Our commitment to our
People

We are committed to supporting the growth and development of our people in order to fulfil our growth and transformation ambitions.

Our culture, vision and capabilities clearly define the behaviours and environment that are needed to deliver our Strategy for Growth. We are bringing our capabilities to life through our Leading for Growth development programme. People and Organisation Planning ensures our people strategy reflects our Strategy for Growth so we are able to identify high potential individuals and to understand how we can enhance and support our people further. Our people strategy focuses on creating a culture of high engagement, identifying and nurturing talent and empowering people to be the best they can be; from our senior leaders through to our operational teams of employees and agents. 

Through People and Organisation Planning we are able to identify high potential individuals and to understand how we can enhance and support them further.

Resourcing for the future

  • Bringing in new capabilities to resource our growth strategy.
  • Achieving greater diversity to reflect our international business and our current and future customer base.
  • Building a robust and deep talent pipeline to support growth.
  • Ensuring there is dedicated resource in place for major initiatives.

Development

  • Our Leadership for Growth development programme operates over two years and helps our leaders to understand and role-model behavioural excellence to drive the sustainable growth of the organisation.
  • Our Aspire programme aims at accelerating the progression of those identified as being in succession for key roles in the organisation.
  • We are developing a wider resource pool by introducing specific programmes such as the Credit Graduate Programme and Finance Future Leaders Programme.

Committed and engaged employees are more likely to be motivated to perform to the best of their ability. 

They are also more likely to stay and develop their careers with us and contribute to the success of the business. Being a good employer is a key part of running a successful business. We recognise that if our people are enthusiastic about working for us, it’s not only good for them, customers will benefit too. Only an engaged workforce can deliver world class customer service.

We focus on regular, open and two-way communication with employees and utilise internal communications mechanisms such as a company intranet, newsletters, Q&A sessions with our CEO, employee conferences and forums and suggestion schemes.

We monitor engagement and culture through an annual survey which measures how well employees are engaged with the business and our Strategy. The results of this survey allow us to organise targeted team workshops to address areas of strength and weakness and to make changes to the business where necessary. We also provide benefits, activities and resources to support employee wellbeing and promote a healthy lifestyle so that our employees feel looked after and have the support to manage their own welfare, furthering their engagement.

We organise various engagement initiatives throughout the business including:

  • Employee awards, nominated by their colleagues, in each of our business to recognise employees that are delivering excellently against our ethical and commercial values.
  • Our Best Employer project in our Bulgarian business included an engagement road show and two engagement weeks featuring a number of team building activities.
  • Our One Team Road shows in our Czech business see senior managers visit local branches to answer questions from employees.
  • Our Bring Colour into your Life initiative in our Romanian business is based on six pillars of activity; health, development, recognition, fun in the team, family and be efficient.
  • Our Hungarian business has twice been named Best Workplace at the Aon Hewitt Awards.
  • Our Polish business won the top employer award in 2017, the fifth year in a row.
  • Our Mexican business has been certified as a Great Place to Work.

We are committed to diversity and take steps to ensure that our business processes encourage recruitment, selection and reward based purely on merit. 

We actively encourage gender diversity through our executive search criteria and target numbers of women on certain job shortlists. The IPF board has two female members (29% of total membership) and we also look to develop future talent through our Aspire Leadership programme with 34% female representation, our Finance Future Leaders Programme which is 63% female and our Credit Risk Management Graduate Programme which is 75% female.

Gender split 2016

Men

Women

Board

5 (71%)

2 (29%)

Senior managers

112 (76%)

35 (24%)

All other employees

3,510 (47%)

3,920 (53%)

Throughout our business we get involved in a number of initiatives to help promote diversity including:

  • Our Polish business has signed the Diversity Charter in collaboration with the Responsible Business Forum. The charter, supported by the European Commission and adopted by several EU countries is a written commitment to implement effective solutions for promoting diversity in the workplace. We participate in regular meetings with other charter signatories and organise activities such as ‘diversity day’ to promote employee engagement.
  • Our Czech and Hungarian businesses have signed the European Diversity Charter in 2016. 
  • Our Hungarian business has produced a guide for maternity leave and young mothers to help them understand the process regarding maternity leave and reintegration into the business. Mothers returning from maternity leave may choose to work a six-hour day to help them balance work and family life.
  • Provident Hungary has a programme for recruitment of people with disabilities with most opportunities in IT and local call centre. They have also established contact with Roma minority self-government to learn best practice in employment and providing equal opportunities for candidates from Roma minority.
  • As a result of partnerships with established NGOs, Provident Bulgaria rolled out a programme for employment and integration of candidates from underprivileged social groups. 

We manage health and safety risks by means of a management framework, accident and incident reports, safety inspections, and risk assessments in all our branches and head offices. 

We have achieved certification against the ISO OSHAS 18001 occupational health and safety management system in all of our home credit markets.

How we manage safety at all levels of our business:

  • In 2016, we successfully implemented Helplines in all home credit markets to provide support and guidance for agents and staff concerned about their safety or wellbeing.
  • The Group Loss Prevention Committee sets policy and monitors performance. It reports every six months to the Country Management Team which is chaired by the Chief Executive Officer.
  • Each market has its own Safety Committee, responsible for monitoring safety and ensuring Group policy matches local legislation.
  • Operational managers hold meetings at regional level and below to consult with workers, assess localised risks and deliver appropriate training and advice.
  • A web-based portal helps improve timeliness and ease of reporting and provides an effective tool for managing group safety performance.
  • A safety satisfaction survey allows us to obtain feedback from employees and agents. Issues can also be raised confidentially through the Speak Up hotline.
  • All employees and agents undergo a safety induction. We also provide refresher training and seasonal safety campaigns focussed on localised risks. A customised approach to health and safety training has been developed and rolled out through training modules for various roles and levels.