIB Group*

	2020	2021	2022	2023
Fixed-term contracts	13	13	7	5
Indefinite-term contracts	2,021	1,994	2,048	2,109
Total	2,034	2,007	2,055	2,114

^{Based on data as of 31st December 2023}

Number of employees of CIB Group

	2020	2021	2022	2023
Number of part-time workers	186	185	192	186
Male managers	2	1	2	1
Female managers	0	0	0	0
Male officers	3	3	5	4
Female officers	46	52	52	53
Male employees	20	16	10	7
Female employees	115	113	123	121

 

Number of workers of reduced functional capacity	2020	2021	2022	2023
Number of beneficiaries of the personal allowance	85	99	102	116
Number of people receiving rehabilitation or disability benefit	6	6	8	8
Number of temporary staff	41	26	14	12

^{The previously reported figures for 2020-2021 have changed due to the application of a new calculation methodology; these figures include data for senior managers and inactive employees. Based on data as of 31st December 2023
*The headcount data presented in this (People) chapter and its breakdown by different aspects (e.g., gender, age) are based ont he data of active employees according to local practice, which differs from the methodology used by CIB’s Parent Bank, Intesa Sanpaolo in its CNFS, which takes into account the total number of employees, including inactive and atypical workers (e.g., temporary workers) in addition to active employees.}

Employment protection indicators of CIB Group

	2020	2021	2022	2023
Employee with indefinite-term contract	2,021	1,994	2,048	2,109
Average fluctuation	14.5%	17.0%	17.3%	12.9%
Wages of entry-level employees compared to minimum wage	219%	234%	217%	177%

^{Based on data as at 31 December 2023}

Labour relations

At the end of 2023, the CIB Group employed 2,114 people (2055 in 2022), of whom 2,109 (2048 in 2022) were on permanent contracts, reflecting the bank's commitment to reliable and secure long-term employment.12 employees have been hired on a temporary basis (2022: 14), in order to satisfy seasonal staffing demands. There are an increasing proportion of part-time workers due to an effort to help improve the work-life balance of the staff. 

The bank complies fully with the Labour Code, and beyond this the organisation regulates matters that affect every employee equally in the HR regulations. There is no collective agreement. There is a trade union at CIB Bank; as at the end of December 2023, it had 104 members (2022: 115). Representatives of the union constitute the employee side of the Social Committee, whose duties include the management of certain welfare allowances granted to workers.

Persons	2020	2021	2022	2023
Trade union members	134*	127	115	104
Works Council participants	N/A	N/A	N/A	N/A

^{*Due to an error identified in the 2022 report, the 2020 data has been changed
Based on data as of 31 December 2023}

The Bank Group works with 651 external staffs, 376 of whom also have a permanent entry card (2022: 788 and 303, respectively). The aim is to improve the conscious management of outsiders, refine the methodology and identify sustainability risks in the future. All outsiders, as well as all contractors working with the CIB Group, accept the guidelines of the CIB Group’s Code of Ethics as mandatory to them within the framework of their commission or contract agreement.

2.    Retention, enhancement, diversity and inclusion of the Group’s People

Recruitment and selection

In Hungary, the shortage of skilled labour, especially in IT and banking expert positions, remained a major challenge in 2023 as well. The Bank continuously analysed the effectiveness of the Bank’s recruitment strategies, testing and combining different channels and tools. 22% of the candidates recruited came from the Bank's successful Employee Referral Programme, and the number of candidates recruited by direct approach continued to increase. In 2023, the Bank also reviewed and modified the employment framework of its Professional Trainee Programme, which resulted in an increase in the attractiveness of the programme for young career starters, and a higher number of employees transferred from the programme to fill part of the vacancies compared to previous years.  In order to increase the efficiency of the recruitment processes and improve the candidate experience, the SAP Success Factors recruitment module was introduced in 2023, and the Bank plans to further expand and develop it in the coming years. 

Staff turnover has been lower at the Bank compared to the previous year. This is reflected in the age and gender breakdowns.

