2012 Sustainability Report of the BPM Group
A BANK OF EXCELLENCE FOR A TERRITORY OF EXCELLENCE
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Photo: BPM’s Historical Archives
5
6
CONTENTS
MEMBER SHAREHOLDERS
BPM's share capital
100
Letter from the Chairman of the Management Board10
Methodology12
•Share capital structure
•Limits on share ownership
•Terms of admission to membership and exclusion
100
104
105
IDENTITY OF THE BPM GROUP
14
106
Profile of the Group Main Group companies
Mission and values 2012-2015 Business Plan
A structure that reacts to the market
14
16
19
20
22
Value creation and return on capital
Communication with Members, Shareholders
and the financial community
•Financial community
•Rating
111
•Group companies
•Investments in associates and companies
subject to joint control
•Distribution network
22
25
27
Offer of products and services
31
GOVERNANCE OF THE BPM GROUP 33
BPM Governance
33
Particular aspects of BPM's system of governance 35
BPM's corporate bodies
36
•General Meeting of Members
•Supervisory Board
•Management Board
•Managing Director and CEO
•Arbitration Committee
•Board Sub-Committees
36
38
42
44
45
46
BPM's internal control system
Internal control structure in BPM
Key documents to know more about BPM
Management structure of the Parent Company
48
50
52
54
ECONOMIC REPORT OF THE BPM GROUP 57
•Economic results of operations
•Calculation of Value Added
57
60
SOCIAL POLICY REPORT OF THE BPM GROUP 63
CUSTOMERS64
Customers' expectations: listening
66
•Customer Satisfaction
•Handling of complaints
•Other listening and contact channels
66
67
69
Transparency and ethics of the relationship Products and services
74
76
•Providing support for the disadvantaged
•Coping with crisis situations and emergencies
•Socially responsible investment products
•Promotion of environmentally sustainable lifestyles
•Online services
76
82
89
90
Operating in controversial markets
Security and privacy
92
93
94
96
110
Involvement of Members
113
114
•Participation at General Meetings
•Members' Project
•Members' Associations
116
116
117
PERSONNEL120
Training125
Development
128
Remuneration System
132
Corporate welfare
135
Health and safety
136
Industrial relations
138
Making differences count
and reconciling work/home 139
SUPPLIERS142
Mission and guidelines of the Central Buying Service 144
Relationship with suppliers
145
COMMUNITY146
Donations, gifts and sponsorship
Other initiatives for the community
Conferences
Communication
148
161
167
170
ENVIRONMENTAL REPORT OF THE BPM GROUP
Raw materials
174
178
•Energy consumption
•Energy emissions
•Paper
•Water
178
180
180
184
Waste
Sustainable mobility
Green products
Dissemination of environmental culture
Exerting pressure on environmental issues
184
185
186
188
194
FIGURES AND RATIOS
196
GRI CONTENT INDEX
231
LETTER OF THE INDEPENDENT AUDITORS
240
7
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GRI 1.1
In October 2011, a profound regeneration project was presented to the General
Meeting of Members, a project with an ambitious goal: to lay down the foundations
of a modern bank able to become the leader in its chosen territories.
In the last year and a half, numerous steps have been taken, starting from the
approval of a new Business Plan, designed to foster the Group’s revitalisation and
to ensure sustainable prosperity for all its stakeholders.
Various measures have already been launched.
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a view to streamlining the chain of command and placing resources in the most
suitable positions, boosting accountability and meritocracy.
We have based our labour relations on dialogue and transparency, respectful of
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of HR management, including the activation of a voluntary Solidarity Fund that
has had far more applications than were expected; this will make it possible for us
to take on more young employees in the future.
We have also introduced a policy that involves a much greater focus on cost
control, based on a spending review that will continue for the whole of 2013,
starting with the creation of a single bank. However, this plan has not prevented
us from investing heavily in technology and the network: we have launched
new products for both individual and corporate customers, and we are currently
working on a restyling of branches and windows.
Thanks to our new “hub & spoke” distribution model, which involves a main
central branch and various satellite branches, we have managed to improve our
coverage of the territory.
All of these efforts have been much appreciated outside the Bank as well, which
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the market. The opinion of analysts has improved: BPM’s stock closed 2012 with
an increase over the year of nearly 50%, far more than the benchmark indices.
A great deal of hard work has enabled us to achieve objectives that we hadn’t
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despite the unfavourable scenario. Indeed, the income statement shows an
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of 66.1%.
In the balance sheet, direct deposits have increased (+9.7% on 2011), as have assets
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Loans are down slightly (-2.5%), but while this was the case for all business customers,
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down of our exposure to this sector. Loans to individual customers, on the other
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of 2013.
10
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writing off all of our goodwill, activating the Solidarity Fund and increasing loan
loss provisions to strengthen coverage, also taking into account the Bank of Italy’s
audit recommendations.
The relaunch plan continues in the right direction.
The Bank’s priority now is to ensure stability so that it can go ahead with the increase
in capital that will be submitted for approval by the General Meeting of Members
next June. It will allow us to raise the funds needed to accelerate growth, repay
WKH7UHPRQWLERQGVDQGKHOSÀQDQFHEXVLQHVVHVLQRXUFKRVHQWHUULWRULHV
BPM also has to continue its progress towards sound management in order to
deserve its rightful place within the Italian banking system. In particular, it has to
achieve a stable and transparent governance model. This is a strategic priority
to resolve the problems encountered in the past.
At the same time, the Bank will have to continue its progress towards change
and modernisation, in line with the needs and expectations of the market and
of all its stakeholders.
In fact, the new BPM has to be everyone’s Bank: customers who have placed
their trust in us, employees who work day after day with dedication, former
employees who have helped to build it, all of the shareholders who, from the
outside, believed in the business plan that we launched and the local community
to which we offer our support. In short, today’s BPM is for all those who believe in
a Cooperative Bank able to look to the future, while preserving the principles of
mutuality that have been the hallmark of our Bank throughout its 150-year history.
Piero Luigi Montani
Andrea C. Bonomi
Managing Director and CE
CEO
Banca
Popolare
dii Milano
a Popo
olare
ed
Chairman
airman of the Manage
Management
g men Board
Popolare
dii Milan
Milano
Banca Popola
la
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GRI 3.1-3.3; 3.5-3.7;
3.9-3.11; 4.9
METHODOLOGY
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Reporting and the Supplement for the Financial SectorRIWKH*OREDO
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LQYROYHGDVZHOODVWKHJXLGHOLQHVSXEOLVKHGE\$%,LQ "The Report to
Stakeholders. A Guide for Banks"
$VUHJDUGVWKHRYHUDOODSSURDFKWKHGRFXPHQWLVEDVHGRQWKH Principles
of Preparation of the Social Responsibility ReportLVVXHGE\Gruppo
Bilancio Sociale (GBS) ,Q OLQH ZLWK WKLV VWDQGDUG WKH 5HSRUW XVHV WKH
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The document is structured as follows:
Identity: WKLVGHVFULEHVWKH%30*URXS
VSURÀOHLWVPLVVLRQLWVJXLGLQJSULQFLSOHVVWUDWHJLHV
DQGJRYHUQDQFH
Economic Report: WKLVSUHVHQWVWKH*URXS
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DGGHGDQGKRZWKLVZHDOWKKDVEHHQGLVWULEXWHGDPRQJWKHYDULRXVVWDNHKROGHUV
Social Policy Report: WKLVH[SODLQVWKHVRFLDOFRPPLWPHQWRIWKH*URXSYHUVXVWKHYDULRXV
FDWHJRULHVRIVWDNHKROGHUVKRZLQJDERYHDOOWKHDFWLYLWLHVXQGHUWDNHQGXULQJWKH\HDU
Environmental Report: WKLV H[SODLQV WKH *URXS
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PDWWHUVKLJKOLJKWLQJWKHPDLQVWHSVWKDWKDYHDOUHDG\EHHQWDNHQ
12
With regard to the scope of consolidation, the Identity and Economic Report sections
relate to the BPM Group as identified in the consolidated financial statements; unless stated
otherwise, the Social and Environmental Reports and accompanying tables refer to the
commercial banks (Banca Popolare di Milano, Banca di Legnano, Banca Popolare di
Mantova and WeBank), as well as to Banca Akros and ProFamily.
Note that the figures for previous years have been restated following the merger between
Banca di Legnano and Cassa di Risparmio di Alessandria in 2012.
To the extent that they are available, the figures and quantitative information cover the entire
three-year period 2010-2012 and have been taken from various sources: the consolidated
financial statements, official communications, remarks by competent external bodies and
sometimes from estimates.
M
Whenever there is the symbol
in the document, it refers to numerical details given in the
last chapter "Figures and ratios". As in previous years, there is also an appendix containing a
glossary that facilitates the understanding of technical terms in English.
Numerous colleagues from various Group structures contributed to the preparation of the
Social Responsibility Report, which was coordinated by the Communication Department.
Furthermore, structures that did not take part in preparing this document in the past have
been involved for the first time in order to cover as many GRI indicators as possible.
The Social Responsibility Report, which is also available in Italian, is designed as a technical
document reserved mainly for a limited audience; for this reason it is only published
electronically on the company website, with an eye on cost rationalisation and the
environment.
The abridged version was distributed during the General Meeting held on 22 June 2013 in
order to disseminate the information to the Members. It is available in hard copy to anyone
who requests it and can also be found on our website.
The structure, contents and methods of preparation of the Social Responsibility Report were
approved by the Management Board at the meeting held on 30 July 2013.
13
DISTRIBUTION NETWORK:
840 points of sale
of which 769
retail branches
CUSTOMERS:
more than 1.4 million
HEADCOUNT:
8,312 persons of whom
8,226 are employees,
86 with other forms
of contract
GRI 2.8
THE GROUP’S NUMBERS
(FIGURES AT THE END
OF 2012)
C
SHAREHOLDERS:
114,215
of whom 55,662
are Members
;
SUPPLIERS:
over 2,900
IDENTITY OF THE
BPM GROUP
14
SHAREHOLDERS’
EQUITY*:
4,444 million euro
*excluding net income (loss) for the year
;
FINANCIAL
$'9,6256
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PROFILE OF THE BPM GROUP
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15
0$,1*5283&203$1,(6
GRI 2.2, 2.4
BANCA
POPOLARE
DI MILANO
YEAR OF FOUNDATION: 1865
DISTRIBUTION NETWORK:
543 BRANCHES
EMPLOYEES: 6,187
CUSTOMERS: ABOUT 1,000,000
REGISTERED OFFICE:
PIAZZA MEDA, MILAN
),*85(6$77+((1'2)
16
B
97.8%
B
61.58%
BANCA DI LEGNANO
YEAR OF FOUNDATION: 1887
BRANCHES: 206
EMPLOYEES: 1,332
CUSTOMERS: MORE THAN
250 THOUSAND
BANCA POPOLARE DI MANTOVA
YEAR OF FOUNDATION: 1999
BRANCHES: 17
EMPLOYEES: 71
CUSTOMERS: 9 THOUSAND
B
100%
B
56.89%
WEBANK
YEAR OF FOUNDATION: 1999
BRANCHES: 2
EMPLOYEES: 203
CUSTOMERS: MORE THAN
100 THOUSAND
BANCA AKROS
YEAR OF FOUNDATION: 1997
BRANCHES: 1
EMPLOYEES: 274
CUSTOMERS: 4 THOUSAND
B
100%
B
40%
PROFAMILY
YEAR OF FOUNDATION: 2010
POINTS OF SALE: 39
EMPLOYEES: 102
CUSTOMERS: MORE THAN
100 THOUSAND
17
18
MISSION, VALUES AND STRATEGY
GRI 4.8, 4.14, 4.15
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MISSION
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VALUES
INTEGRITY: ´IDLUQHVVDQGUHVSHFWIRUFRPPLWPHQWVµ
TRANSPARENCY: ´SURYLGHIXOOLQIRUPDWLRQVRSHRSOHFDQGHFLGHNQRZLQJO\µ
CO-OPERATIVE SPIRIT: ´SDUWLFLSDWLRQDQGSUR[LPLW\µ
THE IMPORTANCE OF DIALOGUE: ´NQRZWRDSSUHFLDWHµ
RESPONSIBILITY: ´DZDUHQHVVRIRQH
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19
SIMPLICITY,
EFFICIENCY AND
MERITOCRACY
S I M P L I F Y T H E C O R P O R AT E
STR UCTU R E:
F R O M 14 C O M PA N I E S I N 2 011
T O 7 C O M PA N I E S I N 2 015
STRATEGY
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“Related Parties”: Rules, which govern the process involving related
parties and associated persons
(in force since 31 December 2012)
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Supervisory
Board
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MANAGEMENT STRUCTURE
OF THE PARENT COMPANY
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Audit
Overall system
of internal control
Management
Board
Investor Relations
Managing Director
and CEO
Financial communication to
analysts and investors
Communication
Internal and external communication,
relations with the press and other
media, institutional relations, corporate
image and management of events and
corporate social responsibility
Chief Financial
Officer
Chief Risk
Officer
Accounting, finance investments,
management planning and control
Risk management, compliance
and anti-money laundering
Organisation
Human Resources
Organisational structure and models,
processes, legislation, planning and
monitoring activities and projects
Personnel management
and development
General Counsel
General secretariat, corporate affairs
and legal areas
Credit & Loans
Market risk
Operations
(Chief Lending Officer)
(Chief Commercial Officer)
(Chief Operational Officer)
Credit policies, granting credit facilities,
monitoring and recovery of loans
Commercial, channel
and product areas
Back office, IT, real estate,
general services and purchases
55
56
ECONOMIC REPORT
OF THE BPM GROUP
ECONOMIC RESULTS OF OPERATIONS
GRI 2.8,EC1
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57
Principal balance sheet aggregates (in milions of Euro)
2012
2011
Change
(+/-)
Change
%
Direct deposits
38,531
35,118
3,413
9.7
Loans to customers
34,791
35,686
-895
-2.5
Indirect customer deposits
30,630
31,652
-1,022
-3.2
of which assets under management
13,764
13,076
688
5.3
of which assets under administration
16,866
18,576
-1,710
-9.2
The 2012 and 2011 figures are shown net of Banca Akros's institutional clients
Market share
2012
2011 Change
Deposits
1.77%
1.76%
+0.01 p.p.
