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11 the EBRD Is Enhancing Organisational Capacity to Keep Activities Attuned to and Focused on the Needs of Its 29 Countries

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11 the EBRD Is Enhancing Organisational Capacity to Keep Activities Attuned to and Focused on the Needs of Its 29 Countries European Bank for Reconstruction and Development 70 Annual Report 2010 Organisation and staffing The EBRD is enhancing organisational capacity to keep activities attuned to and focused on the needs of its 29 countries 11 of operations and the Bank invests in staff to foster business performance and individual growth. Organisation and staffing 71 Staffing verviewo 71 Recruitment overview 71 Compensation and benefits 71 Geographic mobility 71 Learning and development 72 Organisational capacity‑building 73 Employee engagement 73 Working environment 71 The EBRD’s achievements during 2010 in an uncertain economic GEOGRAPHIC MOBILITY environment are testament to the commitment of the Bank’s mission‑conscious and dedicated staff. In preparation for the Bank staff may be assigned temporarily from the London fourth Capital Resources Review (CRR4) period (2011‑15) the Headquarters to another office in a country of operations Bank has focused efforts on organisational capacity‑building (Resident Office), vice versa, or between two Resident Offices. and strengthening the leadership competencies of its staff. These assignments increase the Bank’s operational focus while offering individuals the opportunity to fulfil professional goals by working in a different location. STAFFING OVERVIEW As of 31 December 2010, EBRD staff totalled 1,526 with ACTIVE ASSIGNMENTS AS AT 31 DECEMBER 2010 employees coming from 58 of the 61 Bank’s member countries. Of these staff members, 1,172 (or 77 per cent) were based in the London Headquarters. There were 354 employees HQ to RO 64 (compared with 352 in the previous year) working across RO to HQ 4 34 Resident Offices in 26 of the 29 countries of operations. RO to RO 18 RECRUITMENT OVERVIEW Recruitment in 2010 was at a similar level to 2009, with LEARNING AND DEVELOPMENT 159 hires in 2010 (of which 80 per cent were at professional The EBRD continued to invest in staff training to support business level), up slightly from 154 in 2009. performance and individual growth, targeting primarily three areas: (i) technical skills for bankers; (ii) personal effectiveness skills; In 2010 there were 77 new hires in the Banking department and (iii) management skills for those in leadership roles. Overall, compared with 96 in the previous year. In total, 116 of the approximately 50 different training courses were offered in 2010 159 new hires were recruited in London and 43 in the EBRD’s and over 100 training sessions delivered. The course enrolments countries of operations. in the Bank increased by 28 per cent and resulted in 1,559 workshop enrolments in 2010. COMPENSATION AND BENEFITS The Management Development Programme offered a suite of courses for those managing people, covering two key areas: The EBRD’s compensation and benefits framework aims managing within a matrix organisational structure and managing to be competitive enough to be able to attract and retain difficult conversations. The banking skills portfolio continued high‑calibre employees from a wide range of member countries. its structured approach to training EBRD bankers through the In 2010 the Bank reviewed the benefits provided to staff Banking Academy, which is the key programme for new bankers. in Resident Offices with changes to be implemented in 2011. Accessibility to a large number of training programmes has also In addition, contractual arrangements for staff employed been enhanced through the introduction of e‑learning training on short‑term contracts were reviewed, with changes modules available to all staff. to be applied in 2011. Chart 11.1: Proportion of staff based in London Chart 11.2: Change in recruitment of banking staff compared and the Resident Offices with total staff between 2009 and 2010 1 Total staff 159 154 Offices 2 Banking staff 77 1 London Headquarters 1,172 96 2 Resident Offices 354 2010 ORGANISATION AND STAFFING ORGANISATION 2009 European Bank for Reconstruction and Development 72 Annual Report 2010 Strong leadership and management is the cornerstone of any things, in the implementation of a strengthened overall effective organisation. The EBRD is committed to building on matrix management structure, and the creation of a new its leadership capacity through dedicated executive development business group for Industry, Commerce and Agribusiness (ICA). initiatives such as leadership coaching, for which there was a The exercise was further rolled out in 2010 to other departments strong uptake in 2010, and