Employee termination at CIB Group

	2020	2021	2022	2023
Termination rate (average)	14.5%	17.0%	17.3%	12.9%
21-25	35.8%	29.3%	28.0%	33.3%
26-30	19.1%	26.6%	25.9%	23.0%
31-35	13.8%	24.7%	20.7%	12.8%
36-40	13.2%	14.4%	14.5%	13.4%
41-45	13.0%	12.5%	12.9%	8.1%
46-50	10.9%	10.8%	13.1%	9.0%
51-55	8.9%	10.3%	14.8%	6.7%
56-60	15.5%	13.0%	16.9%	14.7%
61-	10.0%	16.7%	26.3%	9.7%

^{Based on data as of 31st December 2023}

	2020	2021	2022	2023
Termination rate by gender
Male	15.3%	17.9%	16.6%	14.8%
Female	14.3%	16.6%	17.7%	11.9%
Number of new recruits and job-leavers across CIB Group
Number of new employees	334	337	396	336
Number of job leavers	319	382	369	288

^{Based on data as of 31st December 2023}

In 2023, employees working in entry-level jobs earned, on average, HUF 471,788 i.e. 177 % of the minimum wage (2022: HUF 433,089 and 217%, respectively). Due to legal minimum wage above average increase level, the difference of entry level salaries and minimum wages decreased.

Average gross base salary of male and female employees by position category at CIB Group (million HUF)

	2020	2021	2022	2023
Male managers*	14.3	15.2	16.8	19.1
Female managers*	12.4	12.9	14.4	15.7
Male officers	9.4	10.4	11.7	13.0
Female officers	8.1	8.9	9.9	10.9
Male employees	4.8	5.3	6.3	7.1
Female employees	4.5	4.9	5.7	6.3

^{* The previously reported figures for 2020-2021 have changed due to the application of a new calculation methodology. these figures do not include Executive’s data. Based on data as of 31st December 2023}

Average total gross remuneration of male and female employees by job category at CIB Group (HUF million)

	2020	2021	2022	2023
Male managers*	16.8	17.7	20.6	24.3
Female managers*	14.3	15.1	17.5	20.0
Male officers	10.7	11.8	13.4	15.3
Female officers	9.1	9.9	11.3	12.8
Male employees	5.4	5.8	7.0	8.1
Female employees	5.1	5.6	6.6	7.4

^{* The previously reported figures for 2020-2021 have changed due to the application of a new calculation methodology. these figures do not include Executive’s data. Based on data as of 31st December 2023} 

Average gross base salary as a percentage by gender (women compared to men)

	2020	2021	2022	2023
Managers*	86.7%	84.8%	85.7%	82.4%
Officer	86.1%	85.6%	84.6%	84.2%
Employees	93.7%	92.4%	90.5%	89.1%

^{* The previously reported figures for 2020-2021 have changed due to the application of a new calculation methodology. these figures do not include Executive’s data. Based on data as of 31st December 2022}

Average total remuneration as a percentage by gender (women compared to men)

	2020	2021	2022	2023
Managers*	85.1%	85.3%	84.9%	82.4%
Officer	85.0%	83.9%	84.3%	83.6%
Employees	95.7%	95.5%	94.3%	91.9%

^{* The previously reported figures for 2020-2021 have changed due to the application of a new calculation methodology. these figures do not include Executives data Based on data as of 31st December 2023}

Average comparatio* by gender and position at CIB Group

	2021			2022			2023
	Male	Female	Female / Male ratio	Male	Female	Female / Male ratio	Male	Female	Female / Male ratio
Managers	90.1%	90.2%	100.1%	93.6%	90.9%	97.1%	97.7%	100.7%	103.0%
Officer	102.3%	100.0%	97.7%	104.0%	99.2%	95.4%	115.7%	109.0%	94.2%
Employees	104.2%	100.4%	96.4%	108.2%	103.7%	95.9%	120.0%	113.8%	94.8%
Total	101.6%	99.7%	98.1%	104.5%	101.9%	97.6%	115.2%	111.8%	97.1%