Loans
1.87%
1.88%
-0.01 p.p.
Turning to the income statement:
• Operating income (1,550 million euro) is up by 14.6% thanks to the
interest margin, which benefits from the good trend in the financial margin
(+4.2%), despite a lower contribution on the part of the commercial
margin. The “non-interest margin” has increased by 31% thanks to a good
net result from banking activities, which more than offset the reduction in
net fee and commission income (-5.1%);
• Operating expenses come in at 1,183 million euro, up by 13.2% on
last year because of higher personnel expenses linked to activation of
the Solidarity Fund of 213 million euro. Other administrative expenses
have decreased (-3%) despite the start-up of major projects based on
the Business Plan, thanks to tight cost control and lower net adjustments
to property and equipment and intangible assets (-16.2%). Without the
non-recurring charge mentioned above, total operating expenses would
have shown a decrease of 7.1% and a decline in the cost/income ratio of
12 percentage points compared with the end of 2011.
• Loan adjustments, provisions and other items amount to 965 million
euro, an increase of 49 million compared with the end of 2011. This result
takes into account the increase in net adjustments for impairment of loans
(83 million euro, +17.1%) due to the difficult macroeconomic situation in
2012, the situation of some large groups that have resorted to extraordinary
administration and the Bank of Italy's audit recommendations, offset by
lower provisions for risks and charges and lower adjustments to goodwill
(completely written off in the first half of 2012) and intangible assets;
58
• in view of these trends and after booking income taxes with a
positive net balance for 163 million euro, at 31 December 2012,
the Group turned in a loss of 430 million euro which, net of nonrecurring items, comes down to 62 million euro.
Principal cost and revenue items (in milions of Euro)
Change Change
(+/-)
%
2012
2011
Interest margin
859
825
34
4.2
Non-interest margin
691
527
164
31
1,550
1,352
198
14.6
-1,183
-1,045
-138
-13.2
367
307
60
19.5
-965
-1,014
49
4.9
169
93
75
81.1
-430
-614
184
30.1
Operating income
Operating expenses
Operating profit
Net adjustments,
provisions and other items
Taxes and other items
Net income (loss) for the year
The ratios shown in the following table reflect the above trend in
costs and revenues and balance sheet aggregates.
Some indicators
2012
2011
Change
ROE1
-9.7%
-13.3%
+3.60 p.p.
Cost to Income Ratio
76.3%
77.3%
-1.00 p.p.
Net non-performing loans/Loans
to customers
2.46%
1.92%
+ 0.54 p.p.
12.14%
11.84%
+0.30 p.p.
Tier 13
8.99%
8.60%
+0.39 p.p.
Total funds under management/
Employees 4(thousands of Euro)
8,321
7,886
5.5%
Loans to customers/Employees 5
(thousands of Euro)
4,186
4,215
-0.7%
Total Capital Ratio2
Net income/shareholders' equity at period end net of the result for the year
Regulatory capital/Total risk-weighted assets
3
Tier 1 capital/Total risk-weighted assets
4
Direct deposits + assets under management + assets under administration/Total number of employees
at end of period + personnel with other types of contract
5
Loans to customers / total number of employees at period end + other types of contracts
1
2
59
More detailed information is available in the consolidated
financial statements of the BPM Group, in the press release on
approval of the 2012 annual report and in the presentation of
the 2012 results to the financial community (www.gruppobpm.it
in the Investor Relations section).
CALCULATION OF VALUE ADDED
The information on value added is the point of contact between
the financial data and the reporting to stakeholders because
the figures are taken directly from the consolidated financial
statements. Through this statement, which shows the determination
and distribution of Value Added (VA), it is possible to highlight the
process of formation of the wealth generated during the year and
how it has been distributed to the various stakeholders.
Distribution of value added to stakeholders
(thousands of Euro)
2011
1,023,020
962,251
60,769
6.3
Economic value distributed to (a): 1,241,418 1,152,028
89,390
7.8
Economic value
generated (a+b)
- employees
813,324
652,718
160,606
24.6
- suppliers
267,811
286,111
-18,300
-6.4
- central and local government
161,941
217,415
-55,474
-25.5
0
0
0
n.s.
-5,156
-6,871
+1,715
25.0
3,498
2,655
843
31.8
-218,398
-189,777
-28,621
-15.1
- shareholders
- third parties
- community and environment
Economic value retained (b)
M
Figures and ratios page 196
60
Change Change
(+/-)
%
2012
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SOCIAL REPORT
OF THE BPM GROUP
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CUSTOMERS
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KNOWING HOW TO LISTEN AND TALK
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Number of Group customers with ethical funds
8000
7000
6000
5000
4000
3000
2000
1000
7,863
4,736
5,227
3,232
2,293
2007
2,411
2008
2009
2010
2011
2012
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89
VE LE TOGLIAMO
DAL FUOCO.
FINANZIAMO LE PMI PER FAR FRONTE ALLA RIDUZIONE
D E I T E R M I N I D I PAGA M E N TO A T R E N TA G I O R N I*.
Gli impegni non ammettono ritardi. Noi di Banca Popolare di Milano arriviamo puntuali con il finanziamento a 6 o 12 mesi
utile alle imprese per rispettare gli impegni con i propri fornitori. È il nostro modo di fare banca, favorendo in maniera
concreta e tempestiva l’accesso al credito. Perché crediamo che siano le piccole e medie imprese a fare grande il nostro futuro.
Per maggiori informazioni su condizioni
e modalità di richiesta del finanziamento
chiedi nelle agenzie BPM
o consulta www.bpm.it (area AZIENDE)..
SPEZIA IL FONDO.
“ANIMA TRAGUARDO 2018 ALTO POTENZIALE” PER UN
RISULTATO PIÙ GUSTOSO.
INGREDIENTI
PREPARAZIONE
•
•
•
•
•
Prendete un portafoglio obbligazionario ben diversificato e aggiungeteci
una selezione delle più profumate azioni internazionali. Cucinate il tutto
affidandovi ad una gestione attiva e professionale. Servite le quattro cedole
annuali, tre fisse e una variabile a seguire. Al quinto anno apprezzate
l’intero risultato.
Portafoglio diversificato.
Attenzione particolare alla tutela del capitale.
Selezione accurata della componente azionaria.
3 cedole fisse e 1 variabile*.
Scadenza 5 anni.
(*) D. Lgs. 192 del 9 novembre 2012 (pubblicato sulla G.U. n. 267 del 15 novembre).
Prendere visione delle condizioni economiche mediante i Fogli Informativi disponibili presso ogni agenzia BPM (D.Lgs. 385/93) e sul sito www.bpm.it alla sezione
MK:LI:K>GS:'Beik^l^gm^f^llZ``bhin[[eb\bmZkbhaZÛgZebm¨^l\enlboZf^gm^ikhfhsbhgZeb'E^kh`Zsbhg^]^bÛgZgsbZf^gmb¯ln[hk]bgZmZZblmknmmhkbZbgZ`^gsbZ'
(*) Con riferimento ai primi tre anni (2013, 2014, 2015) la Sgr riconoscerà annualmente ai partecipanti un ammontare unitario predeterminato pari a 0,13 Euro per quota. Qualora l’importo
così determinato fosse superiore all’effettivo risultato di gestione, tale distribuzione rappresenterebbe un rimborso parziale del valore delle quote mediante diminuzione del valore unitario
delle stesse. Con riferimento all’anno 2016 la Sgr potrà riconoscere una cedola fino al 100% dei proventi maturati, in proporzione al numero di quote possedute, al netto di eventuali perdite.
Messaggio promozionale. Prima dell’adesione leggere il prospetto pubblicato e disponibile presso le agenzie Banca Popolare di Milano, presso la sede di ANIMA Sgr e sul sito www.animasgr.it. Il collocamento
del prodotto è sottoposto alla valutazione di adeguatezza o appropriatezza prevista dalla normativa vigente. Anima Traguardo 2018 Alto Potenziale è disponibile dall’11 Aprile al 24 Maggio 2013.
PROMOTION OF ENVIRONMENTALLY SUSTAINABLE LIFESTYLES
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90
“PRESTA ESTATE”: IL FINANZIAMENTO FINO A 10.000 € CON RATE
A PARTIRE DA 100 €* AL MESE E TASSO CONGELATO AL 7,50%.
Per maggiori informazioni entra in agenzia, chiama
il numero verde 800 100 200 o visita www.bpm.it
(*) Esempio di finanziamento di 5.000,00 € in 60 mesi con rata di 100,69 € a tasso fisso
TAN 7,50%, TAEG 8,94%
. Importo totale del credito 5.025,00 euro. Importo totale dovuto pari a 6.165,07 euro,
che include: imposta di bollo 14,62 euro, interessi 1.016,40 euro, spese di istruttoria pari a 25,00 euro, spese di invio comunicazioni annuali e di fine rapporto 2,00 euro, oltre a imposta di bollo 1,81 euro per importi superiori a 77,47 euro, spese mensili di gestione prestito 1,50 euro.
Messaggio pubblicitario con finalità promozionale. Per le condizioni contrattuali prendere visione delle Informazioni Europee di Base sul Credito ai Consumatori disponibili presso le agenzie delle banche del Gruppo Bipiemme. Le banche del Gruppo Bipiemme operano come intermediarie del credito
per la promozione ed il collocamento dei prestiti personali di ProFamily S.p.A., senza costi aggiuntivi per il Cliente. L’erogazione del prestito è subordinata ad approvazione da parte di ProFamily S.p.A., società del Gruppo Bipiemme. Offerta valida fino al 31.08.2013.
We meet the needs
of our customers with initiatives
and products in step with the times
GUSTA IL QUINTO.
“CESSIONE DEL QUINTO DELLA PENSIONE”: IL PRESTITO CON DURATA
FINO A 120 MESI E DAL TASSO VANTAGGIOSO IN CONVENZIONE INPS.
INGREDIENTI
•
•
•
•
•
•
Prestito da 3.000 € a 30.000 €.
Piano di rimborso da 24 a 120 mesi.
Tasso fissato dalla Convenzione INPS.
Zero spese d’istruttoria.
Prestito garantito da assicurazione.
Offerta valida fino al 31 agosto 2013.
PREPARAZIONE
Siete pensionati INPS? Prendete un prestito da 3.000 € a 30.000 €, scegliete
la durata che preferite fino a un massimo di 120 mesi, aggiungete il tasso
vantaggioso definito dalla convenzione INPS, trovate la rata mensile che più
vi aggrada anche in funzione della vostra pensione e sottoscrivete entro il 31
agosto 2013 il prestito garantito da assicurazione. Gustate il tutto in tranquillità
per un’estate senza pensieri.
Maggiori informazioni nelle agenzie BPM,
chiamando il numero verde 800 100 200
o visitando www.bpm.it.
TAN 8,63%, TAEG 9,37%
Esempio di finanziamento di 14.000,00 € in 120 rate mensili da 178,00 € a tasso fisso
. Importo totale del credito
pari a 14.058,91 €. Importo totale dovuto pari a 21.360,00 €, che include: imposta di bollo 14,62 €, interessi 7.088,47 €, oneri incasso quota (dovuti all’INPS) pari a 198,00 €. L’esempio si riferisce a
un pensionato nato il 01/01/1945.
Messaggio pubblicitario con finalità promozionale. Per le condizioni contrattuali prendere visione delle Informazioni Europee di Base sul Credito ai Consumatori disponibili presso le agenzie delle banche
del Gruppo Bipiemme. Le banche del Gruppo Bipiemme operano come intermediarie del credito per la promozione ed il collocamento dei prestiti personali di ProFamily S.p.A., senza costi aggiuntivi per
il Cliente. L’erogazione del prestito è subordinata ad approvazione da parte di ProFamily S.p.A., società del Gruppo Bipiemme. Offerta valida fino al 31/08/2013.
91
GRI 4.16, 4.17
ONLINE SERVICES
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2012
2011
2010
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OPERATING IN CONTROVERSIAL MARKETS
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in the 3-year period 2010-2012
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2012
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recognition systems and robberies suffered
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2009
2010
2011
2012
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Information Security
As part of its online services, the Group has adopted the latest security standards
in order to improve our systems and prevent computer fraud.
Of the interventions carried out in 2012 under the Security Plan, we would
highlight the activation of a "Company Security Plan", specially designed for
the corporate service, and training and information provided to customers by
e-mail and web. These efforts, combined with continuous monitoring, has led to
positive results for the Group, with cases of fraud in proportion to the number of
active customers in line with the system average.
Card security
Thanks to the adoption of Geoblock from July 2011, the BPM Group has
achieved its goal of limiting losses from fraud on international ATM cards.
The impact on customers has in fact been positive in terms of perception,
management of the service and the result achieved: compared with 2011, the
cases of fraud suffered by customers have decreased by 64%, with a saving of
more than one million euro (-70%). Since 2012, the service can also be activated
via internet banking and is available to WeBank customers as well.
To limit tampering with ATMS and further increase customer security, more than
200 distributors and 50 devices able to prevent such tampering and attempts at
fraud were installed in 2012.
Business continuity
As required by the Bank of Italy, since 2006 the Group has had a specific plan
to ensure business continuity and preserve critical operations in the event of an
emergency or disaster that could potentially jeopardise its core activities.
A series of test runs in 2012 allowed us to check how we would react if the head
office was taken out, activating the disaster recovery system to operate all of
the Group's processes. This also allowed us to check the level of preparation of
those responsible for the Business Continuity Plan.
