Employees

Those who work at VP Bank benefit from a modern working environment, attractive employment conditions, competitive remuneration, and flexible working time models.

Attracting and retaining talent

Attractive employer brand

VP Bank strengthens its attractiveness as an employer through targeted measures. The focus is on both retaining qualified employees in the long term and attracting new talent. This is based on a compelling employer promise that reflects the bank's culture, values, and development opportunities. In addition, VP Bank pursues a structured recruitment process that is geared toward transparency, efficiency, and a positive application experience. Visibility on the job market is increased through targeted multi-channel campaigns and the systematic development and maintenance of networks and partnerships.

For the second time in a row, VP Bank has been awarded the kununu Top Company seal. This award underscores VP Bank's appeal as a top employer and shows that its culture of partnership and cooperation is recognized and valued by its employees.

VP Bank has a large number of long-serving employees, which underscores the effectiveness of its employee strategy geared towards long-term retention. In 2025, five employees celebrated their 35th anniversary, four people their 40th anniversary, and two people their 45th anniversary. The average length of service was 8.1 years.

VP Bank is committed to fair and competitive remuneration. Fixed compensation is based on the respective function and its requirements. Variable salary components are based on the company's performance and individual performance.

In addition, employees who have been with the company for three years or more have the opportunity to purchase a defined number of VP Bank shares at a preferential price each year. In the reporting year, 462 employees participated in the share purchase program, corresponding to a participation rate of 79 percent. The discount granted on the share price was 50 percent.

In addition to monetary incentives, employees are entitled to other benefits depending on their location. These include sporting and social events, the opportunity to purchase additional vacation days, benefits on the occasion of service anniversaries, health promotion offers, discounted canteen meals, and attractive mobility offers.

At the end of 2025, VP Bank had 994 employees. This represents a decrease of 30 employees compared to the previous year. The part-time adjusted headcount fell by 23.1 positions to 922.3 full-time positions. This decline is related to the implementation of a comprehensive package of measures to increase efficiency and mainly affected functions without client contact at the Liechtenstein and Hong Kong locations. VP Bank withdrew from Hong Kong in 2024 for economic reasons.

Total number of employees (full-time equivalents)

Headcount by location

Decline in the turnover rate

The turnover rate in 2025 was 6.9 percent (previous year: 7.6 percent). This refers to involuntary turnover, i.e., employee-initiated departures. The lower turnover rate is mainly attributable to a reduction in involuntary turnover at the sites in Switzerland and Liechtenstein and reflects increased stability within the organization, which was important for the growth achieved.

A revised method for calculating employee turnover was applied from 2025 onwards. This enables continuous and more timely measurement, allowing for a quicker response.

Investing in training and development

Individual training and continuing education

VP Bank promotes the strengths of its employees through continuous development opportunities—both through internal and external training programs.

In Liechtenstein, 31 people (previous year: 22) completed a part-time course leading to a recognized diploma in the reporting year. A further 43 people (previous year: 56) were enrolled in ongoing external continuing education courses at the end of 2025. The average amount spent per external continuing education course was around CHF 10,000.

Talent Academy

The Talent Academy focuses on personal development, expanding participants' sphere of influence within cultural transformation, and promoting strategic thinking and innovation-driven problem solving.

In 2025, the program was adapted to align the Academy more closely with the strategic priorities for the coming years. The aim is to create a more transparent and impact-oriented selection process that takes potential, performance, and diversity into account. With its continuation from 2026 onwards, the Academy aims to make an even more sustainable contribution to cultural transformation and strengthening VP Bank's innovative power.

Apprentices

Every year, VP Bank trains up to seven commercial and IT apprentices at its locations in Liechtenstein and Switzerland. In their day-to-day work, they are supervised by certified practical trainers and change departments every six months. This gives the apprentices a comprehensive insight into the tasks of a bank and prepares them specifically for their final apprenticeship exams. In the dual education system of company and vocational school, they already take on responsibility for smaller projects independently. In 2025, three apprentices completed their commercial training.