 *The salary comparison ratio shows the % wage level of employees in relation to the median value of the bank salary market, by gender and by job level. Based on data as of 31st December 2023

People and digital transformation

Artificial intelligence, robotics, innovative technologies are all encouraging the employees to learn more about the online and digital world, both as CIB employees and as individuals. In January, the Digital Competency Survey was completed, with 55.8 percent of CIB employees taking part. All respondents immediately received their own digital competency profile, which in addition to strengths included a number of targeted development tips as well. In 2023, the Digital Galaxy video library has been expanded with more exciting topics and presentations. In these programmes, CIB experts explored exciting topics such as agility, data-driven culture, machine learning and even e-customer identification. 

This year again, the management circle was able to attend several presentations on digital transformation in the “Digital talks” series coordinated by the Parent Company. The topics covered included innovation for sustainable growth and even the macroeconomic outlook for the future.  A large volume of online training material is available at the Bank to develop knowledge on digitalisation. The focus was on cyber security, phishing and new cyber fraud trends. Teaching about digitalisation is also effective in a more playful way, so at the annual all-staff event (CIB Spirit day), employees had the opportunity to experience a virtual reality park and simulators. 

Individual learning from digital training material and online courses poses many difficulties. Useful knowledge and tips on this topic were included in the blog series of the “Learning is Trendy” campaign, authored by the Chief Hybrid Officer, a fictitious virtual manager created last year. The Bank provides digital solutions for its employees not only at work but also in their daily lives, currently mainly in the areas of well-being and health, with services available to all online and by phone (DokiAPP Employee Care platform, EAP service provision). Furthermore, a significant part of the programmes and events for employees will continue to be implemented in the online space, providing the possibility to connect to an event from any geographical location.

Performance assessment

The managers working in Head Office have been supported by a flexible and user-friendly performance assessment system called NewPat in specifying targets for members of their teams and then in assessing achievement of such goals as well as the competences that are of benefit to the employees in their work. The targets for 2023 are set and subsequently evaluated under ‘NewPat’ system, which provides the comprehensive evaluation mechanisms in a manner and on the basis of principles that are transparent for assessors and employees alike. For the sales staff, the previously used system that was essentially focused on sales incentives (GPS) was replaced by a new, comprehensive and unified performance management system (NIM – Network Incentive Model), which will support the performance assessment processes in the future. The NIM system was designed in line with the Bank’s strategy for the sales staff of the International Subsidiary Banks of Intesa Sanpaolo. Both systems (NewPAT and NIM) are based on a methodology developed by the International Subsidiary Banks Division (ISBD) of Intesa Sanpaolo, the Bank’s shareholder. The performance of 100% of the employees will be assessed against pre-defined objectives, either through the NewPAT or NIM performance management systems, depending on their job role.

The NIM performance management system, which supports sales incentives, has been developed in order to motivate and retain sales employees and managers to work together for achieving the Bank’s strategy. During the performance assessment period, a series of panel discussions held throughout the organisation ensure the consistency of the evaluations between the management levels and the individual divisions. All Bank employees get an assessment of their performance and a review of their career options.

Recognition and career management

Closely related to the performance assessment mechanisms, the career management system also continues to operate, primarily in order to identify and retain talents, enable all employees to consider their desired career paths at the CIB Group and to ensure that managers develop conscious replacement strategies within their teams. In 2021, the scope of recognition was extended. As in previous years, a total of 155 employees were rewarded as the best salespeople and supporters of 2023, based on nominations from managers and the previous year's sales results. This year again, employees had the opportunity to nominate their managers for an executive role model award, and the golden teams competition was launched in October. The official presentation of the awards will take place in February 2024, together with CIB employees celebrating their anniversary. 

The wide-ranging system of fringe benefits is an important part of the new remuneration strategy. In 2023, the gross amount of fringe benefits due to full-time workers was HUF 35,000, the same as the year before. Part-time workers continued to be entitled to Cafeteria benefits on a pro-rata basis. 2023 saw slight changes to the range of and rules governing fringe benefits. During the shaping of the system of benefits, important factors included the employee experience as well as an effort by the bank to provide all possible benefits that remained tax-exempt or continued to have a preferential tax rate in 2023. 