With regard to online services, a high-tech disaster recovery infrastructure was
set up during the year at WeBank. This is an innovative system for the Italian
banking scene.
In December, the Disaster Recovery Plan was tested successfully with real
customers during market opening hours for all Group banks' websites.
Privacy
We are convinced that personal data should be protected, quite apart
from what the law says (Legislative Decree 196/2003). For this reason we
adopt suitable and preventive security measures (technical, informational,
organisational, logistical and procedural) in line with the Group's internal
regulation on privacy.
M
Figures and ratios pages 197-205
95
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it more dynamic and interactive. The promotion of the new site was
accompanied by the "Club & Win" contest which involved the extraction of
10 iPads among those members who within a period of ten weeks provided,
confirmed or updated their e-mail address. Another innovation was the
activation of the "Club TV" which, through YouTube, has the function of
attracting younger users, who tend to frequent the web more often.
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wellness, leisure and culture. These events, which enjoyed increasing
participation during the course of the year, from September were
recorded on video, allowing them to be disseminated with all members
enjoying free access to the web channel to watch them. In particular, the
September event, "Valuable tips for those who love art", was attended by
the Chairman of the Management Board, the Chairman of the Supervisory
Board and the Market Manager; during the October event, "The Last
Supper by Leonardo as it really was", the doors of BPM's Central Hall were
opened to members to show the only lifesize reproduction of Leonardo's
work in the world.
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suppliers for commercial offers for theatrical, cultural and tourist initiatives
continued.
MEMBERS' ASSOCIATIONS
The dialogue with members and their participation in the life of the
co-operative also takes place through the spontaneous aggregation
of groups of members (in associations) which, in accordance with the
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Figures and ratios pages 206-208
117
www.clubsocibpm.it
118
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PERSONNEL
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121
BPM ON AIR
1
febbraio 2013
Newsletter
Cari colleghi,
abbiamo lavorato tutti molto nell’anno passato e grazie a voi abbiamo
ottenuto risultati insperati. Ci resta ancora un lungo percorso: insieme
possiamo fare grandi cose per portare a compimento il piano che
abbiamo immaginato a favore della nostra Banca.
Siete stati i veri protagonisti del cambiamento e vogliamo che sempre
più forte sia la capacità, da parte della Banca, di comunicare e dialogare
con voi in relazione agli obiettivi raggiunti, ai piani di sviluppo e ai progetti
per il futuro.
LEGGI TUTTO
Per questo abbiamo deciso di mettere a punto un nuovo strumento, una
newsletter che sarà il giornale di bordo del percorso intrapreso da BPM
verso il rilancio. All’interno di questo documento troverete notizie utili e informazioni circa le attività della Banca,
ma anche punti di vista e approfondimenti sul settore in cui operiamo.
Speriamo di fornirvi in questo modo un prodotto utile, facilmente fruibile e interessante.
Minisito. Anche tu protagonista.
Il futuro è di chi fa è lo slogan della campagna istituzionale che Banca
Popolare di Milano ha lanciato nei mesi scorsi. Un invito a “fare”, ad
essere attivi e propositivi, nel rispetto dei nostri valori e con lo sguardo
rivolto al futuro.
I colleghi Giorgia, Lucia, Marco e Riccardo, hanno prestato il loro volto
alla campagna, diventando protagonisti della pubblicità che nei mesi
scorsi è apparsa sui giornali, sui mezzi pubblici, per strada.
MOSTRACI
COSA SAI FARE.
Oggi è arrivato il tuo momento: registrati al minisito ilfuturoedichifa.it
e diventa protagonista del nostro futuro.
Perché BPM sei anche tu.
Per vedere il backstage con i 4 protagonisti della
campagna, insieme a tutti gli altri colleghi che hanno
preso parte ai casting, dai un’occhiata a questo video!
Backstage
BPM
PARTECIPA AL PROGETTO B.I.G. (BANCA IN GRANDE) INVIANDO
LA TUA ADESIONE A [email protected]
Intervista a Giovanni Rossi
Responsabile Risorse Umane
Quali sono stati i criteri che hanno guidato la riorganizzazione della rete in Hub &
Spoke, soprattutto per quanto riguarda la scelta delle persone?
I mesi autunnali hanno visto le persone della Rete Commerciale impegnate in un
importante processo di assessment e di valutazione delle competenze.
Si è trattato di una innovativa attività per il nostro Gruppo che ha permesso in
e delle risorse umane.
Concretamente quali sono i comportamenti da attuare perché il nuovo modo di
fare banca funzioni?
La forza del cambiamento si fonderà sulla capacità di costruire “squadre” che
Quali progetti si concretizzeranno nel 2013?
La riorganizzazione delle strutture centrali: migliorando le funzioni di servizio della Sede,
LEGGI TUTTO
122
INGREDIENTI
PREPARAZIONE
•
•
•
•
•
Mescolate la voglia di fare e l’entusiasmo in incontri periodici. Aggiungete la
collaborazione del Marketing, delle società prodotto, degli specialisti crm e della
Direzione Mercato. Raccogliete gli ingredienti, studiate e preparate la ricetta per
poi servirla a luglio.
Entusiasmo.
Voglia di fare e condividere esperienze e strategie.
6 distretti, 2 distaccamenti e le Aree Commerciali.
4 team formati da 6 gestori coordinati da un tutor.
Incontri periodici.
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•as usual, the promotion of health initiatives, such as visits to
specialists at hospitals with which we have special arrangements;
• adaptation of workstations of colleagues belonging to protected
categories;
• support and advice to employees through individual interviews
with psychologists. In more complicated situations, the employee's
family and the medical facilities in the area were also involved.
Work continued as part of the "Parliamo di rapine" ("Let's talk
about bank robberies") initiative, addressed to all Group companies.
This consisted of an initial collection of information by the Security
and Prevention function on the frequency of such events and a
subsequent investigation by BPM psychologists.
During the year, 107 employees were involved in robberies, 22 of
whom were then interviewed individually by telephone or at their
branch. Two debriefings were also carried out with 12 employees.
Lastly, the annual meeting of the Committee for the Health and
Safety of Workers, which represents the entire workforce, took place
and was attended by the people established by law: Employee
Safety Representatives and the Employer (or someone delegated
by the employer)24; the Head of Prevention and Protection, the
Company Doctor25.
Number of people who used the psychological support service
Banca Popolare di Milano
Banca di Legnano (*)
TOTAL
2012
2011
2010
128
129
107
3
6
5
131
135
112
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Compliance with the rules on health and safety in the workplace.
BPM Agreement of 04/05/2010; Banca di Legnano agreements of 13/07/2010 and 27/07/2010.
No new agreement was signed in 2012.
24
At BPM, the Employer (i.e. the Managing Director/CEO) delegated a Manager in charge, who
in turn sub-delegated specific skills (to the Human Resources, Information Technology, Purchasing
and Property Departments).
25
Banca di Legnano's annual meeting was also attended by the Personnel and Internal Audit
Departments.
22
23
137
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LA8, LA15, HR4
Diversity in the BPM Group
Gender:
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139
GENDER ORGANISATION
:HFRQWLQXHGRXUFRPPLWPHQWWRWKH"Gender Organisation"SURMHFWIXQGHGE\
WKH0LQLVWU\RI/DERXUDQG6RFLDO3ROLF\DQGVXSSRUWHGE\WKH3URYLQFHRI0LODQ7KH
DLPRIWKHSURMHFWLVWKHLQFOXVLRQRIDJHQGHUYLHZLQEXVLQHVVSURFHVVHVLQRUGHUWR
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RSWLPL]LQJWKHPDQDJHPHQWRIKXPDQUHVRXUFHV
Table 1: % of female staff at the Group's commercial banks
2010
2011
2012
AGE DIFFERENCES: ACTIVE AGEING LABORATORY
%DQFD3RSRODUHGL0LODQRWDNHVSDUWLQWKH"Active Ageing"ODERUDWRU\VSRQVRUHG
E\)RQGD]LRQH6RGDOLWDVIRUWKHSURPRWLRQRIDJHPDQDJHPHQWPRGHOVWKHVHDUFK
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Table 2: % distribution by age bracket in the Group's commercial banks
2010
2011
2012
Less than 30 years old
2010
2011
2012
From 30 to 50 years old
2010
2011
2012
Over 50 years old
OTHER ABILITIES
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140
2013 edition of the “Diversitalavoro” conference
It is worth noting that early this year BPM was awarded the Diversity & Inclusion Award 2013.
ENHANCEMENT OF PARENTING: THE GARDEN OF BEZ
During the year, the meetings organised by BPM's nursery, The Garden of Bez, and the Summer in the
City initiative, the campus for children aged 3 to 5 years, were extended to colleagues in the Group.
In May, at the Bezzi auditorium, a conference on "Children and food - food as a source of relationships,
discoveries and pleasures" was organised by the entity that runs The Garden of Bez with the
patronage of the Lombardy Region and of the ASL on a topic of current and future interest (Expo
2015). The meeting was attended by renowned speakers in paediatrics, nutrition and psychology;
there were about 70 participants, with a target of parents with children aged between 0 and 6 and
educators also from other services.
M
Figures and ratios pages 209-224
141
SUPPLIERS
GOODS AND SERVICES: MORE
AND MORE A QUALITY RELATIONSHIP
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143
GRI HR2
MISSION AND GUIDELINES
OF THE CENTRAL BUYING SERVICE
Transparency and equity in the selection process
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144
RELATIONSHIP WITH SUPPLIERS
GRI EC6, HR2,
4.16, 4.17
At the end of 2012 the Group had 2,700 suppliers, of whom 1,900 are recorded
in the Buying Office's Register. Almost all (95%) of the suppliers are based in
Italy, which reflects the Group's territoriality.
The objective of the Buying Office is to obtain the best market conditions
for a certain quality when buying goods and services, while respecting all
company rules and regulations, optimising the time it takes to complete the
procurement process.
In managing relationships with suppliers, since 2010 the Buying Office has
been using an electronic platform which promotes interaction with the
market, allowing it to get in touch with a large and growing number of
suppliers. Other procedures are used to perform checks on the Register and
the registration of contracts, while goods and services supplied are checked
after the event by consultation with the users.
Our traditional policies governing relationships with suppliers continue
in a logic of mutual cooperation which is beneficial to both parties: their
suggestions, with the assistance that the Buying Office gives to small suppliers,
have allowed us to refine our procurement systems and procedures.
The standard contract contains a clause that requires suppliers to know and
comply with the provisions of Legislative Decree 231/01, also with reference
to the Group's Code of Ethics. And, as usual, a self-certification is required to
declare compliance with current legislation on environmental and health
and safety issues, subject to verification and renewable each year. All of
the contracts signed with operational suppliers, with the exception of a few
foreign ones, include the above clauses.
The relationship with suppliers is managed in compliance with the guidelines
laid down in the SIRF Project (Sostenibilità e Integrità nei Rapporti con i
Fornitori or Sustainability and Integrity in Relations with Suppliers) which Banca
Popolare di Milano signed up for in the past, which requires fairness in all
dealings based on a relationship of mutual satisfaction.
M
Figures and ratios pages 225-227
145
1
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COMMUNITY
146
TO MEET THE NEEDS OF THE
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147
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DONATIONS & GIFTS AND SPONSORSHIPS
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150
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Lezioni di storia. La storia nell’arte: ingresso a uno degli incontri presso la Basilica Santa Maria delle Grazie a Milano
153
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• During the past year, ProFamily continued to pursue its goal of becoming
a point of reference for business journalists on the subject of credit
to households, activating several collaborations with major financial
publications and a television station. We also established a special
relationship with a number of journalists in order to be consulted for articles
and columns related to the field.
Among the events of 2012, worth mentioning once again is the initiative
on Tele Lombardia, where during a programme devoted to cars and
engines, the CEO of ProFamily, in six episodes of this series, treated in a
simple and direct way the different topics related to consumer credit, in
line with the long-term goal of creating specialist sections on this subject,
to inform and guide the consumer in the complex rules and regulations
governing this sector.
Lastly, when opening new branches, a specially packaged press kit was
delivered to all local editors, giving statistical data on consumer credit in
the region. At the same time, the CEO, Market Manager or Distribution
Manager made themselves available to the journalists present for
comments, which were them reported in articles published in the local
newspapers over the next few days.
•In Banca Akros, the policy and general commitments in terms of
communication are regulated in a document entitled "Duties and
responsibilities of external communication" the purpose of which is to
direct, supervise and coordinate the Bank's communications with the
media carried out either directly or through media relations agencies.
We are in daily contact with the media, whether it is with local and
national print journalists, radio-television editors, private networks and the
web to take part in programmes that provide information and analysis on
economics and finance.
During 2012, there was a steady trend of requests to Banca Akros from the
media for information and insights on topics related to the economic and
financial crisis.
