15. Equal Opportunities

The company discloses in what way it has implemented national and international processes and what goals it has for the promotion of equal opportunities and diversity, occupational health and safety, participation rights, the integration of migrants and people with disabilities, fair pay as well as a work-life balance and how it will achieve these.

Based on the remuneration strategy, OLB’s remuneration systems are already designed in manner to ensure an adequate and market-conform pay for all employees, in compliance with the regulatory requirements. Such design supports the fundamental objectives of the Bank’s human resources strategy such as recruitment, development and long-term retention of sales staff and highly qualified employees for special activities. The remuneration for the vast majority of the staff arises on the basis of regulations set out in the collective agreement for the private banking industry and is regularly specified by taking into account the type of function exercised by staff members and their individual qualification.
 
OLB strictly rejects discrimination and disparagement of any type. Objective of the Diversity concept is to avoid discrimination and to create an open and diversified company culture. The principles of conduct set out in the Code of Conduct implement these principles and provide guidelines. The Diversity concept was prepared in cooperation with the Board of Directors and its implementation was accompanied appreciatively by communication measures. Employees were involved through the organisation of topic workshops and through the Bank’s intranet site on Diversity. Surveys provide all staff members with the option to publicly give their opinion on corporate matters.
 
OLB clarifies in its trainings on the basics of compliance and on the General Act for the Equal Treatment of Women and Men: any and all discrimination in every day work on the grounds of race or ethnical origin, gender, religion, philosophical believes, disability, age or sexual identity shall be prevented or eliminated.
 
In 2015, OLB signed the “Diversity Charter“ for the first time and thus publicly expressed its will to implement diversity. Objective of the regular internal communication and an open employee participation in most different dimensions of diversity is to make it visible, make all employees aware of it and to appreciate it. This objective was once again implemented by the Bank through its regular participation in the Diversity Days of the city of Oldenburg and as member of the city of Oldenburg’s diversity network in the reporting year. In addition, migrants are enabled to start a professional career in the Bank through internships and trainings.

Two of the twelve members of the Bank’s Supervisory Board were female on the reporting date of 31 December 2020. One member of the Board of Directors is a woman. The Bank’s corporate philosophy is to equally promote women and to deploy them in leadership positions in line with their performance. Staff development programmes, targeted preparations for future tasks and mentoring programmes for future officers are the measures applied by the Bank to this end. Such are regularly addressed and reviewed during fundamental staff discussions. The first-time specification of target figures for implementing the German Act on an Equal Participation of Women and Men in Leadership Positions of the Private Economy and Public Service was mostly realised with effect from 1 July 2017. The Bank has not been able to fully achieve all of the newly determined target figures until the end of 2019, so that the target figures continue to apply and the period for achieving them was prolonged until 2023. For the Board of Directors and the two leadership levels below the Board, they amount to 25 % each. The target figure for the Supervisory Board is 2/12.
 
Objective of the corporate health management is the support of employees and officers in their efforts to preserve and maintain their health. That also applies to the framework conditions available for flexible work and the consideration of technical and health qualifications of employees. The Bank pursues relation-related and behaviour-related objectives and measures in line with the stress and strain concept issued by the professional associations. These objectives should be achieved by the company creating healthy and flexible conditions and processes in the operation and by making suitable offers that promote health (e.g. seminars on mental strain, active self-management or e-training on health topics). The objective exceeds the compliance with existing legal regulations, such as occupational health, workplace ordinance or screen work ordinance. The Bank takes preventive measures as part of its corporate health management to systematically identify and prevent from the outset or reduce physical and psychological strains at the workplace (e.g. regular offers of the local company doctors to consult on health topics or financial support for corporate sports offers). Implementation and effect of the selected measures are verified on a regularly basis or after their performance and assessed based on their suitability for the planned objective. This will be done by including the bodies and representatives of severely disabled persons in committee meetings that are conducted on a quarterly basis.
 
Compatibility of work and private life also means to create flexibility in terms of working hours and workplaces. Company agreements on trust-based working hours and options for external workplaces (home office) implement regulations which provide our staff with a high degree of flexibility and individual working hour models in all fields of the Bank. Offers for child care are used regularly and even the care for and nursing of relatives is becoming increasingly important; the Bank has, so far, always found satisfactory and individual solutions for affected employees. In order to determine the achievement of these objectives, the Bank uses both quantitative results (e.g. the number of risk assessments performed, the number of employees working permanently from home or assessments in relation to individual working time agreements) and qualitative influence factors whose achievement cannot be determined easily (e.g. openness for health-related topics such as mental illnesses, company culture in relation to flexible working). The Bank has started taking up the challenges posed in 2020 in terms of health protection and risks caused by infections already at the beginning of March. Structural solutions (e.g. establishment of an OLB crisis unit, new digital communication options) or targeted continuous communication (e.g. instructions on the intranet and by email as well as assistance in learning management system) ensured the implementation of measures that protected our staff members. This included, e.g. the increase of the number of staff working from home, the reduction of our opening hours, of contact rates and thus a decrease of contacts to clients, the provision of face masks and a continuous repetition of hygiene regulations.