Accordingly, several new tax-free options have been added to the list of optional items this year: language course subsidy, GreenGo car-sharing service, MOL Bubi bike-sharing service and providing subsidy for Home Office expenses. In addition to the above, the list of available components was simplified to a reasonable extent, taking into consideration the related paperwork and disclosure requirements.

Training

	2020	2021	2022	2023
Average training hours per employee per year	37.9	48.9	67.0*	58.1
Total training hours	77,183	98,081	137,750	122,898
Numbers of training hours by gender and position category
Managers (male)	2,695	3,884	5,668	5,875
Managers (female)	2,362	4,319	5,744	6,518
Officers (male)	4,028	5,936	8,388	6,834
Officers (female)	4,285	7,215	9,651	8,798
Employees (male)	15,174	18,481	24,527	20,392
Employees (female)	48,639	58,246	83,771	74,481

^{Based on data as of 31 December 2023}

Online and classroom training for employees in sales areas continued to be a priority in 2023 as well. In the Retail business line, in addition to the varied orientation programmes, the main focus was on a series of multi-level training courses supporting the change of the insurance model. In Corporate and Small Business, in addition to developing their professional skills, the Bank’s employees were able to participate in a variety of negotiation and presentation training sessions. The 1-year Master in Branch Management programme for CIB branch managers and deputy managers was completed in May 2023. The opening event included a 360-degree individual assessment, 4 customised classroom training sessions, a webinar series on 21st century management, a 25-item optional online course offering, and the highly successful “Let’s meet at the branch!” community programme. The one-year long online training/development process for newly appointed managers within the organisation ensured that, in 2023, fresh managers will continue to receive support for one year after their appointment. The programme covers all the fundamental managerial competencies that a manager with lesser experience needs. The 12-month management development process includes online training, consultations, and mentoring support.

With the support of senior management sponsors, the Bank's Leadership Development Programme was renewed in 2023 and is called: LED (Leadership Development). A new training portfolio was introduced that is highly predictable, offers programmes throughout the calendar year, is innovative in its methodology, diverse in its programmes and actively supports the formation of the leadership community through student groups. The key topics of the leadership development programme included staff development, meaningful communication, managing complex change, women's leadership challenges, and improving business English. The new programmes were communicated to managers through a variety of communication platforms and formats (posters, targeted management letters, awareness-raising videos and interactive games). The staff community was involved even during the application period for the management programmes.

The goal of the internal "Learning is Trendy" campaign, launched in autumn 2023, was to make learning more popular and to encourage employees and managers to spend more time learning. In addition, an important message of the initiative was to motivate employees to self-improve, to take more responsibility for their own development, to become aware of the training opportunities available and to place more value on knowledge transfer. The campaign raised awareness of the importance of learning in a variety of ways and forms: on the CIB Spirit day with a dedicated stand, a poster, a 7-part blog series, new training opportunities, an online mini-conference on learning.

The input for the development of a skills training portfolio of more than 10 elements was provided by the performance assessment panels at the beginning of the year. For employees and managers, the trainings were available online, offline and in hybrid schemes as well. In 2023, a variety of targeted training opportunities were offered for the joint development of teams working together. Various e-learning programmes and training solutions supported the completion of courses and exams required by legislation (“MCD - Mortgage Credit Directive”, MiFID II, IDD).

Talent development

This year, the Bank's previous talent programmes were analysed, reviewed and evaluated. Based on this, new talent development directions and potential programme plans for 2024 were developed. These include the renewal of the Talent University and a comprehensive development programme to support the internal career-building of talented employees working in the branch network.

