Nedbank Private Wealth began in the Isle of Man in 1987 with just four employees and now has approx. 300 employees across five jurisdictions. They are a banking and wealth management business with strong moral ethics, which is focused on protecting their clients, advising them with integrity and making their lives easier.
Employees are proud to work for the company, and in turn the company invests in them. Nedbank Private Wealth also want employees to feel healthy, safe and happy. This is through active travel and cycle to work schemes, encouraging a better work-life balance or providing them with enhanced private health care support, including mental health care.
Whether it’s within a project, day-to-day work, or a work social event, the culture at Nedbank Private Wealth encourages collaboration across teams, departments and offices. They believe the best way to find an answer is to tap into the range of knowledge and resources that they have across the whole company. A lot of the decisions are made based upon the regular feedback that they receive, and employees are the biggest drivers of change in the business. They believe that the best ideas come from empowered employees, so Nedbank Private Wealth offers autonomy, development opportunities, training and a sense of community from day one.
During the pandemic, there were regular communications coming from the Executive Committee, but they realised that this was not enough. They live streamed a town hall to their 300 employees in their homes, with the CEO, COO and Head of HR providing updates and celebrating the achievements so far from their separate locations. This included a live Q&A session so they could answer questions as they came in. This was recorded and made readily available to all staff afterwards. The CEO also created a channel on MS Teams where regular Ask the CEO/Ask Exco sessions were hosted. This meant that all team members could ask, interact with and vote for questions for the senior management, who replied in a real time.
Employees have continued to make monthly contributions to the charity committee throughout the lockdown as they know now more than ever that businesses like theirs need to support local initiatives as best as they can. The committee members have engaged with staff to plan events post lockdown, including charity casino nights, family fun days, sports tournaments and gorse cutting for a local wildlife conservation charity. This is dependent on the restrictions on each location.
There were several stages of returning to work based upon department and function. The first stage was the operational team who deal with the high risk, transactional part of the business. This meant that over a period of one month, the company went from 16 employees to the full180 in their headquarters, with a small number of people arriving each day so they could monitor progress and make sure everyone was safe. PPE and hand sanitiser stations were and still are available for everyone when they return.
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