Our commitment to our
We are committed to developing a culture that develops and rewards talent, and enables colleagues to achieve their full career potential.
We also recognise that their wellbeing and engagement are critical to creating a sense of pride in providing financial help to our customers in a fair and transparent way. Our people strategy focuses on listening to and engaging colleagues so they understand our purpose, develop their capabilities with us and feel inspired to give their best effort when serving customers.
During 2021, we developed and introduced an employer value proposition designed to retain our internal talent and attract the best external talent. Starting with extensive research, we sought insight directly from colleagues to our distinct proposition. We had tremendous engagement through each session and received incredibly valuable feedback that we are acting upon. As a result, we are now working on the creation of development pathways for all employees and a number of upgrades to our value proposition for customer representatives.
Our employer value proposition is centred around our purpose and focuses on how we build connections with customers and colleagues to make a true impact on society through financial inclusion. It signifies what our Group stands for and what we require and offer as an employer.
Developing our people is a key focus and we offer a number of leadership development programmes to strengthen the depth of talent across the Group.
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.
- In 2021 we launched a new development programme for IPF leadership. The programme was fully designed and delivered by professors from the US Harvard Business School and it offers an end-to-end, remote learning experience in the area of Strategy and Execution.
- We are developing a wider resource pool with specific programmes such as the Credit Graduate Programme and Finance Leadership Programme.
- We have established an apprenticeship programme in our Group finance function with participants studying towards accounting qualifications.
- We are increasing leadership capability across the finance function through selective recruitment and development of existing talent through a structured finance-specific development programme.
- Our International Sales Leadership Academy aims to develop the skills, capabilities and behaviours that are essential for our customer-facing teams and to maintaining sustainable growth in our business.
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. 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 building an informed and engaged workforce: people who understand our purpose and how their work contributes to the delivery of our business goals, who are proud to work for the business, and who are motivated to give their best efforts to serve our customers.
We aim to maintain 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 regular surveys which measure how well employees are engaged with the business and our Strategy. In 2021, our Global People Survey received an excellent participation rate and achieved an overall IPF engagement score of 93%. The survey provided feedback on matters as diverse as work-life balance, leadership and sense of belonging. This allowed us to empower people managers to develop action plans targeted to the specific feedback of their teams and thereby continue to strengthen the engagement of our people.
We organise various engagement initiatives throughout the business including:
- Employee awards, nominated by their colleagues, in each of our businesses to recognise employees that are delivering excellently against our ethical and commercial values.
- Our Dialogue roadshows in our Czech business see top management visit local branches to answer questions from employees and agents and to bring their feedback to Head Office.
- 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 ‘Engagers’ team in Mexico home credit is piloting new arrangements such us flexible working to deliver better work-life balance to our colleagues.
- We use feedback pods in our digital businesses to measure how colleagues feel about specific matters.
We are committed to having a diverse workforce 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. At 31 December 2021, two members of the IPF Board are female (33% of total membership).
|Gender split at 31 December 2021||Men||Women|
|All other employees||3,232||5,214|
In 2021, we introduced a series of initiatives focused on driving support of women at IPF, the first step of which was our inaugural Women’s Conference in March. More than 300 female leaders including non-executive directors Bronwyn Syjek and Deborah Davis, colleagues and customer representatives gathered to inspire and share career development experiences.
Our European home credit business hosted a Women’s Month to recognise female employees and raise awareness of their contribution to supporting customers.
In the UK, a new Women’s Forum provided an environment to discuss career path development, mentoring and coaching support.
Throughout our business we get involved in a number of initiatives to help promote diversity including:
- Our Polish, Czech, Hungarian and Romanian businesses have signed the Diversity Charter. 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.
- 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.
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.
To support our workforce we operate an independently verified safety management system compliant with ISO 45001 in all our markets. This ensures all employees and self-employed agents are provided with the highest standards of safety supervision, training, education and advice.
How we manage safety at all levels of our business:
- All employees and customer representatives 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.
- We have helplines in all home credit markets to provide support and guidance for agents and staff concerned about their safety or wellbeing.
- An Annual Safety Report and presentation is delivered to the IPF Board to ensure Top Management oversight and health and safety policy is aligned with the organisations strategic direction.
- The Group Loss Prevention Committee meets on a quarterly basis and is responsible for setting policy and monitoring performance.
- 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.
- We have a network of Safety Champions from a number of business functions role modelling safety and helping to embed safe behaviours within the business culture.
- 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 customer representatives. Issues can also be raised confidentially through the Speak Up service.
The wellbeing of our people is very important in increasing levels of engagement and providing an excellent service to our customers. We comply with local law on working hours and overtime and respect the minimum wage in all countries where we operate. In addition, we provide a range of resources and services to support various elements of wellbeing.
The theme of our wellbeing programme is resilience – helping our employees to become more resilient to business and personal life changes.
We provide an employee assistance telephone line and website, a dedicated intranet site ‘the wellbeing hub’, regular health awareness campaigns, workshops and newsletters covering a variety of topics such as stress management, mental health and healthy eating.
We also offer some benefits designed to support wellbeing of our people such as flexible working, travel to work schemes, and team building days.
In some of our markets, we offer free consultation with physicians and dietitians and support internal sports clubs with equipment, time and office space.