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Sustainable Corporate Culture

J. Safra Sarasin’s most valuable capital is its employees. They are essential to the success of the organisation, now and in the future, because their technical expertise, professional qualifications and social skills are highly valued by the bank’s clients. The success of J. Safra Sarasin depends on the enthusiasm and commitment of every one of its employees worldwide and J. Safra Sarasin is particularly keen to ensure that they are treated in a fair manner, as equal partners. At J. Safra Sarasin, employees are very much aware of their entrepreneurial responsibilities.
The J. Safra Sarasin Group is an attractive employer thanks to its clear positioning. The Group attracts first-rate applicants both at home and abroad. The Group succeeds in winning and retaining high-performing employees with focused development programmes, a strong corporate culture, convincing management personalities and competitive market-oriented salaries.

Code of Conduct as an obligatory guide

The foundation for the Group’s success is the confidence the existing and potential clients put in the Group. A Group-wide Code of Conduct covers the underlying principles, which are to be observed by all employees as well as by the members of the Board of Directors as part of their business-related activities. It comprises the daily behaviour in dealing with clients, between the employees and all other stakeholders.

Development Forum

J. Safra Sarasin emphasizes the importance of continuous training and education to realize the full potential of the staff. The Group-wide systematic approach and conception of the Development Forum allows the consolidated, targeted and standardised development and advancement of the skills of all employees. The Development Forum is thus a core element of quality management and improvement at J. Safra Sarasin. A key requirement for success is the willingness and effort to foster potential and to recognise the strengths and weaknesses of the employees. Customised modules are set up to consolidate the strengths and improve the weaknesses. A main focus of people development is on key talent management (KTM). KTM constitutes the basis for the systematic and targeted evaluation, development and maintenance of high potential & key staff with a view to the corporate strategy and ensures a common understanding of first-class workforce throughout the organization.

Specific development of young professionals

In both disciplines, banking and IT, young people are being educated by the Bank. After a successful completion of their apprenticeship, all young professionals are offered a job. In the last couple of years all apprentices have succeeded in completing their apprenticeship. After three to five years of working experience, former apprentices in the Private Banking division are offered the possibility to complete an internally developed and structured program to become a Junior CRM. One main focus of the program is the coaching and mentoring by their superior and the practical experience with the assigned CRM. Furthermore, they are supported in their individual development plan by external education programs.

Equality of opportunities

The Group pursues a strict policy of equal opportunities and encourages a working environment characterised by a dignified and respectful atmosphere. Full-time and part-time employees with a workload of at least 40% and a length of service of at least three months are fundamentally treated equally. The Group relies on the diversity of its employees with their varying skills and talents. Discrimination or harassment of any kind because of gender, ethnic background, religion, age, nationality, sexual orientation or any other characteristic is not tolerated.