Resources and responsibilities continued Employee relations office Directors In 2017, the Bank’s Human Capital department started Headcount Leaders Partnership services as a key point of contact for managers regarding all matters related to HR processes. 7 1 6 9 2016 In 2018, we enhanced this practice by introducing an 8 1 7 2017 Employee Relations Office to provide such services to 9 2 7 2018 individual contributors as well. The office contributes to the employee voice and to the culture of feedback and respect. The office aims at supporting employees’ Senior managers development through interactive communication and consulting, and maintaining their satisfaction and Headcount engagement during their employment at Bank of Georgia. 27 2016 30 4 26 2017 30 6 24 Talent attraction 2018 27 4 23 Our recruitment policy and relevant control procedures ensure an unbiased hiring process that provides equal employment opportunities for all candidates. However, All employees internal candidates have a priority when filling vacant positions, especially in situations where there are vacancies Headcount in top and middle management. Thus, in 2018, 191 Group employees (102 women and 89 men) were promoted to 2016 6,431 4,295 2,136 managerial positions. 7,416 20172018 7,0457,416 4,7074,907 2,3382,509 In order to attract young talent, we actively partner with leading Georgian business schools and universities, Female Male participate in job fairs and run extensive internship programmes aimed at the development of young professionals. Since 2012, the Bank runs regular internship Employees headcount by age programmes in its special format and constantly develops it. The program attracts promising graduates and Bank of Georgia provides them with the opportunity to participate in professional trainings. Interns are directly coached by 215 the Bank’s executives and middle managers. 5,828 3,271 1,784 Training and development 431 127 To manage our employees in a way that best supports our business strategy, we seek to help them contribute to business performance through personal and professional BNB development. Following our aspiration to develop strong leaders, we have developed an extensive leadership 20 development programme. 669 369 202 The Group’s corporate learning system is comprised of 56 a wide range of internal and external training sessions 22 specifically designed to meet the needs of front and back office employees at the Group. Middle and senior-level employees are given the opportunity to receive external Others training in well known training institutions outside of Georgia. 19 919 374 278 150 98 under 20 years old 21-30 years old 21-30 years old 41-50 years old over 51 years old 82 Annual Report 2018Bank of Georgia Group PLC