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Figures and ratios pages 228-229
173
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1HWDGMXVWPHQWVWRUHFRYHULHVRQLQWDQJLEOHDVVHWV
3URÀWVORVVHVRQLQYHVWPHQWVLQDVVRFLDWHVDQGFRPSDQLHVVXEMHFWWR
MRLQWFRQWUROIRUZULWHGRZQVUHYDOXDWLRQVDGMXVWPHQWVIRULPSDLUPHQW
ZULWHEDFNVRWKHUFKDUJHVDQGLQFRPH
9DOXDWLRQGLIIHUHQFHVRQSURSHUW\HTXLSPHQW
DQGLQWDQJLEOHDVVHWVPHDVXUHGDWIDLUYDOXH
²
²
²
*RRGZLOOLPSDLUPHQW
7D[HVRQLQFRPHIURPFRQWLQXLQJRSHUDWLRQV
3URÀWDOORFDWHGWRUHVHUYHV
-218,398
-189,777
-28,621
15.1%
C. TOTAL ECONOMIC VALUE RETAINED (WITHDRAWN) C = A - B
196
2012
CUSTOMERS
1%WKLVDSSOLHVWRDOORIWKHWDEOHV
:KHUHWKHUHLVQRWUHQGWKHWDEOHVUHODWHWR7KHÀJXUHVIRUKDYHEHHQ
UHVWDWHG IROORZLQJ WKH PHUJHU RI &DVVD GL 5LVSDUPLR GL $OHVVDQGULD ZLWK %DQFD GL
/HJQDQRZKLFKZDVFRPSOHWHGLQ)HEUXDU\
&RPPRQFXVWRPHUVDUHVKRZQXQGHUHDFKEDQN
7KHQXPEHUH[FOXGHVRFDOOHGDQRPDORXVFXVWRPHUVHJGRXEWIXODQGSURWHVWHG
DQGHPSOR\HHVRUH[HPSOR\HHSHQVLRQHUVZKRRQO\KDYHDVLQJOHDFFRXQWDWWKH
ZLQGRZVUHVHUYHGIRUWKHVWDII
GRI FS6
Total number of customers: trend
2012
2011
2010
1,392,851
1,386,401
1,376,596
%DQFD3RSRODUHGL0LODQR
%DQFDGL/HJQDQR
:H%DQN
$IÀOLDWHVZLWKVSHFLDOLVWVNLOOVRIZKLFK
116,892
54,773
3,655
QG
1,509,743
1,441,174
1,380,251
Commercial banks, of which:
%DQFD3RSRODUHGL0DQWRYD
%DQFD$NURV
3UR)DPLO\
Total
7KHÀJXUHVRI:H%DQNLQFOXGHFXVWRPHUVWKDWFDPHIURPWKHPHUJHUZLWK:H7UDGH
Type of Customers
Total
Individuals
Companies
Amount
%
Amount
%
1,392,851
1,236,227
88.8%
156,624
11.2%
%DQFD3RSRODUHGL0LODQR
%DQFDGL/HJQDQR
:H%DQN
$IÀOLDWHVZLWKVSHFLDOLVWVNLOOVRIZKLFK
116,892
113,698
97.3%
3,194
2.7%
1,509,743
1,349,925
89.4%
159,818
10.6%
Commercial banks, of which:
%DQFD3RSRODUHGL0DQWRYD
%DQFD$NURV
3UR)DPLO\
Total
7KHLWHP2WKHUDGPLQLVWUDWLYHH[SHQVHVGRQDWLRQVLQFOXGHVWKHDPRXQWVKRZQLQWKH&RQVROLGDWHG)LQDQFLDO
6WDWHPHQWVXQGHUFKDULW\ LQ 7DEOH 2WKHUDGPLQLVWUDWLYH H[SHQVHV LQ VHFWLRQ& RIWKHH[SODQDWRU\QRWHV
ZKLFK DOVR LQFOXGHV WKH DPRXQW DSSURYHG E\ WKH 0DQDJHPHQW %RDUG SXUVXDQW WR DUW RI WKH $UWLFOHV RI
$VVRFLDWLRQWREHDOORFDWHGWRWKHFKDULW\DQGVRFLDOIXQG
197
Geographical distribution
Lombardia
Piemonte
Emilia
Romagna
Lazio
Puglia
Rest of
Italiy
Commercial banks,
of which:
64.2%
8.5%
3.4%
10.3%
9.3%
4.3%
%DQFD3RSRODUH
GL0LODQR
%DQFDGL/HJQDQR
:H%DQN
$IÀOLDWHVZLWKVSHFLDOLVW
skills, of which:
39.2%
5.0%
13.6%
9.4%
4.8%
28.1%
%DQFD$NURV
3UR)DPLO\
Total
62.2%
8.2%
4.2%
10.2%
8.9%
6.2%
%DQFD3RSRODUH
GL0DQWRYD
INDIVIDUAL CUSTOMERS
% Breakdown by gender
198
Women
Men
Commercial banks, of which:
49.7%
50.3%
%DQFD3RSRODUHGL0LODQR
%DQFDGL/HJQDQR
%DQFD3RSRODUHGL0DQWRYD
:H%DQN
$IÀOLDWHVZLWKVSHFLDOLVWVNLOOVRIZKLFK
36.6%
63.4%
%DQFD$NURV
3UR)DPLO\
Total
48.6%
51.4%
Average age: trend
2012
2011
2010
Commercial banks, of which:
53.8
53.5
53.3
%DQFD3RSRODUHGL0LODQR
%DQFDGL/HJQDQR
%DQFD3RSRODUHGL0DQWRYD
:H%DQN
$IÀOLDWHVZLWKVSHFLDOLVWVNLOOVRIZKLFK
46.6
45.6
63.0
%DQFD$NURV
3UR)DPLO\
QG
Total
53.2
53.2
53.3
Average age and % distribution by age bracket
Average
age
Younger
than
18 years old
From 19
to 25 years
old
From 26
to 45 years
old
From 46
to 65 years
old
Over
65 years
old
Commercial banks of which:
53.8
0.8%
3.5%
31.3%
37.3%
27.0%
%DQFD3RSRODUHGL0LODQR
%DQFDGL/HJQDQR
%DQFD3RSRODUHGL0DQWRYD
:H%DQN
$IÀOLDWHVZLWKVSHFLDOLVWVNLOOV
of which:
46.6
0.0%
5.2%
42.9%
42.9%
9.0%
%DQFD$NURV
3UR)DPLO\
Total
53.2
0.7%
3.7%
32.3%
37.8%
25.5%
Average period of relationship: trend
2012
2011
2010
Commercial banks, of which:
15.1
15.1
14.4
%DQFD3RSRODUHGL0LODQR
%DQFDGL/HJQDQR
%DQFD3RSRODUHGL0DQWRYD
:H%DQN
$IÀOLDWHVZLWKVSHFLDOLVWVNLOOVRIZKLFK
0.9
1.3
6.0
%DQFD$NURV
3UR)DPLO\
QG
13.9
14.5
14.4
Total
199
Average age and % distribution by age bracket
Average
period of
relationship
<1 year
1-5 years
6-10 years
Over
10 years
Commercial banks, of which:
15.1
5.3%
17.5%
12.1%
65.1%
%DQFD3RSRODUHGL0LODQR
%DQFDGL/HJQDQR
%DQFD3RSRODUHGL0DQWRYD
:H%DQN
$IÀOLDWHVZLWKVSHFLDOLVWVNLOOV
of which:
0.9
66.6%
32.4%
0.3%
0.6%
%DQFD$NURV
3UR)DPLO\
13.9
10.4%
18.8%
11.1%
59.7%
Total
Foreign customers
Total
Eastern
Europe
Rest of
Europe
Africa
Asia
South
America
Rest of
the world
Commercial
banks,
of which:
50,330
36.0%
6.0%
18.5%
21.5%
15.0%
2.9%
%DQFD3RSRODUH
GL0LODQR
:H%DQN
$IÀOLDWHVZLWK
specialist skills,
of which:
7,788
43.7%
1.9%
18.2%
18.5%
17.4%
0.3%
58,118
37.0%
5.5%
18.5%
21.1%
15.3%
2.6%
%DQFD
GL/HJQDQR
%DQFD3RSRODUH
GL0DQWRYD
%DQFD$NURV
3UR)DPLO\
Total
200
CORPORATE CUSTOMERS
% Breakdown by size
Total
Small
businesses
Commercial banks, of which:
156,624
92.0%
7.2%
0.2%
0.6%
%DQFD3RSRODUHGL0LODQR
$IÀOLDWHVZLWKVSHFLDOLVWVNLOOVRIZKLFK
3,194
94.6%
1.1%
3.4%
0.9%
%DQFD$NURV
3UR)DPLO\
159,818
92.0%
7.1%
0.3%
0.6%
%DQFDGL/HJQDQR
%DQFD3RSRODUHGL0DQWRYD
:H%DQN
Total
MediumLarge
sized enterprises Other (*)
enterprises
7KLVLQFOXGHV*RYHUQPHQWVDQGÀQDQFLDOLQVWLWXWLRQV
Small businesses: % distribution by economic sector
Total Agricolture
Commercial
banks,
of which:
Industry
Skilled
Services
trades
Commerce
Other
144,040
3.4%
14.1%
19.8%
24.9%
14.3%
23.4%
%DQFD3RSRODUH
GL0LODQR
%DQFD
GL/HJQDQR
$IÀOLDWHVZLWK
specialist skills,
of which:
1,327
0.0%
10.6%
0.0%
88.0%
0.0%
1.4%
%DQFD$NURV
145,367
3.4%
14.1%
19.6%
25.5%
14.2%
23.2%
%DQFD3RSRODUH
GL0DQWRYD
:H%DQN
Total
201
Average period of relationship: trend
2012
2011
2010
9.9
9.7
9.2
%DQFD3RSRODUHGL0LODQR
%DQFDGL/HJQDQR
%DQFD3RSRODUHGL0DQWRYD
:H%DQN
$IÀOLDWHVZLWKVSHFLDOLVWVNLOOVRIZKLFK
4.3
7.0
7.0
%DQFD$NURV
3UR)DPLO\
QG
QG
Total
9.8
9.6
9.2
Commercial banks, of which:
Length of relationship and % distribution by age bracket
Average
period of
relationship
< 1 year
1-5 years
6-10 years
Over
10 years
9.9
9.0%
28.7%
22.5%
39.7%
%DQFD3RSRODUHGL0LODQR
%DQFDGL/HJQDQR
%DQFD3RSRODUHGL0DQWRYD
:H%DQN
$IÀOLDWHVZLWKVSHFLDOLVWVNLOOV
of which:
4.3
39.0%
33.1%
9.6%
18.3%
%DQFD$NURV
3UR)DPLO\
Total
9.8
9.6%
28.8%
22.3%
39.3%
Commercial banks, of which:
LISTENING
Results of Customer Satisfaction Banca Popolare di Milano (NSI*)
202
2012
2011
2010
System 2012**
,QGLYLGXDOV
,QGLYLGXDOV²PDVV
,QGLYLGXDOV²DIÁXHQW
3ULYDWHEDQNLQJFXVWRPHUV
QG
6PDOO%XVLQHVVHV
7KH16,1HW6DWLVIDFWLRQ,QGLFDWRULVFDOFXODWHGDVWKHGLIIHUHQFHEHWZHHQWKHSHUFHQWDJHRIFXVWRPHUVZKR
YRWHGWRPRVWVDWLVÀHGDQGWKRVHZKRYRWHGWROHDVWVDWLVÀHG
$GKRFEHQFKPDUNVXUYH\VZLWKLQWHUYLHZVFRQGXFWHGLQWKHDUHDVZKHUHWKH%30*URXSRSHUDWHV,WDOLDQ
DGXOWSRSXODWLRQZLWKEDQNDFFRXQWVDQG,WDOLDQFRPSDQLHVZLWKDWXUQRYHURIXSWRPLOOLRQHXUR
0DVV FXVWRPHUV ZLWK ÀQDQFLDO DVVHWV ORZHU WKDQ WKRXVDQG HXUR DQG $IÁXHQW FXVWRPHUV ZLWK ÀQDQFLDO
DVVHWVEHWZHHQWKRXVDQGDQGWKRXVDQGHXUR
HANDLING OF COMPLAINTS
Complaints received: trend
2012
2011
2010
Commercial banks, of which:
3,987
4,050
2,859
%DQFD3RSRODUHGL0LODQR
55
89
–
²
QG
4,042
4,139
2,859
%DQFDGL/HJQDQR
%DQFD3RSRODUHGL0DQWRYD
:H%DQN
$IÀOLDWHVZLWKVSHFLDOLVWVNLOOVRIZKLFK
%DQFD$NURV
3UR)DPLO\
Total
Type of complaints received
Total
Current
accounts
and services
Credit
Saving
Other
Commercial banks, of which:
3,987
1,810
302
1,711
164
%DQFD3RSRODUHGL0LODQR
55
–
52
–
3
²
²
²
²
²
²
4,042
1,810
354
1,711
167
%DQFDGL/HJQDQR
%DQFD3RSRODUHGL0DQWRYD
:H%DQN
$IÀOLDWHVZLWKVSHFLDOLVWVNLOOVRIZKLFK
%DQFD$NURV
3UR)DPLO\
Total
203
Complaints handled
Total
Accepted
Partially
accepted
Rejected
Commercial banks, of which:
3,720
931
393
2,396
%DQFD3RSRODUHGL0LODQR
55
28
2
25
²
²
3,775
959
395
2,421
%DQFDGL/HJQDQR
%DQFD3RSRODUHGL0DQWRYD
:H%DQN
$IÀOLDWHVZLWKVSHFLDOLVWVNLOOV
of which:
%DQFD$NURV
3UR)DPLO\
Total
FUNDS OF ETICA SGR
Number of customers with ethical funds: trend
2012
2011
2010
Commercial banks, of which:
7,863
5,227
4,736
%DQFD3RSRODUHGL0LODQR
%DQFDGL/HJQDQR
%DQFD3RSRODUHGL0DQWRYD
:H%DQN
Contribution of the BPM Group to assets managed by Etica SGR: trend
204
Assets under management LQPLOOLRQVRI(XUR
2012
2011
2010
(WLFD6*5
RIZKLFK%30*URXS
*URXS
ONLINE CHANNELS
)LJXUHVUHODWHGRQO\WRWKH&RPPHUFLDO%DQNV
On-line operations: 2012
Total
Individuals
Companies
$FWLYHFXVWRPHUVDVSHUFHQWDJHRIWRWDO
5HTXHVWVIRULQIRUPDWLRQ
FXUUHQWDFFRXQWEDODQFHPRYHPHQWV
RXWFRPHRILQVWUXFWLRQVHWF
1RRIEDQNLQJLQVWUXFWLRQV
2012
2011
2010
$FWLYHFXVWRPHUVDVSHUFHQWDJHRIWRWDO
5HTXHVWVIRULQIRUPDWLRQ
