1. finance
2. bank

Corporate Responsibility Report 2010
Table of Contents
Table of Contents
1. Foreword
3
2. Highlights
4
3. Who we are
7
3.1. Company Profile
3.2. Corporate Governance 4. We act with responsibility
8
10
11
4.1. Global Reporting Initiative – evaluating transparency and sustainability 12
4.2. Our company in figures
12
4.3. Our financial activity 14
4.4. London Benchmarking Group – evaluating our impact in the community 15
4.5. Our impact in the community 18
5. Conclusions
33
Annex:
2
www.raiffeisen.ro
Annex 1 – GRI index
35
Annex 2 – Partners
43
Annex 3 – Information on the LBG country facilitator
44
Annex 4 - Contacts
45
Foreword
Foreword
The purpose of sustainable development is to foster the opportunity of future generations to pursue their
own goals. Moreover, the sustainable growth of an organization must create various opportunities for
those to come. Because we are active throughout the whole country, servicing almost 2 million private
individuals and approximately 100,000 SMEs, we represent one of the driving forces in the community.
In all actions we pursue we are aware of the place we hold and we act responsibly towards all our
stakeholders.
Our corporate responsibility strategic priority for 2011 is to adopt an environmental policy, a social
policy and a volunteering policy. This same year we want to improve internal mechanisms of monitoring
and reporting data according to the GRI standard1.
This report2 is addressed to all those who want an insight into the sustainability of our activity, whether
they are shareholders, customers, press or the community at large. This report is also addressed to all
our employees. It shows how we enact our responsibilities as an organization towards the community,
which are our core values and how we support them. The 2010 Corporate Responsibility Report is on
the one hand, meant to show how we act for the sustainable development of our community and on the
other hand, an instrument for evaluating our behavior as an organization and the degree of transparency
towards the sustainability of our activities that affect various stakeholders.
The evaluation of the organization’s transparency and of its level of involvement in the community is
done according to the reporting standards of the London Benchmarking Group, same as last year. The
novelty of this year’s edition adds is the reporting according to the Global Reporting Initiative standards.
This first evaluation according to GRI standards is not meant to present the organizations’ performance
with respect to sustainability and transparency, but to become a benchmark for evaluating our future
actions. Based on this report, the organization will build its strategy for sustainable development and for
increasing transparency.
The two reporting models complement each other, covering different aspects of the organization’s life.
While the LBG model focuses on the projects’ results, on the beneficiaries and on the changes induces in the
community, the main characteristic of the GRI reporting model is that it evaluates the level of transparency
regarding corporate governance, and also of the economic and social behavior of the companies.
The report also includes the highlights of 2010, tackling both investments in the community and business
performances. You will also find the analysis of the corporate responsibility activity according to the two
reporting standards, details about the most important projects, conclusions and plans for the future.
Corina Vasile
Communication and Public Relations Director
Chapter 4 offers detailes regarding the GRI reporting standard.
The information in this report refer to Raiffeisen Bank, unconsolidated figures (excluding its subsidiaries), while
financial information refers to IFRS, consolidated the IFRS standards.
1)
2)
www.raiffeisen.ro
3
Highlights
Highlights
Highlights
January
n
Release of the third issue of the series „Banking ABC” „When expenses become savings –
practical guide” – a guide to terms, products and banking services, in simple words and with
day-to-day examples.
February
n
Raiffeisen Bank provides the card payment service for the Romanian Railway (CFR) ticket
machines.
n
Release of the RON savings account Super Acces Plus, with no administration fee, enabling
clients to apply the savings principles described in the Banking ABC.
March
n
Raiffeisen Bank encourages savings for children through a promotion for the
SAvingsPlan – Growing up together” deposit.
„Children
n
Raiffeisen Bank launches an online platform for students (www.StudentBank.ro) and a dedicated
product (Studentocard)
n
The e-Finance Awards Gala – the e-Support Award, for the first money laundering prevention
software, implemented for large transactions
n
The No Cash Gala – The Award for Pioneering in Cards Industry, for the first multifunctional chip
card introduced on the Romanian banking market
April
n
The first part of the “Bicycles with ties” program was launched, free bike sharing program
offered by Raiffeisen Bank to its employees in Bucharest, encouraging the use of alternative
means of transportation
n
The Online Banking Awards rewards Raiffeisen Bank for the fastest growth of the number of
Internet Banking clients on a developed platform.
n
Contact Center Awards 2010 rewards members of our team for Best Telesales Agent, Best CallCenter Agent and Best Call-Center Manager.
May
n
Raiffeisen Bank and Green Revolution start the „I Love Velo” project, the largest free bike-sharing
program in Romania
June
n
Raiffeisen International assigns Raiffeisen Bank as the „2009 Best Bank of the Group in the field
of risk management”, as a recognition of the bank’s risk team’s efforts and of its remarkable
results.