	2020	2021	2022	2023
Number of appointments (pcs)	11	11	9	12
Ratio of appointments as a percentage of total headcount (%)	0.48%	0.49%	0.39%	0.52%

^{Based on data as of 31st December 2023}

International Talent Programme

The International Talent Programme of CIB’s Parent Company, the Intesa Sanpaolo Group (ISBD), is a key initiative at group level aimed at developing the competencies of the colleagues and strengthening the work ethos focused on high performance and professional excellence. In addition to taking part in personal development, professional and leadership training as well as dedicated mentoring programmes, participants enrolled in the programme – which takes 3-5 years to complete – also have the opportunity to acquire a minimum of one year’s work experience abroad within the banking group

Succession plans to ensure business continuity

In order to ensure business continuity in the event of a vacancy in a managerial position, the Bank review the succession plan annually, as part of the annual performance assessment process. During the performance evaluation period, discussions are held regarding potential successors for the various managerial positions and a list of potential candidates is compiled. The purpose of the succession plan is to ensure that resources with good potential are identified and developed, potentially even across divisions. When the plan is being drawn up, opportunities across divisions will also be explored, thereby increasing the number of potential candidates. Succession plans will be prepared for all management positions, but with a particular focus on senior management positions..

Inclusion and diversity management

The Bank’s Organisational and Operational Regulations (OOR) clearly specify the key principles underlying responsible operation. The Bank rejects all forms of discrimination and corruption in its internal and external communications, prohibits any form of discrimination and guarantees the general requirements of equal treatment in accordance with the applicable EU guidelines. The internal regulations governing compliance and risk management activity endorse similar principles aimed at supporting responsible operation. The CIB Group ensures equal treatment and opportunity for its employees in accordance with the Fundamental Law of Hungary and other statutory provisions on the matter, and with the Bank Group’s Code of Ethics and the Parent Company’s Diversity and Inclusion Principles. This is achieved through the transparency of decision-making processes within the company and the ethics-related training provided to managers and other employees. The investigation of ethics issues associated with this topic and the preventive actions that are taken in response ensure legal and ethical compliance in all areas of the bank’s operation. 

The bank’s ‘Womentoring’ initiative, which is designed to promote career awareness among women in CIB’s workforce, was created to help increase the proportion of women in senior management positions, and to prepare women who have been on maternity leave to return to work successfully. As part of the programme, information, advice and suggestions were provided by both internal and external trainers, presenters and experts. In 2023, 26 employees participated in person in the Womentoring programme (2022: 33). Decrease is due to the lower number of women on maternity leave in 2023 and some vis major personal events that disables some participation (participation willingness ratio did not change). Since the headquarters are based in Budapest, it is no surprise that most of the employees live in or near the capital. However, staff who live in other regions of the country but need to travel to the head office due to the nature of their duties are given an opportunity to limit their presence at the head office to certain days of the week, while doing telework from a branch outside the capital on the other days of the week. As a result, a relatively large number of staff, 418, spend most of their time working outside Budapest (2022: 413).

Proportion of employees by gender and category at the CIB Group*

	2021		2022		2023
By category	Male	Female	Male	Female	Male	Female
Managers	55.7%	44.3%	56.5%	43.5%	54.9%	45.1%
Officer	48.4%	51.6%	47.7%	52.3%	46.0%	54.0%
Employees	24.9%	75.1%	25.4%	74.6%	25.8%	74.2%
By age
21-25	36.9%	63.1%	36.0%	64.0%	36.2%	63.8%
26-30	41.6%	58.4%	41.8%	58.2%	44.0%	56.0%
31-35	42.2%	57.8%	43.3%	56.7%	45.1%	54.9%
36-40	38.1%	61.9%	37.9%	62.1%	36.8%	63.2%
41-45	31.2%	68.8%	30.2%	69.8%	29.0%	71.0%
46-50	27.4%	72.6%	28.9%	71.1%	28.7%	71.3%
51-55	31.9%	68.1%	35.0%	65.0%	32.2%	67.8%
56-60	18.3%	81.7%	21.4%	78.6%	26.7%	73.3%
61-	42.1%	57.9%	36.0%	64.0%	27.6%	72.4%

^{Based on data as of 31st December 2023}

The Bank's Womentoring initiative, was launched 6 years ago, with one of the main objectives being to support women's career paths. As part of this, colleagues who are still raising their children at home and who are already thinking about returning were once again personally welcomed. During the meeting, the focus was on topics that could help them return to the world of work: they were provided information on the Bank's business results and the recent organisational changes, and received practical information on how to get back on track. 