FXUUHQWDFFRXQWEDODQFHPRYHPHQWV
RXWFRPHRILQVWUXFWLRQVHWF
1RRIEDQNLQJLQVWUXFWLRQV
1RRIRQOLQHFXVWRPHUV
1RRIQHZFXVWRPHUV
7RWDOYLVLWVSHU\HDU
$FWLYHFXVWRPHUVDWHQGRI\HDU
Trend of online transactions
1RRIRQOLQHFXVWRPHUV
1RRIQHZFXVWRPHUV
7RWDOYLVLWVSHU\HDU
$FWLYHFXVWRPHUVDWHQGRI\HDU
205
MEMBERS AND SHAREHOLDERS
7KHÀJXUHVIRUVKDUHFDSLWDODUHEDVHGRQLQIRUPDWLRQDYDLODEOHWRWKH%DQNLQWKH
DEVHQFHRIFRUSRUDWHWUDQVDFWLRQVGXULQJ
Composition of share capital at 31 December 2012
Total Shareholders
Members
Non-Members
:RPHQ
0HQ
1RRILQGLYLGXDOV
1RRIOHJDOHQWLWLHV
Total
Individuals:
$YHUDJHDJH
$YHUDJHSHULRG\HDUVLQFOXVLRQ
LQWKH5HJLVWHURI0HPEHUV
Composition of share capital at 31 December 2012
Total shareholders
of which members
of which non-member
shareholders
Number of
shareholders
Shares
owned
Number of
members
Shares
owned
Number
of nonmember
shareholders
,QVWLWXWLRQDOLQYHVWRUV
/DUJH0HPEHUV
6KDUHKROGHUV
114,215
3,229,621,379
55,662
709,417,903
58,553
2,520,203,476
%30HPSOR\HHV
*URXSHPSOR\HHV
&XVWRPHUV
6WUDWHJLFSDUWQHUV
2WKHU
Total
Shares
owned
,QFOXGLQJPLQRUFKLOGUHQ
,QGLYLGXDOVDQGOHJDOHQWLWLHVQRWDOUHDG\LQFOXGHGLQRWKHUFDWHJRULHV
4XDOLÀHGRSHUDWRUVLQVXUDQFHFRPSDQLHVEDQNVWUXVWFRPSDQLHVHWFDQG8&,76IXQGVSHQVLRQIXQGVDQGVLFDYV
+ROGHUVRIDWOHDVWVKDUHVQRWLQFOXGLQJLQVWLWXWLRQDOLQYHVWRUV
,QFOXGHV3DUWQHU0HPEHUVEHORQJLQJWRWKH&0&,&*URXSZKLFKKDGQRWDSSOLHGWREHFRPHPHPEHUVDV
RI'HFHPEHU
206
Shareholders and share capital: trend
2012
2011
2010
Number of
shareholders
Shares
owned
Number of
shareholders
Shares
owned
Number of
shareholders
Shares
owned
0HPEHUV
1RQ0HPEHUV
114,215
3,229,620,569
112,515
3,229,621,379
97,099
415,055,195
Total
Composition of foreign shareholders: trend
2012
2011
2010
Number of
shareholders
Shares
owned
Number of
shareholders
Shares
owned
Number of
shareholders
Shares
owned
2WKHUTXDOLÀHG
RSHUDWRUV
Total
80
1,051,104,982
76
1,007,231,703
180
134,189,653
)XQGV
3HQVLRQIXQGV
Geographical distribution of members and shareholders at 31 December
Total shareholders
of which members
of which non-member
shareholders
Number of
shareholders
Shares
owned
Number of
members
Shares
owned
Number
of nonmember
shareholders
Shares
owned
&LW\DQG3URYLQFH
RI0LODQ
/RPEDUGLD
/D]LR
3XJOLD
(PLOLD5RPDJQD
3LHPRQWH
114,215
3,229,621,379
55,662
709,417,903
58,553
2,520,203,476
2WKHUUHJLRQV
DQGDEURDG
Total
207
Number of membership admissions and cancellations/forfeitures: trend
2012
2011
2010
$SSOLFDWLRQVUHMHFWHG
²
²
'HFHDVHGPHPEHUV
0HPEHUVH[FOXGHG
0HPEHUVDGPLWWHGUHDGPLWWHG
)RU´EUHDFKRIFRQWUDFWXDOREOLJDWLRQVWRWKH%DQNDQGWKHFRPSOHWHORVVRIVKDUHRZQHUVKLS
DUWRIWKH$UWLFOHVRI$VVRFLDWLRQ
Coverage by analysts at December 2012
2012
2011
2010
121
467
315
%30
V5HJLVWHUHG2IÀFH
%DQNLQJFRQIHUHQFHURDGVKRZ
3UHVHQWDWLRQVWRWKHÀQDQFLDO
community and conference calls:
202
491
487
%30
V5HJLVWHUHG2IÀFH
323
958
802
Meetings with individual investors
and small groups:
%DQNLQJFRQIHUHQFHURDGVKRZ
Total
Coverage by analysts at December 2012
%DQFD,0,
*ROGPDQ6DFKV
0HGLREDQFD
Citi
+6%&
0HUULOO/\QFK
'HXWVFKH%DQN
ICBPI
0RUJDQ6WDQOH\
(TXLWD6,0
,QWHUPRQWH
1RPXUD
([DQH%13
KBW
)LGHQWLLV
.HSOHU
Opinions expressed by analysts: trend
208
2012
2011
2010
+ROG
6HOO
$GG
PERSONNEL
1%
7KH V\VWHP ÀJXUHV UHODWH WR DQG ZHUH WDNHQ IURP WKH 3HUVRQQHO 6WDWLVWLFV UHSRUW
SUHSDUHGE\$%,
$OO WKH WDEOHV EHORZ UHIHU WR WKH DJJUHJDWH QXPEHU RI HPSOR\HHV RI WKH PDLQ
*URXSFRPSDQLHV
Total employees: trend
2012
2011
2010
Commercial banks, of which:
7,793
7,908
7,926
%DQFD3RSRODUHGL0LODQR
%DQFDGL/HJQDQR
:H%DQN
$IÀOLDWHVZLWKVSHFLDOLVWVNLOOVRIZKLFK
376
373
349
%DQFD$NURV
3UR)DPLO\
8,169
8,281
8,275
%DQFD3RSRODUHGL0DQWRYD
Total
GRI LA1
Breakdown of personnel
Employees
Workforce (a)
Other personnel (b)
Commercial banks, of which:
7,793
7,790
68
%DQFD3RSRODUHGL0LODQR
%DQFDGL/HJQDQR
:H%DQN
$IÀOLDWHVZLWKVSHFLDOLVWVNLOOVRIZKLFK
433
436
18
%DQFD$NURV
3UR)DPLO\
Total
8,226
8,226
86
Average (**)
7,764
%DQFD3RSRODUHGL0DQWRYD
2WKHU*URXSFRPSDQLHV
D7KLVLQFOXGHVVWDIIRQVHFRQGPHQW
E7KLVLQFOXGHVVWDIIZLWKSURMHFWUHODWHGDQGRWKHUW\SHVRIFRQWUDFW
7KLVLQFOXGHVVHFRQGPHQWVWRFRPSDQLHVRXWVLGHWKH*URXS
7KH DYHUDJH QXPEHU LV FDOFXODWHG DV WKH ZHLJKWHG DYHUDJH QXPEHU RI HPSOR\HHV ZKHUH WKH ZHLJKWLQJ LV
JLYHQE\WKHQXPEHURIPRQWKVZRUNHGGXULQJWKH\HDU3DUWWLPHHPSOR\HHVDUHFRQYHQWLRQDOO\FRQVLGHUHGDW
209
Breakdown by type of contract: part-time contract trend
2012
2011
Total
Women
number
Commercial
banks,
of which:
Men
2010
Total
Women
number
Men
Total
Women
number
Men
1,074
96.1%
3.9%
1,092
96.4%
3.6%
1,079
96.4%
3.6%
%DQFD
3RSRODUH
GL0LODQR
%DQFD
GL/HJQDQR
%DQFD
3RSRODUH
GL0DQWRYD
:H%DQN
$IÀOLDWHVZLWK
specialist skills,
of which:
27
96.3%
3.7%
29
96.6%
3.4%
27
96.3%
3.7%
%DQFD$NURV
²
²
²
96.4%
3.6%
1,106
96.4%
3.6%
93.7%
6.3%
93.4%
6.6%
3UR)DPLO\
Total
1,101
System
96.1%
3.9%
94.3%
5.7%
1,121
Breakdown by structure
210
+HDGRIÀFH
Network
Commercial banks, of which:
29.2%
70.8%
%DQFD3RSRODUHGL0LODQR
%DQFDGL/HJQDQR
%DQFD3RSRODUHGL0DQWRYD
:H%DQN
$IÀOLDWHVZLWKVSHFLDOLVWVNLOOVRIZKLFK
84.8%
15.2%
%DQFD$NURV
3UR)DPLO\
Total
31.8%
68.2%
Breakdown by gender: trend
2012
Women
2011
Men Women
2010
Men
Women
Men
Commercial banks, of which:
47.2%
52.8%
46.8%
53.2%
46.1%
53.9%
%DQFD3RSRODUHGL0LODQR
%DQFDGL/HJQDQR
%DQFD3RSRODUHGL0DQWRYD
:H%DQN
$IÀOLDWHVZLWKVSHFLDOLVWVNLOOV
of which:
32.7%
67.3%
32.7%
67.3%
34.7%
65.3%
%DQFD$NURV
3UR)DPLO\
²
²
Total
46.5%
53.5%
46.1%
53.9%
45.7%
54.3%
System
43.6%
56.4%
43.1%
56.9%
42.7%
57.3%
Geographical breakdown
Total
Women
Men
0LODQDQG3URYLQFHRI0LODQ
5HVWRI/RPEDUG\
/D]LR
3XJOLD
2WKHU
8,169
46.5%
53.5%
3LHPRQWH
/LJXULD
(PLOLD5RPDJQD
7RVFDQD
Total
211
Average period of service: trend
2012
2011
2010
Commercial banks, of which:
15.7
14.8
16.5
%DQFD3RSRODUHGL0LODQR
%DQFDGL/HJQDQR
%DQFD3RSRODUHGL0DQWRYD
:H%DQN
$IÀOLDWHVZLWKVSHFLDOLVWVNLOOVRIZKLFK
8.3
7.9
9.2
²
15.3
14.5
16.4
%DQFD$NURV
3UR)DPLO\
Total
Average period of service
Total
From 0 to
10 years
From 11 to
20 years
From 21 to
30 years
Over 30
years
Commercial banks, of which:
15.7
35.3%
32.1%
20.4%
12.2%
%DQFD3RSRODUHGL0LODQR
%DQFDGL/HJQDQR
%DQFD3RSRODUHGL0DQWRYD
²
²
:H%DQN
²
²
$IÀOLDWHVZLWKVSHFLDOLVWVNLOOV
of which:
8.3
56.4%
40.7%
2.7%
0.3%
²
²
²
15.3
36.3%
32.5%
19.6%
11.6%
%DQFD$NURV
3UR)DPLO\
Total
212
GRI LA2
TURNOVER: breakdown by gender
New hires
Resignations
Total
Women
Men
Total
Women
Men
Commercial banks, of which:
37
43.2%
56.8%
151
23.2%
76.8%
%DQFD3RSRODUHGL0LODQR
%DQFDGL/HJQDQR
²
²
²
%DQFD3RSRODUHGL0DQWRYD
²
²
²
:H%DQN
$IÀOLDWHVZLWKVSHFLDOLVWVNLOOV
of which:
6
16.7%
83.3%
11
18.2%
81.8%
%DQFD$NURV
3UR)DPLO\
43
39.5%
60.5%
162
22.8%
77.2%
Total
1HZKLUHVDQGUHVLJQDWLRQVH[FOXGHWUDQVIHUVZLWKLQWKH*URXS
New hires: breakdown by type
Total
new
hires
Temps
Apprenticeship
Children
of former
employees
Specialists
Other
types
Commercial
banks,
of which:
37
13.5%
0.0%
35.1%
29.7%
21.6%
%DQFD3RSRODUH
GL0LODQR
%DQFDGL/HJQDQR
²
²
²
²
²
²
%DQFD3RSRODUH
GL0DQWRYD
²
²
²
²
²
²
:H%DQN
$IÀOLDWHVZLWK
specialist skills,
of which:
6
50.0%
0.0%
0.0%
50.0%
0.0%
%DQFD$NURV
3UR)DPLO\
43
18.6%
0.0%
30.2%
32.6%
18.6%
Total
213
New hires: breakdown by age and category
Age
Total
new
hires
Type
Less
From Beyond
than 30 30 to 50 50 years Managers
years old years old
2IÀFLDOV
Professional
areas
Commercial banks,
of which:
37
35.1%
62.2%
2.7%
21.6%
18.9%
59.5%
%DQFD3RSRODUH
GL0LODQR
%DQFDGL/HJQDQR
²
²
²
²
²
²
²
%DQFD3RSRODUH
GL0DQWRYD
²
²
²
²
²
²
²
:H%DQN
$IÀOLDWHVZLWKVSHFLDOLVW
skills, of which:
6
16.7%
83.3%
0.0%
0.0%
16.7%
83.3%
%DQFD$NURV
3UR)DPLO\
43
32.6%
65.1%
2.3%
18.6%
18.6%
62.8%
Total
New hires: geographical distribution
Milan
and Province
of Milan
Rest of
Lombardy
Piemonte
Other
Commercial banks, of which:
91.9%
8.1%
0.0%
0.0%
%DQFD3RSRODUHGL0LODQR
%DQFDGL/HJQDQR
²
²
²
²
%DQFD3RSRODUHGL0DQWRYD
²
²
²
²
66.7%
0.0%
0.0%
33.3%
3UR)DPLO\
Total
88.4%
7.0%
0.0%
4.7%
:H%DQN
$IÀOLDWHVZLWKVSHFLDOLVWVNLOOVRIZKLFK
%DQFD$NURV
214
Resignations: breakdown by type
Total
resignations
Layoffs/
Consensual
termination
Retirements
Solidarity
Fund
Resignations
Other
types
Commercial
banks,
of which:
151
10.6%
60.3%
0.0%
21.2%
7.9%
%DQFD3RSRODUH