July
n
Raiffeisen Bank and the Foundation Princess Margareta of Romania release the program “A
trade, a chance for a future”, an education and labor market integration project for young
people under social assistance.
www.raiffeisen.ro
5
Highlights
August
n
Release of the 4th issue of the Banking ABC series - „The Credit Card – practical guide”
September
n
The first annual Corporate Responsibility Report issued by Raiffeisen Bank, according to the
London Benchmarking Group standards.
n
I Love Velo – voted Project of the Month on www.responsabilitatesociala.ro
n
Raiffeisen Bank and MaiMultVerde start an urban greening project, by creating green spaces
and playgrounds in: Ploiesti, Alexandria, Calarasi, Galati and Focsani. October
n
Raiffeisen Bank, together with 8 other banks and 8 law firms, creates a working group for
reforming the Romanian equity market.
n
In order to optimize the Group’s structure, the main business areas of Raiffeisen Zentralbank
Österreich AG (RZB) merge together with Raiffeisen International Bank-Holding AG (RI), resulting
in Raiffeisen Bank International (RBI), of which Raiffeisen Bank Romania is a subsidiary
n
The social responsibility project “I Love Velo”, supported by Raiffeisen Bank, receives the “Silver
Award” at the national PR Awards Gala.
November
n
Raiffeisen Bank is General Sponsor of the International Chamber Music Festival SoNoRo, 5th
edition, taking place in Bucharest, Cluj Napoca and Iasi.
n
The Cleaner Environment Award Gala, organized by Ecotic, rewards the Paper Home Project,
project supported by Raiffeisen Bank.
n
Raiffeisen Bank corporate division received the “Excellence Award” from Business Press for the
most efficient corporate activity in the banking system and the “Corporate Bank of 2010” award
from Business Arena Magazin for promptitude and professionalism in attending to its corporate
clients needs.
December
6
www.raiffeisen.ro
n
I Love Velo is nominated at the Green Awards international gala, 3rd parties section, together
with projects from Great Britain and the US.
n
Debizz Business Excellence Awards 2010 names Raiffeisen Bank “The most innovative company
of the year”, for its Banking ABC project
n
Raiffesen Bank ends 2010 with 540 banking units and a portfolio of nearly 2 million individuals,
100.000 SMEs and 6.800 medium and large corporations
n
Raiffeisen Bank is awarded the “Bank of the Year” award by the Piaœa Financiarå magazine for
the excellent quality and the balanced development of the bank’s assets and also for remaining
a vector of stability in a troubled time and in an unfriendly economic context, proving both solid
and safe even when the economy was governed by uncertainty.
Who we are
Who we are
3. Who we are
3.1. Company Profile
Raiffeisen Bank is a top universal bank in Romania, offering a complete range of top quality products
and services to individuals, SMEs and corporations, through various distribution channels: bank units
(540 all over the country), its ATM and EPOS networks, phone-banking (Raiffeisen Direct), mobile
banking (myBanking) and internet banking (Raiffeisen Online).
Raiffeisen Bank Romania resulted from the 2002 merger of the two entities owned by the Raiffeisen
Group in Romania: Raiffeisenbank (Romania), created in 1998 as a subsidiary of the RZG Group,
and Banca Agricola Raiffeisen S.A., created in 2001, after the takeover of the state-owned Banca
Agricola by the Austrian group.
Raiffeisen Bank has more than 2 million clients, of which about 100,000 SMEs. The bank has various
units specialized as retail branches, that address individuals and SMEs. Friedrich Wilhelm Raiffeisen,
the brand under which the bank offers private banking services to its wealthy premium banking service
affluent customers, offers product packages for a large number of investment options, in dedicated
spaces in all major cities in Romania, adding a personal touch to all the already top quality services
it offers, each client having its personal banker.
On the corporate business segment, Raiffeisen Bank has more than 6.800 corporate clients with
turnovers exceeding 5 million EUR, public entities and financial institutions. The bank also has
representatives in 8 regional corporate centers, offering its clients from all around the country the
great advantage of benefiting from customized banking solutions.
Raiffeisen Bank is also an important player in the card business – it launched the first co branded
credit card and it is offering its clients a complete range of debit and credit cards, for both individuals
and businesses, in both RON and foreign currencies, usable both in Romania and outside it, issued
by either Visa or Mastercard.
