Commerzbank plans to undergo a comprehensive reform of its home office rules, in which individual teams will be given decision-making authority. This new regulation could be groundbreaking not only for the institution but also for the entire financial sector.
Germany's second-largest private bank, Commerzbank, no longer wants to dictate how many days employees are allowed to work from home. Instead, teams should decide for themselves to what extent remote work makes sense for them. This freedom of choice generally allows for better adaptation to the specific needs of the teams, as emphasized by CEO Manfred Knof.
So far, in the Commerzbank headquarters, advisory centers, and customer management of the online subsidiary Comdirect, up to 70 percent home office was possible, while in other areas up to 50 percent were allowed. However, these regulations will only apply until the end of 2024. Therefore, the board and works council have already held initial discussions about a permanent agreement where teams should decide autonomously on the extent of home office.
Works council chairman Uwe Tschäge supports the planned regulation, but also emphasizes the importance of exchanging with colleagues in the office. Therefore, it is more sensible to regularly come to the office instead of prescribing a rigid quota. The works council also emphasizes the importance of mediation bodies in case of differences of opinion within the teams regarding the scope of home office.
The approach of Commerzbank could have exemplary character for the entire financial sector, according to Knof and Tschäge. So far, banks have been handling it differently, with some imposing limits on home office while others do without them. However, according to the Employer Association of the Private Banking Industry (AGV Banken), the industry is one of the sectors with the highest share of remote work.
Whether the new regulation leads to more or less home office ultimately depends on the decisions of the individual teams. However, Tschäge emphasizes that a flexible handling of the current rules works positively at Commerzbank. For example, projects and initiatives require a higher presence, while individual tasks can be easily done from home. Commerzbank must also keep in mind that apprentices and trainees receive sufficient support and supervision.
The decision on whether more presence in the office is necessary depends heavily on the individual situation of the respective teams. Tschäge notes that flexible handling of the existing rules in the teams has not resulted in any complaints. According to the works council chairman, the teams' individual decision-making freedom could also be understood as an appeal to maintain office contact at regular intervals.
Commerzbank CEO Knof understands the employees' desire for more remote work during the Corona pandemic, but advocates for an intelligent and balanced use of mobile work for the future. He also emphasizes that communication and collaboration within teams should be kept in mind. For a successful future, it is important for teams to regularly come together in person. However, for individual tasks, home office is very well suited. Knof sees the Commerzbank's arrangement as maintaining a balance between office and home office.
