Strategic Report Strategic Report Strategic Report Financial Additional Overview Strategy Performance Governance Statements Information We value the views of our employees. We consult The Bank’s Employee compensation package includes with them regularly and have implemented feedback the following benefits: systems, such as regular employee satisfaction surveys, • maternity leave compensation (paid to 282 employees which ensure that opinions of our employees are taken in 2018); into account when making decisions which are likely to • health insurance for our employees and their family affect their interests. Employee feedback also helps to members; improve our customer-focused approach. In 2018, by • financial aid in case of marriage, child birth or adoption, the Supervisory Board’s initiative, the Bank introduced employee death, death of family members, illness Employee Voice on Board event, nurturing a culture of of family members, employee illness (in particular sharing, feedback, transparency, equal opportunities, cases) when the insurance package does not cover appreciation, trust and respect. The first meeting was the expenses; held on 20 September 2018. It was facilitated by the • flexible days off in addition to those defined by Supervisory Board Vice-chairman Ms. Hanna Loikkanen Labour Code of Georgia; and and Chairman Mr. Neil Janin and 18 employees from the • special rates on banking products and services. Bank’s leadership pool participated in the meeting. The meeting overview was shared with employees and the The Bank supports gender diversity and monitors a Board. The next meeting is scheduled for Spring 2019. fair balance in its workforce. Please follow the link to the Hampton-Alexander review: https://assets.publishing. Following the Barrett Organisational Values assessment service.gov.uk/government/uploads/system/uploads/ last year, in 2018, we prepared our employee engagement attachment_data/file/764520/hampton-alexander- survey in cooperation with Korn Ferry representative review-report-nov18.pdf office in Ukraine and created a holistic view of the cultural factors in the performance indicators. Using Korn Ferry’s Engaged Performance Framework in 2019 we will have™ better insights regarding the current state and the future initiatives on employee engagement, inclusion and other issues related to employee productivity. In order to ensure pay is competitive, the Bank monitors employee pay satisfaction via labour market compensation surveys in the financial sector. The results of the 2018 survey confirmed that the Bank remains a competitive employer. Annual Report 2018Bank of Georgia Group PLC 81