Thanks to the program and the conscious preparations, the rate of returning colleagues is constantly at a high level.

	2020	2021	2022	2023
Re-employment rate for employees returning from a long-term absence	63%	51%	77%	66%

^{Based on data as of 31st December 2023}

3.    Well-being and health & safety and of the Group’s People

Well-being and quality of life at the company

In 2023, several programmes aimed at the preservation of the employees’ well-being were implemented in the scope of the CIB Spirit employee programme portfolio. 

In the scope of the family-friendly initiatives, 294 children of CIB employees were granted financial support for a more experience-rich summer holiday during the 12-week season, and 447 children participated in a Santa Claus celebration for the employees' children. Furthermore, a drawing competition for the employees’ children brought summer experiences to life. These initiatives, among others, were the reason why CIB Bank won the "Family Friendly Company of the Year" grand prize in the large company category from the Three Princes, Three Princesses Foundation. 

The annual TOP Allstars gala was again held in the form of an in-person event, where members of the Management Board awarded 154 employees in the “best salesperson” and “best supporting employee” categories; and for the first time this year in the “best account manager” category. 

In the autumn, sporting events were once again organised for sports-loving employees. A total of 120 employees represented CIB Bank at the Sports Meeting of Hungarian Banks and at sports days organised by the Parent Company. In September, the CIB Spirit Day all-staff event was held with the participation of more than 1,000 people, also focusing on strengthening the larger community. 

The “Well-being Weeks” series of programmes aimed at the personal well-being of employees, their mental and physical health, was made more meaningful by interactive online and offline presentations, quizzes and the reintroduction of the “Expert Assistance Programme” (EAP service). In addition, the DokiApp Employee Care service continued to be available to all colleagues in 2023, allowing them to request online medical, psychological, dietetic and physiotherapy advice and consultations from DokiAPP specialists at short notice. This service was made available to pregnant women and mothers with infants in the second half of the year as part of a pilot project.  

To strengthen the link between head office and sales staff, a series of “Investigators” programmes was implemented with the help of the Corporate Business Line. Interested employees were given the opportunity to visit the plants and sites of the corporate customers in an organised setting, and to see first-hand the improvements their work has contributed to. The "Let's meet in the branch" programme gives colleagues working in the retail branch network and other areas of the Bank the opportunity to meet in person and get to know each other's work.

In 2023, special focus was given to the reduction of the environmental impact of individual large-scale events. To this end, CIB looked for venues where modern architectural solutions were applied and were easily accessible by public transport. At events, CIB favoured digital solutions over printed posters and participants were given specific instructions on how to arrive by public transport. In 2023, the “Dogs in the office” programme was also launched in the renovated head office, allowing CIB employees to bring their pets into the office under clear and transparent rules.

At the initiative of the Parent Company, employee satisfaction surveys are carried out every two years at bank group level. Topics covered in the complex survey include satisfaction with work and the working environment, and cooperation between staff and managers. The 2023 survey shows high levels of employee satisfaction. 96% of the Bank's employees are satisfied with their job at CIB Bank. 69.8% of employees participated in the survey. 

The Bank's online onboarding programme was renewed, in the course of which general information that is relevant, important or practical for all new employees was shared, helping them to get started, learn about the organisation, the work culture and the values of the Bank.

Energy crisis and inflation – protection of the quality of life

To alleviate the difficulties caused by the still high inflation, the Bank provided a one-off financial support of half a month's basic salary to all colleagues, except members of the Board of Directors, in December, before the holidays

Health and safety

The Bank attaches particular importance to its employees’ health protection, without which employee well-being is unthinkable. Participation in regular fitness-for-work health examinations, as required by the applicable law, remained compulsory for all bank staff in 2023. In 2023, in keeping with the practice of previous years, for all managers and, above a certain job grade, for team leaders and senior experts (286 persons in total, 281 in 2022), the Bank continued to provide executive medical screening as part of the annual occupational health examination, due to the higher-risk environment. Both the occupational health examinations and the executive medical screening are carried out by Doctor24, which has been providing us with this service since 1994.

