- BAMC's organisation and its organisational strategies are designed and chosen to effectively enable and support the execution of BAMC's core value-adding processes and achievement of BAMC's core strategic objectives.
- BAMC's structure and key decision processes, outlined in chapter 2, will be continuously re-evaluated and adjusted to meet BAMC's changing priorities over its intended life-span.
- Structure and processes are only effective with the right people having the right tools and systems to be successful. BAMC's HR and IT strategies are further elaborated upon below.
- BAMC's strategy vis-a-vis its people, its Human Resources (HR) strategy is geared to ensure that BAMC attracts, recruits, retains and develops its people so that:
- BAMC needs are met
- BAMC's people develop and require skills and experience that are valuable for the Slovenian economy post BAMC's end of existence
- IT and technology solutions will be cost effective solutions taking special consideration of BAMC's limited lifespan and its changing strategic priorities over its life-span and should provide the tools for efficient management of the transferred assets on a consolidated basis.
To further develop the organisation, train the staff, and implement the enablers to execute the strategies successfully, an action program was initiated and is going to be implemented in 2016. The program called Fit-For-Sixteen is the internal development and change management program that supports effective cross-functional implementation.
BAMC has created an organisation that makes company more valuable than the value of the assets BAMC manages. This additional value will stem from the organisation and the people BAMC employs. Organisational development is therefore a key priority for BAMC. BAMC will periodically adjust its organisation to align to the different needs in BAMC's overall strategic phases, both its Act of systemisation and head count dimensioning will be reviewed and adjusted during the planning horizon.
Use of internal vs. external resources
BAMC will seek to operate with internal resources to ensure efficiency and optimal learning and capability development. To the extent that this is not possible, e.g., due to lack of available expertise that can be attracted on the terms BAMC can offer as an employer, due to overall cost effectiveness, due to time constraints or temporary nature of tasks at hand, external resources (vendors, consultants, advisors, sub-contractors, and similar) can and will be used. These external resources will be engaged in line with external regulations, internal policies and good practices.
Internal human resources strategy
BAMC people work in four-level organisational structure and a corporate culture in which collaboration, professionalism, good solutions and results matter more than the formal job title.
Besides experience, expert knowledge and integrity, it is essential for the company's successful operations that BAMC's employees have the motivation and capacity for:
- solving problems,
- quick learning,
- building and continuously improving the organisation, team and procedures, and
- working diligently and supporting fast decision-making in an environment operating with a significant number of unknowns.
The corporate culture is also fostering 10 key values:
- having integrity,
- showing accountability,
- taking responsibility,
- being ethical,
- being professional,
- acting solution-oriented,
- ensuring fact-based decision making,
- being and acting socially responsible,
- appreciating and promoting diversity,
- considering all views internally but speaking externally with "one voice".
BAMC's recruiting approach is ensuring a fair, fact-based, competence-focused and thorough recruitment and screening process to attract and successfully recruit its personnel, fully in line with the Slovenian legislation and good practices. In cases where specific, or international, competences are required and sought after, the support of an HR agency may be used. BAMC is proactively managing its recruitment process to avoid recruiting biases, e.g., in terms of gender, age, origin or nationality, associations or connections. Recruiting decisions are made following the "grandfather" principle, i.e., a manager never takes the final decision to recruit his or her own directly subordinated employee. The decision is taken or approved by the line manager's direct supervisor or similar level decision authority.
People development is critical to the success of BAMC. Extensive introduction, induction training is executed with all its employees. This is, and will be, complemented with other training, such as insider information compliance training, anti-corruption certification training, training on ensuring ethical behaviour as well as e.g. training on effective restructuring. A significant part of the competence development comes from on the job training and internal experience sharing. External training on an individually assessed and agreed basis complements common internal training. As part of BAMC's performance evaluation system, each employee at BAMC will meet with his or her direct line manager and agree on an individual development plan every 12 months.
Remuneration, incentives and retention management
The Government has defined the overall remuneration policy of BAMC's Board, i.e. the non-Executive and Executive Directors of BAMC. Remuneration of other BAMC employees is defined by BAMC. Oversight of BAMC's remuneration policies are supported by the Remuneration Committee that recommends policy decisions to the Board. The Board is the ultimate decision maker in matters of remuneration policy.
In order to attract highly skilled employees to BAMC, with an extended but time-limited life span, BAMC has to offer market-based, competitive salaries. Market-based, competitive salaries are defined based on the potential employee's other opportunities and not only upon a comparison with Slovenian public sector institutions or organisations.
The current Remuneration Policy poses a risk to leadership continuity at BAMC and a risk to the Board's ability to secure adequate leadership to BAMC throughout its time mandate.
Employee exit preparations
Each employee's individual development plan will eventually include steps for exit preparations. BAMC will actively look for ways to support its employees to find positions outside BAMC where the acquired skills and experience from BAMC can be used to further add value to Slovenian businesses and organisations.
Information system strategy
The main role of BAMC's information system is to provide accurate and on-time information in the decision making process of BAMC as well as provide auditable transparency for BAMC's decisions and activities. BAMC information technology strategy establishes the general outline for developing the IT systems over BAMC's lifespan. The primary emphasis is on the development of a cost-effective and fully functional IT system, which will cover the majority of BAMC's processes and provide the relevant information to the involved in the processes. Since BAMC is managing different asset classes, which were and still are to be transferred from different banks, the development of an integrated system and covering specific BAMC's processes is an issue. The main goal is to find an optimum between business requirements, costs and quality of the IT service. The strategy covers different IT areas: an application strategy, infrastructure strategy and IT management strategy.
application point of view, the strategy should respond to the question which
type of software to use – a standard software solution or a custom-made
solution. As a generic guidance, the first choice is to use standard software
solutions parameterised to BAMC's processes. The use of a custom-made solution
should be a choice only in cases where the standard solutions do not cover the
process or if there aren't any standard solutions. It is expected that there
will be some custom solutions because of the specific nature of BAMC,
especially for the valuation and decision process. The architecture of BAMC's
applications is shown in the picture below.
Basically, BAMC's applications architecture consists of: core processes solutions for credit, real estate and equity management, the collaboration and document management system, the accounting and human resource system and at the end the office automation system. To integrate different applications together and to assure quality data to the business intelligence system (BI), a reliable interface layer with strong master data management (MDM) should be built in the future. The integration of different applications is very important. Thus, BAMC will continuously look for integrated solutions.
The main goal of the infrastructure strategy is to have secure and reliable infrastructure. On the infrastructure side the strategy is to use solutions from one provider so that the integration of different services will be smooth. The core infrastructure solution is based on Microsoft solutions (MS Windows server, HyperV virtualisation, MS SQL database, MS Active directory and MS Exchange). The core infrastructure consists of: servers, storage, network, backup, operating system, and the database.
Due to the sensitivity of BAMC's data the usage of cloud services will be very restricted and conservative. To assure similar services to the users, a private cloud strategy will be developed. A similar approach will also be implemented for mobile devices.
IT management strategy
The main goal of the IT management strategy is to build a lean IT organisation that is capable of managing development and maintenance tasks in combination with an outsourced specialist. With this strategy BAMC wants to keep a high level of IT knowledge, which will allow the management of outsourced services and projects to be more controlled. It is important to have highly trained staff with wide knowledge of different IT areas. Going forward, more attention will be put to BAMC's business processes and applications to support them and building the required IT team.
Assuring security and compliance is important to BAMC. Continuous risk assessment will be done and clear and strong backup and security policies will be implemented. A disaster recovery plan (DRP) will be prepared and periodically rehearsed. From the compliance view a system for monitoring of file and data access should be implemented.