this will be further rolled out in 2011. such as the Office of the Chief Economist (OCE) and the Human Resources (HR) department, where resources have been better aligned for increased effectiveness in meeting the Bank’s overall ORGANISATIONAL CAPACITY‑BUILDING strategic objectives. In 2009 the EBRD began to identify and consider opportunities The OCB is a continuing process of refinement to keep to enhance the Bank’s organisational capacity and processes. the EBRD’s activities attuned to and focused on the needs This organisational capacity‑building (OCB) exercise focused of its 29 countries of operations. initially on the Banking department, resulting, among other Table 11.3: Number of staff in each of the Resident Offices; percentage change 2009-10 Table 11.4: Movement of staff from between offices Professional Support % Change % Change 2010 2009 Yekaterinburg to Moscow 1 Resident Office 2010 2009 from 2009 2010 2009 from 2009 Total Total Belgrade to Yerevan 1 Almaty 14 9 55.6% 7 6 16.7% 21 15 Bishkek to Ashgabat 1 Ashgabat 3 2 50.0% 2 2 0.0% 5 4 Istanbul to London 1 Astana 4 4 0.0% 3 3 0.0% 7 7 London to Baku 2 London to Kiev 5 Baku 4 4 0.0% 3 3 0.0% 7 7 London to Ashgabat 1 Belgrade 10 9 11.1% 4 5 ‑20.0% 14 14 London to Sofia 1 Bishkek 3 4 ‑25.0% 4 4 0.0% 7 8 London to Vilnius 2 Bratislava 2 2 0.0% 1 2 ‑50.0% 3 4 London to Pristina 1 Bucharest 11 11 0.0% 5 5 0.0% 16 16 London to Belgrade 2 Budapest 2 2 0.0% 2 2 0.0% 4 4 London to Zagreb 3 Chisinau 3 3 0.0% 3 3 0.0% 6 6 London to Podgorica 1 Dushanbe 5 4 25.0% 3 3 0.0% 8 7 London to Tirana 2 London to Sarajevo 1 Istanbul 4 2 100.0% 4 3 33.3% 8 5 London to Budapest 1 Kiev 24 23 4.3% 11 10 10.0% 35 33 London to Bucharest 1 Krasnoyarsk 2 2 0.0% 1 1 0.0% 3 3 London to Skopje 1 London22 4 11 ‑63.6% 0 0 0.0% 4 11 London to Istanbul 7 Minsk 5 4 25.0% 3 2 50.0% 8 6 London to Warsaw 1 Moscow 52 49 6.1% 25 25 0.0% 77 74 London to Almaty 5 Podgorica 2 2 0.0% 2 2 0.0% 4 4 London to Moscow 19 London to Tbilisi 2 Pristina 1 1 0.0% 1 1 0.0% 2 2 London to Dushanbe 1 Rostov 2 2 0.0% 1 1 0.0% 3 3 London to Chisinau 1 Samara 2 2 0.0% 1 1 0.0% 3 3 London to Bishkek 1 Sarajevo 3 5 ‑40.0% 2 2 0.0% 5 7 London to Ulaanbaatar 1 Skopje 6 6 0.0% 3 3 0.0% 9 9 London to St Petersburg 1 Sofia 7 6 16.7% 2 3 ‑33.3% 9 9 Minsk to Moscow 1 St Petersburg 5 5 0.0% 4 4 0.0% 9 9 Moscow to Kiev 2 Moscow to London 3 Tashkent 1 5 ‑80.0% 2 3 ‑33.3% 3 8 Moscow to St Petersburg 1 Tbilisi 9 9 0.0% 6 6 0.0% 15 15 Moscow to Minsk 1 Tirana 4 4 0.0% 3 3 0.0% 7 7 Moscow to Yekaterinburg 1 Ulaanbaatar 4 3 33.3% 2 2 0.0% 6 5 Moscow to Vladivostok 1 Vilnius 1 1 0.0% 3 4 ‑25.0% 4 5 Moscow to Samara 1 Vladivostok 2 2 0.0% 1 1 0.0% 3 3 St Petersburg to Moscow 1 Warsaw 11 10 10.0% 6 6 0.0% 17 16 Tashkent to Ashgabat 1 Tashkent to Dushanbe 1 Yekaterinburg 3 2 50.0% 2 2 0.0% 5 4 Tashkent to Astana 1 Yerevan 5 4 25.0% 3 3 0.0% 8 7 Vilnius to Minsk 1 Zagreb 6 5 20.0% 3 3 0.0% 9 8 Vladivostok to Moscow 1 Total 226 219 3.2% 128 129 ‑0.8% 354 348 Zagreb to Kiev 1 22 These numbers represent those who were on assignment to Headquarters from various Resident Offices. ORGANISATION AND STAFFING ORGANISATION Table 11.5: Gender analysis of staff numbers, as at 31 December 2010 Headquarters Resident Offices Total Female Male Female Male Female Male Professional 43% 57% 38% 62% 42% 58% Support 91% 9% 75% 25% 86% 14% Total 56% 44% 51% 49% 55% 45% 73 EBRD Organisation Chart23 31 December 2010 BOARD OF GOVERNORS BOARD OF DIRECTORS EVALUATION PRESIDENT24 COMMUNICATIONS OFFICE OF INTERNAL AUDIT THE CHIEF COMPLIANCE OFFICER BANKING FINANCE RISK AND OPERATIONAL OFFICE OF THE OFFICE OF OFFICE OF FIRST VICE VICE RESOURCES POLICIES SECRETARY THE GENERAL THE CHIEF PRESIDENCY PRESIDENCY GENERAL COUNSEL ECONOMIST Turkey, Eastern Treasury Risk Stakeholder Annual Meetings, Deputy General Research Europe, Management Relations Protocol Counsels Caucasus and Budget and and Event Country Strategy Central Asia Financial Policy Human Environment Management and Policy Resources and Central and Strategic and Sustainability Board and Project South‑Eastern Corporate Nuclear Safety Department Institutional and Sector Europe Planning Affairs Assessment Information Official Russia Loan Technology and Co‑financing Front Office and Syndications Administrative Shareholder Industry, Resources Civil Society Relations Commerce and Controller’s Engagement Agribusiness Department Language Consultancy Services Financial and Corporate Institutions Procurement Energy Procurement Infrastructure Energy Efficiency and Climate Change 23 The chart shows functions, irrespective of size, with a direct reporting relationship to either the President, Board of Directors, Vice Presidents or the Offices of the Chief Economist, General Counsel and Secretary General.
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