We are a Georgia focused investment platform, aiming to deliver on 4x20 strategy

Employee matters


 A key factor to our success is a cohesive and professional team, capable of accomplishing the Group’s objectives. We are committed to attracting and identifying the best professionals, caring and planning for their needs, investing in their development and fostering their commitment. The Human Capital Management (HCM) department and the management system it implements play a vital role in managing our most valuable resources – our employees. The HCM department develops Human Resource (HR) policies and procedures which determine key principles, areas, approaches and methods that are crucial for building HCM systems for all our businesses.

Examples of some our HR policies and procedures include, but are not limited to:
  • employee planning and recruiting
  • staff administration
  • compensation and benefits
  • code of conduct
  • employee development and training
  • human rights
  • grievances
  • whistleblowing
  • retrenchment
  • anti-nepotism
The Bank’s HCM department works closely with HR managers and executives from our subsidiaries in order to ensure proper implementation of the main principles and the provision of necessary support in all HR-related matters.

We recognise the importance of observing human rights and are committed to implementing socially responsible business practices. Our Human Rights Policy establishes priorities and puts control procedures in place to provide equal opportunities and prevent discrimination or harassment on any grounds, including disability. Our Human Rights Policy applies to all employees (including the disabled) and includes the procedures in relation to employment processes (including recruitment procedures and procedures governing the continuity of employment of employees who become disabled during the course of their employment), training and development.

We are committed to employee engagement. We believe that the knowledge of our Group is key and we strive to provide our employees with a continuous flow of information which includes but is not limited to information about our corporate culture, the Group’s strategy and performance, risks relating to its performance, such as financial and economic factors, and our policies and procedures. We provide information in a number of ways, including via managers, presentations, intranet, email and regular town hall and off-site meetings. We also value the views of our employees. We consult with them regularly and have implemented feedback systems, such as frequent employee satisfaction surveys, which ensure that opinions of our employees are taken into account when making decisions which are likely to affect their interests. Employee feedback also helps to improve our customer-focused orientation and client servicing approach.


Sustained development of the Group’s businesses requires the strengthening of the teams of our subsidiaries both by using the Group’s own significant internal resources through staff development and rotation and by attracting external candidates. Our recruitment policy and relevant control procedures ensure an unbiased hiring process that provides equal opportunities for all candidates.

According to the HR Policy, internal candidates have priority when filling vacant positions, especially in situations where there are vacancies in top and middle management. Thus, in 2016, 262 Group employees were promoted to managerial positions.

In order to attract young talent, we actively partner with leading Georgian business schools and universities, participate in job fairs and run extensive internship programmes aimed at the professional development of young professionals and their further employment. In 2012, Bank of Georgia established a new format for its traditional internship programme and continues to implement it. The programme attracts promising graduates and provides them with the opportunity to participate in a major professional training and leadership development programme. Interns are directly coached by the Bank’s executives to help them on their path to gaining their first management positions in the near future. In 2016 the Company successfully completed a talent acquisition project for its Investment Officer position. This project has also allowed the selection of a number of young and talented candidates, who were hired for various assignments within BGEO Group. In 2016, the number of young professionals (under 30 years old) increased by 16% compared to 2015 and currently represents 38% of the total headcount.

In 2016, GGU, in collaboration with Georgia’s Innovation and Technology Agency, launched a project for talented and motivated young people with technical academic backgrounds. Participants had opportunity to work on and introduce technological solutions to real challenges that the company is facing in the fields of water supply and sewerage systems. Approximately 15 authors of the best projects were offered a job and they are successfully continuing their work and development within the company. The project is planned to take place annually.

To manage our employees in a way that best supports our business strategy, we seek to help our employees contribute to business performance through personal and professional development.

Following our aspiration to develop strong leaders, we have developed an extensive programme for leadership development. We provide a standard induction training course for employees appointed to managerial positions. The programme covers a wide range of topics including corporate values, strategy and objectives, organisational structure, HR management policies, history of the Group and specific courses for development of communication, presentation, management and leadership skills, among others. Selected mid-level and senior-level employees are given the opportunity to receive external training in well-known training institutions outside of Georgia.

The Group’s corporate learning system is comprised of a wide range of internal and external training sessions specifically designed to meet the needs of front and back office employees at the Group’s subsidiaries including banking, healthcare, insurance and real estate development.

In 2014-2015, Bank of Georgia launched a Leadership Development Executive Coaching programme. It provides an individual approach towards developing leadership skills of the participants. The programme continued to run successfully throughout 2016 and benefited its participants with a personally tailored development experience. Participants gained a greater awareness of their leadership strengths and opportunities for further growth.

Based on its experience in 2016, the Bank started refining its Leadership Development System together with 360 Degree Assessments. Updated programmes are planned for launch in 2017.

The Bank highly values the talents of its employees and provides various talent retention activities engaging them through leadership development and various professional certification programmes. The Company creates different development opportunities for employees in terms of career and personal growth. Internal promotions are part of the talent attraction system and also create a basis for employee loyalty and retention. The Bank also offers competitive remuneration and benefits packages for its employees and supports work-life balance by providing additional paid days off, in addition to those in the Labour Code of Georgia. The Bank also encourages engagement and dedication of its talented employees with awards made to the Best Employee and Team of the Year.

Each of the Group’s businesses has developed an extensive training programme for front office employees in order to provide them with relevant skills, such as effective communication and building strong and valued client relationships. For example, the Bank’s mentoring programme is part of a front office training process. Every new employee is provided with regular advice, guidance and practical instructions from an appointed mentor who later participates in the new employee’s performance appraisal. Through this programme, we aim to provide individual support to our employees in achieving their professional results and improving their personal effectiveness.

GHG’s healthcare services business provides additional training to its employees that work in the specialised field of healthcare. The company remains the only healthcare institution in Georgia to have in-house training of personnel. In 2016 GHG has invested about GEL 2 million in training and development for ER, nurses and specialists in various medical fields. The business operates training and development activities via the Evex Learning Centre established in 2014.

Ensuring the safety of the workplace and providing healthy working conditions are among the Group’s fundamental HR management principles. The Group pays particular attention to preventive measures, such as conducting regular staff training and medical check-ups, certifying workplaces and promoting a healthy lifestyle.

In order to enhance the awareness of employees and contractors regarding health and safety risks associated with the construction process the company conducts regular training and educational seminars. In 2014, 2015 and 2016, the number of health and safety training hours amounted to approximately 1,008, 110 and 70 respectively. In addition, m2 Real Estate publishes brochures and booklets with warnings and special rules to be followed when working on sites. Respective control procedures include quarterly audits by external health and safety consultants and internal monthly inspections of m2 Real Estate worksites. In addition, m2 Real Estate has a comprehensive reporting procedure for health and safety concerns.

With regard to emergency preparedness and response, m2 Real Estate follows an Emergency Management Plan. This outlines possible scenarios during emergency situations and determines specific strategies for the company’s employees, contractors and visitors on how to react when in a crisis situation.