High school graduates

With its “Banking Entry Program for High School Graduates,” VP Bank also offers high school graduates attractive entry opportunities into the financial sector. Participants are given the opportunity to deepen their knowledge in selected areas of work and take their first career step after 18 months. At the end of 2025, two people were participating in the program.

Fostering diversity

Broad cultural diversity

Diversity and inclusion are integral parts of VP Bank's corporate culture. This is reflected in the international composition of the workforce. At the end of 2025, VP Bank employed 994 people from 44 countries.

Proportion of men and women

As of the end of 2025, VP Bank employed 403 women and 591 men, resulting in a high female quota of 40.5 per cent for the industry. The proportion of women in management positions across all management levels was 20.8 percent, while the proportion of men was 79.2 percent. Two women are represented on the seven-member Board of Directors.

VP Bank is convinced that diversity, equal opportunities, and inclusion strengthen corporate culture, capacity planning, and market assessment in the long term. An initial focus was on raising awareness among employees, which was promoted through continuous and targeted communication measures. Further activities and initiatives are planned for 2026 to integrate diversity, equity, and inclusion (DEI) into the cultural transformation in a sustainable manner.

Employee statistics

Equal pay

In 2025, VP Bank conducted a pay equity review at all its locations in collaboration with an external, qualified partner. The results confirmed that VP Bank meets the pay equity requirements and may continue to hold the SGS “Fair-ON-Pay” certificate.

Developing corporate culture

Corporate values in practice

VP Bank attaches great importance to a culture that promotes cross-location and cross-team collaboration – underpinned by its core values: we achieve, we explore, we care. To make these values visible and tangible in everyday working life, an employer branding campaign was launched in 2024. The focus was on authentic stories from employees that showed how the values were being put into practice in their daily work. These personal insights were published as testimonial quotes on LinkedIn and Instagram – monthly and with a direct reference to one of the three values. This created visibility for the culture and at the same time strengthened VP Bank's position as an attractive employer.

Employee satisfaction

In 2025, a group-wide employee survey was not conducted. Instead, VP Bank launched a survey in August on the information needs of its employees. The findings were addressed in the “CEO Dialogue” event series. The “CEO Dialogue” offers a direct platform for exchange between management and employees twice a year. Supplementary formats with cultural ambassadors and managers serve as a continuous barometer of sentiment and promote the anchoring of VP Bank values in everyday working life.

Social commitment

In line with its corporate value of “we care,” VP Bank offers its employees various opportunities for social engagement and team building. These include events focusing on current topics, a blood donation campaign, and the organization of volunteer days. Employees of VP Bank in Liechtenstein and Switzerland are entitled to one working day per year for social or charitable work. In 2025, around 70 employees volunteered for causes such as the Hilfswerk Liechtenstein, “Tischlein Deck Dich” and the fight against neophytes.

Sports and Culture Club

The VP Bank Sports and Culture Club can look back on an eventful year with around 50 sporting, cultural, and culinary events. In addition to traditional offerings such as mini golf, the snow weekend, and various fitness courses—some of which were part of employee-initiated “we care” initiatives—new activities such as swimming, a pinball tournament, and padel tennis enriched the program. The cellar quiz, the Business Run in Liechtenstein and Luxembourg, and the Liechtenstein Company Sports Association soccer tournament were particularly well attended. At the Zurich location, there was also a sailing trip on Lake Zurich. The annual program was complemented by the cooperation with the VP Bank Art Foundation in the form of “Art at Lunch” and by culinary events related to the gourmet festival, including a coffee tasting.

The club, founded in 1974, to which all employees of the VP Bank Group based in Liechtenstein belong, celebrated its 50th anniversary in 2024. In order to continuously develop the range of activities on offer, regular surveys were conducted to gauge the interests and wishes of employees. New ideas and suggestions for events could be submitted at any time and contributed significantly to the diversity and attractiveness of the program.