GL0LODQR
%DQFDGL/HJQDQR
%DQFD3RSRODUH
GL0DQWRYD
:H%DQN
11
0.0%
0.0%
9.1%
72.7%
18.2%
%DQFD$NURV
3UR)DPLO\
162
9.9%
56.2%
0.6%
24.7%
8.6%
$IÀOLDWHVZLWK
specialist skills,
of which:
Total
Resignations: breakdown by age and category
Age
Total
new
hires
Type
Less
From Beyond
than 30 30 to 50 50 years Managers
years old years old
2IÀFLDOV
Professional
areas
Commercial banks,
of which:
151
2.6%
23.8%
73.5%
13.9%
51.7%
34.4%
%DQFD3RSRODUH
GL0LODQR
%DQFD3RSRODUH
GL0DQWRYD
:H%DQN
11
9.1%
72.7%
18.2%
9.1%
45.5%
45.5%
%DQFD$NURV
3UR)DPLO\
162
3.1%
27.2%
69.8%
13.6%
51.2%
35.2%
%DQFDGL/HJQDQR
$IÀOLDWHVZLWKVSHFLDOLVW
skills, of which:
Total
215
Resignations: geographical distribution
Milan
and Province
of Milan
Rest of
Lombardy
Piemonte
Other
Commercial banks, of which:
63.6%
12.6%
2.0%
21.9%
%DQFD3RSRODUHGL0LODQR
%DQFDGL/HJQDQR
:H%DQN
$IÀOLDWHVZLWKVSHFLDOLVWVNLOOVRIZKLFK
100.0%
0.0%
0.0%
0.0%
%DQFD$NURV
3UR)DPLO\
66.0%
11.7%
1.9%
20.4%
%DQFD3RSRODUHGL0DQWRYD
Total
GRI LA7
Accidents: trend
2012
2011
Total
Rate (*)
Total
Rate (*)
106
1.7%
100
1.7%
%DQFD3RSRODUHGL0LODQR
%DQFDGL/HJQDQR
%DQFD3RSRODUHGL0DQWRYD
²
²
:H%DQN
$IÀOLDWHVZLWKVSHFLDOLVWVNLOOVRIZKLFK
3
1.3%
–
0.0%
%DQFD$NURV
²
3UR)DPLO\
²
²
109
1.6%
100
1.7%
Commercial banks, of which:
Total
$FFLGHQWUDWHFDOFXODWHGDFFRUGLQJWR*5,WRWDOQRDFFLGHQWVWRWDOQRKRXUVZRUNHG
216
Commuting accidents
Other
Lazio
Liguria
Piemonte
Rest of
Lombardy
Milan
and Province
of Milan
Geographical area
Men
Women
Total
Gender
Commercial banks, of which:
73
32
41
35
17
5
2
13
1
%DQFD3RSRODUHGL0LODQR
%DQFDGL/HJQDQR
²
²
%DQFD3RSRODUHGL0DQWRYD
²
²
²
²
²
²
²
²
²
:H%DQN
²
²
²
²
²
$IÀOLDWHVZLWKVSHFLDOLVWVNLOOV
of which:
3
2
1
3
–
–
–
–
–
%DQFD$NURV
²
²
²
²
²
3UR)DPLO\
²
²
²
²
²
²
²
²
²
76
34
42
38
17
5
2
13
1
Total
Accidents during working hours
Other
Puglia
Lazio
Piemonte
Rest of
Lombardy
Milan
and Province
of Milan
Geographical area
Men
Women
Total
Gender
Commercial banks, of which:
33
19
14
20
6
3
2
1
1
%DQFD3RSRODUHGL0LODQR
%DQFDGL/HJQDQR
²
²
²
²
%DQFD3RSRODUHGL0DQWRYD
²
²
²
²
²
²
²
²
²
:H%DQN
²
²
²
²
²
²
$IÀOLDWHVZLWKVSHFLDOLVWVNLOOV
of which:
–
–
–
–
–
–
–
–
–
%DQFD$NURV
²
²
²
²
²
²
²
²
²
3UR)DPLO\
²
²
²
²
²
²
²
²
²
33
19
14
20
6
3
2
1
1
Total
217
Lost work days*
Geographical area
Piemonte
Liguria
Lazio
0.2%
1369
1363
1,349
587
134
119
510
7
26
%DQFD3RSRODUHGL
0LODQR
²
²
²
²
²
²
²
²
²
²
²
²
²
²
²
²
²
²
²
$IÀOLDWHVZLWK
specialist skills,
of which:
–
0.0%
–
–
–
–
–
–
–
–
–
%DQFD$NURV
²
²
²
²
²
²
²
²
²
²
3UR)DPLO\
²
²
²
²
²
²
²
²
²
²
2,732
0.2%
1,369
1,363
1,349
587
134
119
510
7
26
%DQFD3RSRODUHGL
0DQWRYD
:H%DQN
Total
Other
Total
%DQFD
GL/HJQDQR
Puglia
Men
2,732
Rest of
Lombardy
Women
Commercial
banks,
of which:
severity
rate**
Milan
and Province
of Milan
Gender
'D\VQRWZRUNHGEHFDXVHRIWKHHPSOR\HH
VLQDELOLW\WRSHUIRUPWKHLUXVXDOGXWLHVEHFDXVHRIDQDFFLGHQWDW
ZRUNRUDQRFFXSDWLRQDOGLVHDVH
7KHVHYHULW\UDWHLVFDOFXODWHGDVWKHUDWLRRIZRUNLQJGD\VORVWWRWRWDOZRUNLQJGD\V
Absences*
Puglia
Other
²
²
²
²
²
²
²
²
²
²
²
²
²
²
²
2.7%
1,035
1,218
2,136
–
9
–
42
–
66
²
²
²
²
²
²
²
²
²
139,429
7.8%
60,354
79,076 106,536 10,329
1,558
60 11,430
3,874
5,644
8.0%
59,319
77,858 104,401 10,329
%DQFD3RSRODUHGL
0LODQR
:H%DQN
$IÀOLDWHVZLWKVSHFLDOLVW
skills, of which:
2,252
%DQFD$NURV
%DQFD3RSRODUHGL
0DQWRYD
3UR)DPLO\
Total
Lazio
² 137,177
Piemonte
Rest of
Lombardy
Men
5,578
Women
3,874
Rate**
60 11,388
Total
1,549
Commercial banks,
of which:
%DQFDGL/HJQDQR
Liguria
Geographical area
Milan
and Province
of Milan
Gender
$QHPSOR\HH
VDEVHQFHIURPZRUNGXHWRDQ\NLQGRILQFDSDFLW\QRWRQO\UHODWHGWRGLVHDVHVRUDFFLGHQWVDW
ZRUN,WH[FOXGHVSHUPLWVDXWKRUL]HGDVKROLGD\VVWXG\PDWHUQLW\SDWHUQLW\OHDYHDQGSHUPLWVIRUIDPLO\UHDVRQV
FRPSDVVLRQDWHOHDYH,WPD\LQFOXGHVSDWUHDWPHQWVPLOLWDU\VHUYLFHRUVLPLODUSDLGWLPHRIIIRUSXEOLFGXWLHV
SHUPLWVDQGXQSDLGOHDYHIRUSXEOLFIXQFWLRQVGRQDWLQJEORRGWUDGHXQLRQOHDYHH[FOXGLQJFRXSRQSHUPLWV
SHUPLWVIRUPHHWLQJVSHUPLWVXQGHU/IRUWKHULJKWVRISHUVRQVZLWKGLVDELOLWLHVVHFXULW\SHUPLVVLRQVVWULNHV
7KHUDWHRIDEVHQFHLVFDOFXODWHGDVWKHUDWLRRIGD\VORVWWRWRWDOZRUNLQJGD\V
218
GRI LA13
Breakdown by contract
Women
Men
28
32
%DQFD3RSRODUH
GL0LODQR
:H%DQN
$IÀOLDWHVZLWK
specialist skills,
of which:
376
%DQFD$NURV
3UR)DPLO\
Total
Women
²
²
²
²
²
²
²
²
²
²
²
²
123
253
367
119
248
–
–
–
9
4
5
²
²
²
²
²
²
²
²
²
8,169 3,802 4,367 7,145 3,223 3,922
955
547
408
69
32
37
%DQFD3RSRODUH
GL0DQWRYD
Men
Total
60
Men
408
Women
547
Men
955
%DQFD
GL/HJQDQR
Total
Apprentices
7,793 3,679 4,114 6,778 3,104 3,674
Commercial
banks,
of which:
Women
Total
Temporary
contract
Total
Permanent
contract
Total employees
%/$SSUHQWLFHVLQFOXGHUHFUXLWPHQWFRQWUDFW
Average age: trend
2012
Total Women
2011
2010
Men
Total Women
Men
Total Women
Men
Commercial
banks,
of which:
44.0
42.7
45.1
42.8
41.2
44.2
42.8
41.3
44.1
%DQFD3RSRODUH
GL0LODQR
%DQFDGL/HJQDQR
%DQFD3RSRODUH
GL0DQWRYD
:H%DQN
$IÀOLDWHVZLWK
specialist skills,
of which:
41.4
40.4
41.9
40.8
39.5
41.2
41.2
39.9
41.9
%DQFD$NURV
3UR)DPLO\
²
²
²
Total
43.9
42.7
44.9
42.7
41.1
44.0
42.8
41.2
44.0
System
42.4
40.5
43.7
43.3
41.3
44.9
42.8
40.6
44.5
219
'LVWULEXWLRQE\TXDOLÀFDWLRQWUHQG
University degree and
post university degree
High school diploma
Middle school diploma
2012
2011
2012
2011
2012
2011
Commercial banks,
of which:
26.1%
25.8%
64.1%
64.4%
9.8%
9.8%
%DQFD3RSRODUH
GL0LODQR
%DQFDGL/HJQDQR
%DQFD3RSRODUH
GL0DQWRYD
:H%DQN
$IÀOLDWHVZLWKVSHFLDOLVW
skills, of which:
50.0%
49.3%
46.3%
46.9%
3.7%
3.8%
%DQFD$NURV
3UR)DPLO\
Total
27.2%
26.9%
63.3%
63.6%
9.5%
9.5%
System
35.3%
35.2%
57.5%
57.3%
7.2%
7.5%
'LVWULEXWLRQE\TXDOLÀFDWLRQ
University degree and
post university degree
Total Women
220
Men
High school diploma
Total Women
Men
Middle school diploma
Total Women
Men
Commercial
banks,
of which:
26.1%
28.9% 23.5% 64.1%
63.8% 64.4%
9.8%
7.3% 12.1%
%DQFD3RSRODUH
GL0LODQR
%DQFDGL/HJQDQR
%DQFD3RSRODUH
GL0DQWRYD
:H%DQN
$IÀOLDWHVZLWK
specialist skills,
of which:
50.0%
51.2% 49.4% 46.3%
43.9% 47.4%
3.7%
4.9%
3.2%
%DQFD$NURV
3UR)DPLO\
Total
27.2%
29.6% 25.0% 63.3%
63.1% 63.4%
9.5%
7.2% 11.6%
Distribution by age bracket: trend
2012
Less
From
than 30 30 to 50
years old years old
2011
Over 50
years old
Less
From
than 30 30 to 50
years old
years
Over 50
years old
Commercial banks, of which:
6.0%
65.0%
29.0%
7.5%
65.3%
27.2%
%DQFD3RSRODUHGL0LODQR
%DQFDGL/HJQDQR
%DQFD3RSRODUHGL0DQWRYD
:H%DQN
$IÀOLDWHVZLWKVSHFLDOLVWVNLOOV
of which:
6.9%
77.7%
15.4%
9.1%
76.9%
13.9%
%DQFD$NURV
Total
6.0%
65.6%
28.4%
7.6%
65.8%
26.6%
of which men
5.3%
61.2%
33.5%
6.8%
61.3%
31.8%
of which women
6.9%
70.7%
22.4%
8.4%
71.1%
20.5%
3UR)DPLO\
Distribution by level: trend
Managers
Other personnel
2IÀFLDOV
2012
2011
2012
2011
2012
2011
Commercial banks, of which:
1.8%
2.0%
37.3%
37.1%
60.9%
60.9%
%DQFD3RSRODUHGL0LODQR
%DQFDGL/HJQDQR
%DQFD3RSRODUHGL0DQWRYD
:H%DQN
$IÀOLDWHVZLWKVSHFLDOLVWVNLOOV
of which:
9.6%
9.7%
46.3%
46.9%
44.1%
43.4%
3UR)DPLO\
Total
2.2%
2.3%
37.7%
37.6%
60.1%
60.1%
System
2.4%
2.2%
39.5%
38.5%
58.1%
59.2%
%DQFD$NURV
221
Distribution by level
Managers
Other personnel
2IÀFLDOV
Total Women
Men
Commercial
banks,
of which:
1.8%
0.4%
3.1% 37.3%
26.3% 47.0% 60.9%
73.3% 49.8%
%DQFD3RSRODUH
GL0LODQR
%DQFDGL/HJQDQR
%DQFD3RSRODUH
GL0DQWRYD
:H%DQN
$IÀOLDWHVZLWK
specialist skills,
of which:
9.6%
2.4% 13.0% 46.3%
38.2% 50.2% 44.1%
59.3% 36.8%
%DQFD$NURV
Total Women
Men
Total Women
Men
3UR)DPLO\
Total
2.2%
0.5%
3.7% 37.7%
26.7% 47.2% 60.1%
72.8% 49.1%
System
2.4%
0.6%
3.7% 39.5%
28.9% 47.8% 58.1%
70.5% 48.5%
Protected categories
2012
Total
Women
Men
Total
Commercial banks, of which:
518
222
296
731
%DQFD3RSRODUHGL0LODQR
%DQFD3RSRODUHGL0DQWRYD
²
:H%DQN
$IÀOLDWHVZLWKVSHFLDOLVWVNLOOVRIZKLFK
17
4
13
14
%DQFD$NURV
²
535
226
309
745
%DQFDGL/HJQDQR
3UR)DPLO\
Total
222
2011
Average age and distribution by age bracket of protected categories
Average age
Total
Women
Distribution by age bracket
Men
Younger
than 30
years old
From
30 to 50
years old
Over 50
years old
Commercial banks, of which:
47.3
45.9
48.4
14
286
218
%DQFD3RSRODUHGL0LODQR
%DQFDGL/HJQDQR
%DQFD3RSRODUHGL0DQWRYD
²
²
:H%DQN
$IÀOLDWHVZLWKVSHFLDOLVWVNLOOV
of which:
