Better Together with our People

We, as a Bank, have always believed in our people who are incredibly important. Our people are our partners and colleagues who have kept the faith with our brand promise “Here for good”. In this rapidly changing world, one thing has always held true that behind every successful organization are happy, passionate and committed people and we are proud to have such people working with us!

Strengthening our people and culture, continuing the investment in our people’s career and development and continuously focusing on working towards engaging and energizing our people has always been the people agenda of the Bank that has ultimately helped the Bank to succeed.

Each one of our colleagues representing our overall people strength of 485 played a key role in the success of the Bank and in shaping its future. During the year under review, we welcomed talents with right skills, knowledge and values in our aim to meet the strategic objective of the Bank. The gender mix was seen at a satisfactory level of 58% and 42% represented by male and female colleagues respectively.

Successful career is what everyone wants in their professional life. Creating a performance-driven culture and internal talent development continued to remain as a key focus area of the Bank. It is apparent that career development is owned by the individual staff member, and the Bank helps them further to perform better in their respective roles and coaches & prepares them to take up bigger roles in the future. The Bank believes in the fact that career paths should be flexible and adaptable to meet the future needs of the Bank complimented by the strengths and aspirations of its employees. It is important to realise that career development is about building experience and capability of an individual and it should not solely be defined by promotion and advancement. We have been promoting internal talents by providing career opportunities to move in cross departmental or cross functional roles through internal job watch and through confirmation in a permanent position based on an individuals’ performance. One of the attractions in the Bank is also the opportunity available to our people to work in other Group points of SCB, outside Nepal.

My Voice - an internal employee engagement survey is carried out every year that provides a chance to share our people with honest views of what is working and what can be improved within the Bank. The survey also measures the engagement level of our people, their intention to stay and the probability of our people recommending the Bank to others as a great place to work based on their own experience. The survey also covers what the employees are proud of, what is motivating them and the challenges they face in their day to day activities. This survey was conducted twice during the fiscal year in September 2017 and May 2018.

Launch of New Valued Behaviours

The Bank launched new valued behaviours in early 2018. The new valued behaviours were derived from the feedback of people working across different geographies. More than 70,000 people working for SCB across various markets gave their direct inputs through My Voice survey as to what was important to them and the kind of behaviour and culture they wanted to see in the Bank. Keeping in mind the inputs received from the employees, the Bank launched the new Valued Behaviour - Do the right thing, Never settle, and Better together.

Diversity and Inclusion

Doing our best to adopt diverse culture and inclusive behaviours is a key. At all levels, we have a shared responsibility to ensure we create a safe and inclusive space for our people from all backgrounds and makeups, and empower everyone to take a seat at the table,

Bank employees seen in different cultural attires in celebration of 'World Cultural Diversity Day'.

contribute in their own ways and help make us more innovative as a team.

Bringing work-life balance and changing the way we work has been a key agenda of Diversity & Inclusion. Global Flexible Working Policy, revised Parental Leave, Adoption Leave, continuation of Creche for working parents and 5 working days in a week for employees, introduction of Employee Assistance Program etc. were some of the new and ongoing initiatives in the year under review. Similarly, marking suitable occasions through Cultural Day, Women’s Day, Talk Programs and health and educational initiatives were given continuity.

Human Organization – Standard Chartered is a “Human Bank” and cares deeply about its clients and its people. It recognises that our people are our greatest asset. It is differentiating - a bank that sets itself apart, places people at the centre and does the right things in the right way. The ‘Human’ element is the most important aspect in any change initiative. Driving positive change requires our people to feel like they are part of it and equipping them with the right information, motivation, mindsets and capabilities. The Bank has taken initiatives, introduced and continued certain practices which goes on to demonstrate that it cares for its people and supports them to pursue things that matter to them beyond office work and keeps them motivated to come to work every day. Initiatives such as Refreshed Loan Scheme, Walkathon, Fun Food Fest, Talent shows, Intra-Bank Futsal Tournament, Employee Volunteering opportunities, Cafeteria and Creche facilities are few examples which illustrate how the Bank recognises employee needs & expectation and their work life balance.

Developing our people

The Bank attracts and retains talents by investing in training & development needs of employees by targeting their strength, job role and career growth. The Bank has clear focus on embedding the learning culture and environment for our colleagues so that they can learn and grow. Similarly, focus has also been given on the leadership development of our managers so that they learn on how to motivate team members to perform at their best.

The Bank values both deep expertise and broad knowledge and experience. It also believes that some experience contributes more to learning and growth than others. By focusing on these opportunities, the Bank helps achieve its people professional development in a planned way. The Bank has adopted a 70:20:10

While on a visit to Nepal, Daniel Rex - CEO of Toastmasters International attended the Standard Chartered Nepal Toastmasters Club meeting in November 2017

development approach for its employees where 70% is attained through on-the-job experience, 20% through learning from others (Social Learning) and the balance 10% achieved through education (formal learning).

Bank has been organizing various learning and development interventions as a key enabler to achieving the Bank's strategic intent. In the year under review, our people went through different types of learning programs both inside and outside the country. We also have been successfully organising Learning Week every year covering both leadership and professional development programs. We have learning library available for our colleagues - Learning Portal for e-learning courses and assessment, Digital Learning Courses, Bankwise / Bankwise Intuition Portal, SkillSoft, Leadership Insights and Leadership Development Programs. Mandatory program - Day 1 Readiness for frontline staff representing Retail Banking is conducted as and when the Bank has a pool of the new joiners. The Bank has also been conducting Right Start Live Session for the new joiners. A successful career week - “Career Connect- Explore Your Future” was organised earlier this year which saw active participation of our people making us realize that our people are serious about their career prospects.

As part of the ongoing development process of all employees, our people at all levels prepare their development objective / plans and agree with their manager/s enabling each employee to achieve their full and true potential.