Recognising the need for a harmonised approach for of health and safety at work, CIB Bank has adopted the Rules for Occupational Health and Safety Management Systems applicable to the international subsidiary banks of the Intesa Sanpaolo Group (2018) furthermore the Health and Safety Rules for Personnel of Italian Group Companies who are on Foreign Assignments (2021) and manages the OH&S activities in close cooperation with the Parent Company team.

Working from home

Now that the epidemic situation has passed – the CIB Group continues to offer its employees the opportunity to work from home in the long term. For this purpose, CIB developed and regulated the process of applying for and regularly engaging in home office. The Bank provides the necessary access to IT systems, as well as the laptop (with the necessary input and output peripheries) and mobile phone (device and subscription) necessary for working. Furthermore, the bank’s employees can claim HUF 12,000 per month under the Cafeteria scheme to support them with home office expenses.

Number of employees eligible for any possible remote working framework	2020	2021	2022	2023
Head office staff	1,418	1,389	1,418	1,462
Network staff	134	134	144	144

^{Based on data as of 31st December 2023}

International Healthcare Programme

The health of employees is of the utmost importance to CIB, as it is to CIB’s Parent Company, not only for ethical reasons but because employees are the Bank’s company’s most valuable resource. For this reason, employees on indefinite-term contracts in CIB Bank are beneficiaries of the ISBD International Healthcare Programme. Through the International Healthcare Programme, in 2023 the Bank offered employees with indefinite-term contracts second medical opinions and/or medical treatment at centres of excellence in foreign countries. The programme provides assistance for employees with serious medical conditions (e.g. cancer, or conditions requiring complex surgical procedures), covers the cost of treatment and of any additional services (VISA assistance, travel costs), and all transport and accommodation expenses in the foreign country, and also reimburses medical costs incurred once the employee returns home. In 2023, the range of services were expanded to include so-called precision or personalised medicine, which enables individualised, selected treatments by revealing the genetic background of a cancer disease. The second medical opinion is also available to family members of eligible employees.

Total injuries in the workplace and working days lost

	2020	2021	2022	2023
Total injuries	5	9	6	11
Total number of working days lost	71	43	26	45
Total number of working days lost - men	1	0	10	1
Total number of working days lost - women	70	43	16	44
Number of injuries - men	1	0	3	1
Number of injuries - women	4	9	3	10
Number of injuries during working hours	3	3	4	7
Number of injuries when commuting	2	6	2	4
Number of injuries during working hours - men	1	0	2	0
Number of injuries during working hours - women	2	3	2	7
Number of injuries when commuting - men	0	0	1	1
Number of injuries when commuting - women	2	6	1	3

^{Based on data as of 31 December 2023}

Absence from work by reasons (%)

	2020	2021	2022	2023
Illness - men	62.5	70.8	78.5	77.9
Illness - women	16.2	20.9	20	17.7
Injuries in the workplace - men	0.0	0.0	0.5	0.0
Injuries in the workplace - women	0.1	0.1	0.0	0.1
Maternity leave - men**	0.0	0.0	0.0	0.0
Maternity leave - women	79.5	76.9	77.2	78.3
Other* - men	37.4	29.2	21	22.1
Other* - women	4.2	2.2	2.7	3.9

^{* other and personal reasons (e.g. child’s illness, mourning, university exams, moving home)
 Based on data as of 31st December 2023}

The OHS training was announced on the e-learning platform during the first semester (May-June). The OHS exam was compulsory for all employees and was passed with 97% pass rate (2022: 99%).

	2020	2021	2022	2023
Number of OSH training hours per year – OSH training (hours)	849	1,424.3	1,525.5	1,539.75
Number of participants per year – OSH training (persons)	1,886	1,899	2,034	2,053
Percentage of participants per year – OSH training (%)	88.0%	93.0%	98.9%	97.0%

^{Based on data as of 31st December 2023}