43.6
49.5
41.8
1
12
4
%DQFD$NURV
3UR)DPLO\
²
²
Total
47.2
46.0
48.1
15
298
222
GRI LA10
Training by level
Average
hours
Average
hours
Employees
trained
Professional
areas
2IÀFLDOV
Employees
trained
Average
hours
Employees
trained
Managers
Average
hours
of which %
of Women
Employees
trained
Total
Commercial banks,
of which:
7,204
46.5%
41
159
41
2,832
39
3,974
43
%DQFD3RSRODUH
GL0LODQR
%DQFDGL/HJQDQR
QG
QG
QG
QG
QG
QG
:H%DQN
QG
QG
QG
QG
QG
QG
$IÀOLDWHVZLWKVSHFLDOLVW
skills, of which:
374
32.6%
28
36
29
172
24
166
33
%DQFD$NURV
3UR)DPLO\
7,578
45.9%
41
195
39
3,004
38
4,140
43
%DQFD3RSRODUH
GL0DQWRYD
Total
223
GRI HR3
6SHFLÀFWUDLQLQJDUHDVWUHQGV
2012
% employees
trained *
+XPDQULJKWV
$QWLFRUUXSWLRQ
&DOFXODWHGRQWKHWRWDOHPSOR\HHVWUDLQHG
224
2011
% hours % employees
of training
trained *
% hours
of training
QG
QG
SUPPLIERS
1%WKLVDSSOLHVWRDOORIWKHWDEOHV
&RPPRQVXSSOLHUVDUHVKRZQXQGHUHDFKEDQN
(Turnover in thousands of euro)
Number of suppliers and turnover: trend
2012
Number of
suppliers
2011
Amount Number of
invoiced
suppliers
2010
Amount Number of
invoiced
suppliers
Amount
invoiced
Commercial banks,
of which:
2,262
273,118
2,523
341,988
2,680
318,132
%DQFD3RSRODUH
GL0LODQR
%DQFDGL/HJQDQR
%DQFD3RSRODUH
GL0DQWRYD
:H%DQN
$IÀOLDWHVZLWKVSHFLDOLVW
skills, of which:
688
36,068
499
24,389
nd
nd
%DQFD$NURV
QG
QG
3UR)DPLO\
QG
QG
QG
QG
2,950
309,186
3,022
366,377
2,680
318,132
Total
Turnover of suppliers: trend
2012
2011
New Excluded
2010
New Excluded
New Excluded
%DQFD3RSRODUHGL0LODQR
%DQFDGL/HJQDQR
%DQFD3RSRODUHGL0DQWRYD
:H%DQN
488
426
388
545
699
597
Total
225
(Turnover in thousands of euro)
Breakdown by type of supplies
% amount
invoiced
%
suppliers
Technologies
% amount
invoiced
%
suppliers
Property
% amount
invoiced
%
suppliers
Services
Amount
invoiced
Number of
suppliers
Total
Commercial banks,
of which:
2,262 273,118
75.0%
52.5%
15.7%
14.8%
9.3%
32.8%
%DQFD3RSRODUH
GL0LODQR
%DQFDGL/HJQDQR
%DQFD3RSRODUH
GL0DQWRYD
:H%DQN
$IÀOLDWHVZLWKVSHFLDOLVW
skills, of which:
688
36,068
71.1%
35.9%
5.1%
4.0%
23.8%
60.0%
%DQFD$NURV
3UR)DPLO\
2,950 309,186
74.1%
50.5%
13.2%
13.5%
12.7%
35.9%
Total
(Turnover in thousands of euro)
Breakdown by amount invoiced by type of supply
Technologies
)URPWRHXUR
2YHUHXUR
50.5% 13.2%
13.5% 12.7%
35.9%
Total
2,950 309,186 74.1%
% amount
invoiced
)URPWRHXUR
%
suppliers
% amount
invoiced
%
suppliers
% amount
invoiced
%
suppliers
Amount
invoiced
Property
8SWRHXUR
226
Services
Number of
suppliers
Total
Inc. % by amount invoiced: trend
2012
2011
2010
Number of Amount Number of Amount Number of Amount
suppliers invoiced
suppliers invoiced
suppliers invoiced
8SWRHXUR
)URP
WRHXUR
)URP
WRHXUR
2YHUHXUR
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
Total
Breakdown by geographical area based on the number of suppliers
and amount invoiced
% amount
invoiced
%
suppliers
% amount
invoiced
%
suppliers
% amount
invoiced
%
suppliers
% amount
invoiced
Abroad
%
suppliers
Italian
islands
% amount
invoiced
Southern
Italy
%
suppliers
Central
Italy
% amount
invoiced
North-East
Italy
%
suppliers
North-West
Italy
Commercial
banks,
of which:
74.8%
77.7%
6.6%
6.6%
11.6%
11.2%
3.8%
1.2%
0.5%
0.3%
2.7%
2.9%
%DQFD3RSRODUH
GL0LODQR
%DQFDGL/HJQDQR
%DQFD3RSRODUH
GL0DQWRYD
:H%DQN
$IÀOLDWHVZLWK
specialist skills,
of which:
62.9%
69.1%
6.8%
5.4%
13.5%
10.3%
3.6%
0.4%
1.2%
0.5%
11.9%
14.3%
%DQFD$NURV
3UR)DPLO\
Total
72.0%
76.7%
6.7%
6.5%
12.1%
11.1%
3.7%
1.1%
0.6%
0.3%
4.9%
4.2%
227
COMMUNITY
1%
GRQDWLRQVDQGVSRQVRUVKLSVUHODWHWRWKHDPRXQWVJUDQWHGLQIRUSXEOLFXWLOLW\SXUSRVHV
(thousands of Euro)
Interventions for the community: trend
GRI EC8
2012
2011
2010
Commercial banks, of which:
4,554
6,222
6,821
%DQFD3RSRODUHGL0LODQR
%DQFD3RSRODUHGL0DQWRYD
:H%DQN
153
289
255
%DQFD$NURV
3UR)DPLO\
²
4,707
6,511
7,076
%DQFDGL/HJQDQR
$IÀOLDWHVZLWKVSHFLDOLVWVNLOOVRIZKLFK
Total
(thousands of Euro)
Interventions for the community:
Total
Donations
and gifts
Sponsorships
Commercial banks, of which:
4,554
1,185
3,369
%DQFD3RSRODUHGL0LODQR
%DQFD3RSRODUHGL0DQWRYD
:H%DQN
²
153
85
68
%DQFD$NURV
²
3UR)DPLO\
²
4,707
1,270
3,437
%DQFDGL/HJQDQR
$IÀOLDWHVZLWKVSHFLDOLVWVNLOOVRIZKLFK
Total
228
(thousands of Euro)
'LVWULEXWLRQRILQWHUYHQWLRQVE\ÀHOGRIDFWLYLW\
Total
Donations and gifts
Sponsorships
&KDULWLHV
+HDOWKFDUH
²
(GXFDWLRQ
6SRUW
4,707
1,270
3,437
&XOWXUH
6HDUFK
2WKHU
Total
(thousands of Euro)
Geographical location of interventions
Total
Donations and gifts
Sponsorships
$OHVVDQGULD
5HVWRI3LHGPRQW
/D]LR
²
2WKHUUHJLRQV
5HVWRIWKHZRUOG
²
4,707
1,270
3,437
0LODQ
0LODQ3URYLQFH
0DQWXDDQGSURYLQFH
5HVWRI/RPEDUG\
Total
229
ENVIRONMENT
PAPER CONSUMPTION
(kilograms)
GRI EN1
Total and per capita consumption
Total consumption Paper consumption per employee
%DQFD3RSRODUHGL0LODQR
%DQFDGL/HJQDQR *
%DQFDGL0DQWRYD
:H%DQN
%DQFD$NURV
3UR)DPLO\
1,438,897
174
Total
,WLQFOXGHV&DVVDGL5LVSDUPLRGL$OHVVDQGULD
(kilograms)
Breakdown by type of paper
Total consumption
&RPSXWHUSULQWRXWVDQGFRQWLQXRXVSDSHU
$DQG$SDSHU
(QYHORSHVDQGYDULRXVIRUPVDQG$70UROOV
0DQGDWRU\FRPPXQLFDWLRQWRFXVWRPHUV
)LQDQFLDOVWDWHPHQWVDQGDGYHUWLVLQJPDWHULDOV
6XEVFULSWLRQQHZVSDSHUVDQGRWKHU
Total
1,438,897
WASTE COLLECTION AND DISPOSAL
(kilograms)
GRI EN22
Total
waste
Differentiated
waste
of which
paper (% of
total waste)
Total waste
per
employee
%DQFDGL0DQWRYD
%DQFD$NURV
1,419,607
1,325,544
90%
172
%DQFD3RSRODUHGL0LODQR *
%DQFDGL/HJQDQR **
Total **
* )LJXUHVLQFOXGLQJ3UR)DPLO\DQG:H%DQN
** ,WLQFOXGHV&DVVDGL5LVSDUPLRGL$OHVVDQGULD
230
GRI CONTENT INDEX
G3.1 GRID – SUPPLEMENT FOR THE FINANCIAL
SECTOR – APPLICATION LEVEL B+
COVERAGE
TOTAL OR PARTIAL
INDICATOR
REFERENCES
1.
Strategy and analysis
1.1
Statement from the most senior decisionmaker of the organization (e.g., CEO,
chair, or equivalent senior position) about
the relevance of sustainability to the
organization and its strategy
Total
10-11
1.2
Description of key impacts risks
and opportunities
Total
20-21
2.
Organizational profile
2.1
Name of the organization
Total
15
2.2
Primary brands, products, and/or services
Total
15-17
2.3
Operational structure of the organization,
including main divisions, operating
companies, subsidiaries, and joint ventures
Total
22-24
2.4
Location of organization’s headquarters
Total
16
2.5
Number of countries where the
organization operates
Total
22
2.6
Nature of ownership and legal form
Total
100-101
2.7
Markets served (including geographic
breakdown, sectors served and types
of customers/beneficiaries)
Total
22-24
2.8
Scale of the reporting organization
Total
15-17, 22-24,104
2.9
Significant changes during the reporting
period regarding size, structure,
or ownership
Total
22-23, 27-29
2.10
Awards received in the reporting period
Total
70, 171-172
3.
Report parameters
3.1
Reporting period
Total
12
3.2
Date of most recent previous report
Total
12
3.3
Reporting cycle
Total
Annual
3.4
Contacts point for questions regarding
the report or its contents
Total
Colophon
3.5
Process for defining report content
Total
12-13
3.6
Boundary of the report
Total
13
3.7
State any specific limitations on the scope
or boundary of the report
Total
13
3.8
Basis for reporting on joint ventures,
subsidiaries, leased facilities, outsourced
operations, and other entities that can
significantly affect comparability from period
to period and/or between organizations
Total
22-26
3.9
Data measurement techniques and the
bases of calculations, including assumptions
and techniques underlying estimations
applied to the compilation of the Indicators
and other information in the report
Total
13
3.10
Explanation of the effect of any re-statements
of information provided in earlier reports, and
the reasons for such re-statement
Total
13
231
3.11
Significant changes from previous reporting
periods in the scope, boundary, or
measurement methods applied in the report
Total
13
3.12
Table identifying the location of the
Standard Disclosures in the report
Total
231
3.13
Policy and current practice with regard to
seeking external assurance for the report
Total
239
COVERAGE
TOTAL OR PARTIAL
INDICATOR
REFERENCES
4.
232
Governance, Commitments
and Engagement
4.1
Governance structure of the organization
Total
33-37
4.2
Indicate whether the Chair of the highest
governance body is also an executive officer
Total
44
4.3
Independent and/or non-executive members
Total
44
4.4
Mechanisms for shareholders and
employees to provide recommendations
Total
40-42, 116
4.5
Linkage between compensation for
members of the highest governance
body, senior managers, and executives
Total
37, Reports and
Financial statements
829-871
4.6
Processes in place for the highest
governance body to ensure conflicts of
interest are avoided
Total
36-38, 52-53
4.7
Process for determining the composition,
qualifications, and expertise of the members
of the highest governance body and its
committees, including any consideration of
gender and other indicators of diversity
Total
42-43
4.8
Internally developed statements of mission
or values, codes of conduct, and principles
relevant to economic, environmental, and
social performance and the status of their
implementation
Total
19, 52-53, 139
4.9
Procedures of the highest governance
body for overseeing the organization’s
identification and management of
economic, environmental, and social
performance, including relevant risks
and opportunities, and adherence or
compliance with internationally agreed
standards, codes of conduct, and principles
Total
12-13, 54-55
4.10
Processes for evaluating the highest
governance body’s own performance
Total
Report on Corporate
Governance and
Ownership Structure
4.11
Explanation of whether and how the
precautionary approach or principle is
addressed by the organization
Total 48-51, Part E Reports and
Financial Statements
from page 669
4.12
Externally developed economic,
environmental, and social charters,
principles, or other initiatives to which the
organization subscribes or endorses
Total
139
4.13
Memberships in associations and/or national/
international advocacy organizations
Total
69
4.14
List of stakeholder groups engaged by
the organization
Total
63
4.15
Basis for identification and selection of
stakeholders with whom to engage
Total
19
4.16
Approaches to stakeholder engagement,
including frequency of engagement by
type and by stakeholder group
Total
66-67, 92, 110-117,
145, 167-169
4.17
Key topics and concerns that have been
raised through stakeholder engagement,
and how the organization has responded
to those key topics and concerns,
including through its reporting
Total
66-67, 92, 110-117,
145, 167-169
Information on management methods
Total
20-21, 57-60
EC1
Direct economic value generated and
distributed, including revenues, operating
costs, employee compensation,
donations and other community
investments, retained earnings, and
payments to capital providers and
governments
Total
60-61, 196
EC2
Financial implications and other risks and
opportunities for the organisation's
activities due to climate change
Partial
186-188
EC3
Coverage of the organization’s defined
benefit plan obligations
Total
135, Report and Financial
statements page 195-197,
2012 financial statements
of the pension fund, Art. 8
Articles of Association
of BPM Pension Plan
EC4
Significant financial assistance
received from government
Total
Not received
COVERAGE
TOTAL OR PARTIAL
INDICATOR
REFERENCES
ECONOMIC PERFORMANCE
EC5
Range of ratios of standard entry level wage
by gender compared to local minimum
wage at significant locations of operation
Total
133-135
EC6
Policy, practices and proportion of
spending on locally-based suppliers at
significant locations of operation
Total
145
EC7
Procedures for local hiring and proportion
of senior management hired from the
local community at locations of significant
locations of operation
Partial
214
EC8
Development and impact of infrastructure
investments and services provided primarily
for public benefit through commercial
engagement, products/services donations,
"pro bono" engagement
Total
148-161, 228-229
EC9
Understanding and describing significant
indirect economic impacts, including the
extent of impacts
ND
ND
Information on management methods
Total
65
FS1
Policies with specific environmental and
social components applied to business lines
Total
93-94
FS2
Procedures for assessing and screening
environmental and social risks in business lines
Total
93-94
FS3
Processes for monitoring clients’
implementation of and compliance with
environmental and social requirements
ND
ND
FS4
Processes for improving staff competency
to implement the environmental and
social policies and procedures as applied
to business lines
Total
125-127, 184-185
INDICATORS OF THE FINANCIAL SERVICES
SECTOR SUPPLEMENT
233
FS5
Interactions with clients/investees/business
partners regarding environmental and social
risks and opportunities
Total
69-70, 167-169,
179-180, 188-192
FS6
Percentage of the portfolio for business
lines by specific region, size and by sector
Total
65, 197-205, Reports
and Financial statements
698, 799
FS7
Monetary value of products and services
designed to deliver a specific social benefit for
each business line broken down by purpose
Total
76-81, 89
FS8
Monetary value of products and
services designed to deliver a specific
environmental benefit for each business
line broken down by purpose
Partial
186-188
FS9
Coverage and frequency of audits to assess
implementation of environmental and social
policies and risk assessment procedures
Total
54-55
FS10
Percentage and number of companies
held in the institution’s portfolio with which
the reporting organization has interacted
on environmental or social issues
Total
25-26
FS11
Percentage of assets subject to positive and
negative environmental or social screening
Total
89
FS12
Voting policies applied to environmental
or social issues
Total
25-26
FS13
Access points in low-populated or
economically disadvantaged areas by type
Total
27
FS14
Initiatives to improve access to financial
services for disadvantaged people
ND
ND
COVERAGE
TOTAL OR PARTIAL
INDICATOR
REFERENCES
FS15
Policies for the fair design and sale of
financial products and services
Total
76
FS16
Initiatives to enhance financial literacy by
type of beneficiary
Total
72, 89, 161-167
Total
175
ENVIRONMENTAL PERFORMANCE
Information on management methods
234
EN1
Materials used by weight or volume
Partial
180-184
EN2
Percentage of materials used that are
recycled input materials
Partial
181-182
EN3
Direct energy consumption by primary
energy source
Partial
178
EN4
Indirect energy consumption by primary
source
Partial
178
EN5
Energy saved due to conservation
and efficiency improvements
Total
179
EN6
Initiatives to provide energy-efficient
or renewable energy based products
and services, and reductions in energy
requirements as a result of these initiatives
ND
ND
EN7
Initiatives to reduce indirect energy
consumption and reductions achieved
ND
ND
EN8
Total water withdrawal by source
Partial
184
EN9
Water sources significantly affected by
withdrawal of water
Total
184
EN10
Percentage and total volume of water
recycled and reused
ND
ND
EN11
Location and size of land owned, leased,
managed in, or adjacent to, protected
areas and areas of high biodiversity value
outside protected areas
NR Not relevant to the type
of activity and/or the
country in which
it operates
EN12
Description of significant impacts of
activities, products, and services on
biodiversity in protected areas and
areas of high biodiversity value outside
protected areas
NR Not relevant to the type
of activity and/or the
country in which
it operates
EN13
Habitats protected or restored
NR Not relevant to the type
of activity and/or the
country in which
it operates
EN14
Strategies, current actions, and future
plans for managing impacts on
biodiversity
NR
EN15
Number of IUCN Red List species and
national conservation list species with
habitats in areas affected by operations,
by level of extinction risk
NR Not relevant to the type
of activity and/or the
country in which
it operates
EN16
Total direct and indirect greenhouse gas
emissions by weight
EN17
EN18
Not relevant to the type
of activity and/or the
country in which
it operates
Partial
180
Other relevant indirect greenhouse gas
emissions by weight
ND
ND
Initiatives to reduce greenhouse gas
emissions and reductions achieved
ND
ND
COVERAGE
TOTAL OR PARTIAL
INDICATOR
REFERENCES
Partial
178
EN19
Emissions of ozone-depleting substances
by weight
EN20
NO, SO, and other significant air
emissions by type and weight
ND
ND
EN21
Total water discharge by quality
and destination
Total
184
EN22
Total weight of waste by type and
disposal method
Total
184-185
EN23
Total number and volume of
significant spills
NR Not relevant to the type of
activity and/or the country
in which it operates
EN24
Weight of transported, imported,
exported, or treated waste deemed
hazardous under the terms of the Basel
Convention Annex I, II, III, and VIII,
and percentage of transported waste
shipped internationally
ND
EN25
Identity, size, protected status, and
biodiversity value of water bodies and
related habitats significantly affected by
the reporting organization’s discharges of
water and runoff
NR Not relevant to the type of
activity and/or the country
in which it operates
EN26
Initiatives to mitigate environmental
impacts of products and services, and
extent of impact mitigation
EN27
Percentage of products sold and their
packaging materials that are reclaimed
by category.
Total
ND
180-184
NR Not relevant to the type of
activity and/or the country
in which it operates
235
EN28
Monetary value of significant fines and
total number of non-monetary sanctions
for non-compliance with environmental
laws and regulations
ND
ND
EN29
Significant environmental impacts of
transporting products and other goods
and materials used for the organization’s
operations, and transporting members of
the workforce
Partial
185
EN30
Total environmental protection
expenditures and investments by type
ND
ND
COVERAGE
INDICATOR
REFERENCES
Information on management methods
Total
121, 125, 128,
132, 136, 139
LA1
Total workforce by employment type,
employment contract, and region,
broken down by gender
Total
209-212
LA2
Total number and rate of new employee
hires and employee turnover by age
group,gender and region
Total
213-216
LA3
Benefits provided to full-time employees
that are not provided to temporary
or part-time employees,by significant
locations of operation
Total
132-135
LA4
Percentage of employees covered
by collective bargaining agreements
Total
138-139
COVERAGE
INDICATOR
REFERENCES
ND
ND
CORPORATE PERFORMANCE
236
LA5
Minimum notice period(s) regarding
operational changes, including whether
it isspecified in collective agreements
LA6
Percentage of total workforce
represented informal joint management–
worker health and safety committees that
help monitor and advise on occupational
health and safety programs
Total
136-137
LA7
Rates of injury, occupational diseases,
lost days, and absenteeism, and total
numberof work-related fatalities, by
region and by gender
Total
216-218
LA8
Education, training, counseling,
prevention, and risk-control programs
in place to assist workforce members,
their families, or community members
regarding serious diseases
Total
116-117, 136-137,
139-141, 167-169
LA9
Health and safety topics covered in
formal agreements with trade unions
Total
136-137
LA10
Average hours of training per year per
employee by gender, and by employee
category
Total
223-224
LA11
Programs for skills management
and lifelong learning that support the
continued employability of employees
and assist them in managing career
endings
Total
125-129
LA12
Percentage of employees receiving
regular performance and career
development reviews, by gender
Total
128-129
LA13
Composition of governance bodies and
breakdown of employees per employee
category according to gender, age
group, minority group membership, and
other indicators of diversity
Total
41, 44, 219-222
LA14
Ratio of basic salary and remuneration of
women to men by employee category,
by significant locations of operation
Partial
132-135
LA15
Return to work and retention rates after
parental leave, by gender
Partial
139
Total
52-53, 139-141, 143
ND
ND
Total
144-145
COVERAGE
INDICATOR
REFERENCES
HUMAN RIGHTS
Information on management methods
HR1
Percentage and total number of significant
investment agreements and contracts that
include clauses incorporating human rights
concerns, or that have undergone human
rights screening
HR2
Percentage of significant suppliers,
contractors, and other business partners
that have undergone human rights
screening, and actions taken
HR3
Total hours of employee training on
policies and procedures concerning
aspects of human rights that are relevant
to operations, including the percentage
of employees trained
Total
224
HR4
Total number of incidents of discrimination
and corrective actions taken
Total
139-141
HR5
Operations and significant suppliers
identified in which the right to exercise
freedom of association and collective
bargaining may be violated or at significant
risk, and actions taken to support these rights
NR Not relevant to the type of
activity and/or the country
in which it operates
HR6
Operations and significant suppliers identified
as having significant risk for incidents of child
labor, and measures taken to contribute to
the effective abolition of child labor
NR Not relevant to the type of
activity and/or the country
in which it operates
HR7
Operations and significant suppliers
identified as having significant risk
for incidents of forced or compulsory
labor, and measures to contribute to
the elimination of all forms of forced or
compulsory labor
NR Not relevant to the type of
activity and/or the country
in which it operates
HR8
Percentage of security personnel trained
in the organization’s policies or procedures
concerning aspects of human rights that
are relevant to operations
HR9
Total number of incidents of violations
involving rights of indigenous people
and actions taken
Partial
136
NR Not relevant to the type of
activity and/or the country
in which it operates
237
HR10
Percentage and total number of
operations that have been subject to
human rights reviews and/or impact
assessments
HR11
Number of grievances related to human
rights filed, addressed and resolved
through formal grievance mechanisms
NR Not relevant to the type of
activity and/or the country
in which it operates
Total
67-68
Total
48-51, 147
ND
ND
IMPACT ON SOCIETY
Information on management methods
SO1
Percentage of operations with
implemented local community
engagement, impact assessments,
and development programs
SO2
Percentage and total number of business
units analyzed for risks related to corruption
Partial
48-51
SO3
Percentage of employees trained in
organization’s anti-corruption policies
and procedures
Partial
224
SO4
Actions taken in response to incidents
of corruption
ND
ND
SO5
Public policy positions and participation
in public policy development and
lobbying
Total
194
SO6
Total value of financial and in-kind
contributions to political parties, politicians,
and related institutions by country
Total
148-161
SO7
Total number of legal actions for
anticompetitive behavior, anti-trust, and
monopoly practices and their outcomes
Total
48-51
SO8
Monetary value of significant fines and
total number of non-monetary sanctions
for noncompliance with laws and
regulations
Total
48-51, Reports and
Financial statements
pages 768-769
COVERAGE
INDICATOR
REFERENCES
SO9
Operations with significant potential
or actual negative impacts on local
communities.
NR Not relevant to the type of
activity and/or the country
in which it operates
SO10
Prevention and mitigation measures
implemented in operations with
significant potential or actual negative
impacts on local communities.
NR Not relevant to the type of
activity and/or the country
in which it operates
PRODUCT LIABILITY
238
Information on management methods
Total
76
PR1
Life cycle stages in which health and safety
impacts of products and services are
assessed for improvement, and percentage
of significant products and services
categories subject to such procedures
Total
94-95
PR2
Total number of incidents of noncompliance with regulations and voluntary
codes concerning health and safety
impacts of products and services
during their life cycle, by type of outcomes
Total
48-51
PR3
Type of product and service information
required by procedures, and percentage
of significant products and services subject
to such information requirements
Total
73-74
PR4
Total number of incidents of non-compliance
with regulations and voluntary codes
concerning product and service information
and labeling, by type of outcomes
Total
48-51, 73-74
PR5
Practices related to customer satisfaction,
including results of surveys measuring
customer satisfaction
Total
66-67
PR6
Programs for adherence to laws, standards,
and voluntary codes related to marketing
communications, including advertising,
promotion, and sponsorship
Total
48-51, 76
PR7
Total number of incidents of noncompliance with regulations and
voluntary codes concerning marketing
communications,including advertising,
promotion, and sponsorship by type of
outcomes
Total
48-51
PR8
Total number of substantiated complaints
regarding breaches of customer privacy
and losses of customer data
Total
67-69, 94-95
PR9
Monetary value of significant fines for
noncompliance with laws and regulations
concerning the provision and use of
products and services
Total
48-51
Key:
Total
Completely covered indicator
Partial Partially covered indicator
NA
Not applicable indicator
NR
Not relevant indicator
ND
Unavailable indicator
EC,EN….Primary indicator
EC,EN….Additional indicator
239
240
241
1
4
2
3
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