Raiffeisen Bank Management
8
www.raiffeisen.ro
The Supervisory Board:
The Management Board:
Herbert Stepic – Chairman of the Supervisory
Board
Heinz Wiedner – Member
Martin Grüll – Member
Aris Bogdaneris – Member
Peter Lennkh – Member
Ileana-Anca Ioan – Member
Steven van Groningen – President
Marinel Burduja – First Vice-president,
Corporate Banking Division
James D. Stewart, Jr. – Vice-president, Treasury
and Capital Markets Division
Vladimir Kalinov – Vice-president, Retail
Division
Carl Rossey – Vice-president, Operations and IT
Division
Who we are
Raiffeisen Bank’s Structure – 31 March 2011*
Preæedinte
Divizia Corporate
Banking
Corporate Banking
President
Divizia Retail
Banking
Retail Banking
Steven
van
Steven van
Groningen
Groningen
First Vice-President
PrimMarinel Burduja
Vicepreæedinte
Marinel Burduja
Control Financiar
& Contabilitate
Corporaœii
Multinaœionale
Vânzåri Retail &
Distribuœie
Audit
Corporaœii Locale
Mari
Clienœi Persoane
Fizice
Financial Controlling
& Accounting
Large Local
Corporations
Audit
Juridic &
Guvernanό
Corporativå
Corporaœii Medii æi
Regiuni
Legal & Corporate
Governance
Resurse Umane
Human Resources
Comunicare &
Relaœii Publice
Communication and
Public Relations
Conformitate
Compliance
Multinational
Corporations
Mid-Market
&
Regions
Instituœii
Financiare
Financial Institutions
Sector Public
Public Sector
Management &
dezvoltare vânzåri
corporate
Corporate Sales
Management &
Development
Produse pentru
Corporaœii &
Management
KnowCorporate Products
How
& Know-How
Management
Vicepreæedinte
Vladimir Kalinov
Divizia Trezorerie &
Capital
Pieœe
de
Treasury
& Capital
Markets
Vicepreæedinte
Vice-President
James D. Stewart
James Stewart
Trezorerie &
Arbitraj
Divizia
Operaœiuni & IT
Operations & IT
Vice-President
Vicepreæedinte Vice-President
Mircea
Carl Rossey
Vladimir Kalinov
Carl Rossey
Busuioceanu
Operaœiuni
Credit Risc –
Corporaœii & IMM
Treasury
Sales & Dealing
Operations
Cards
B/S & Portfolio
Management
Process Management
& Organisation
Mass Consumers
Custody
Marketing
Marketing
Carduri
Managementul
Bilanœului &
Portofoliului
Cercetare
economicå æi
sectorialå
Servicii Titluri
SMEs
Economic
and Sectorial
Middle
Researc
Retail Sales &
Distribution
Middle Office
IMM
Dezvoltare æi Suport
Business Retail
Office
Risk
Divizia Risc
Chief Risk Officer
Credit Risk Corporate & SME
Management
Administrare,
Procese &
Control & Garanœii
Organizare Loan Administration,
Credit Control &
Project Office & Collaterals
Restructurare &
Dezvoltare Soluœii
Recuperare Credite
Project Office &
Solution Development
Servicii
Credit Restructuring
& Recovery
Operaœionale æi de
Infrastructurå IT
IT Operations &
Infrastructure
Achiziœii
Services
æi
Management
Infrastructurå
Procurement
Consumer Risc
Consumer Risk
Grup Risc
Control &
Managementul
Group Risk
Portofoliului
Controlling
& Portfolio
Management
Securitate Bancarå
Analizå Financiarå
& Rating
Retail Business
Development and
Support
Facility
Management
Financial Analysis
& Rating
Top Clients
Security
Early Warning
Signs
Clienœi de Top
Semnale de
Avertizare
Raiffeisen Bank Subsidiaries
n
n
n
n
Raiffeisen
Raiffeisen
Raiffeisen
Raiffeisen
Asset Management Romania
Banca pentru Locuinœe
Capital & Investment
Leasing
* At this date, Vladimir Kalinov is the head of the Retail Banking Division, as Vice-President, while Mircea Busuioceanu is
the Chief Risk Officer of Raiffeisen Bank. The two assignments are subject to the National Bank of Romania’s approval.
www.raiffeisen.ro
9
Who we are
3.2. Corporate Governance
We believe that best practice is just as important as law, because the way we act towards our
stakeholders and the way we meet company values determine how we are perceived on the market, and
further on reputation, credibility and loyalty to our brand. Proving that we respect all these rules is a key
element in the corporate governance architecture and represents an important pillar in sustaining and
maintaining the trust of all those interested in the organization’s activity and it supports our reputation.
Conformity has never been a problem for our organization. There is no need for a decision to go by
the law and the rules existing in a given country or market. A responsible person or organization goes
even further and does not only ask if something is legal, but also if it is ethical. For several years now,
Raiffeisen Bank Romania respected its Code of Conduct, which deals comprehensively with conformity
and ethics. In the last few years it has become increasingly important not only to stand by the rules but
also to be able to prove this and show it to the world.
Conformity is a living part of our organization. Legal conformity is the sole responsibility of the Legal
and Corporate Governance Directorate, while operational conformity is included in all our processes
and monitored by the Operational Risk Department. Money laundering prevention and procedures
regarding information about customers are implemented and monitored by the Conformity Directorate
(previously the Banking Security Directorate was in charge of that). The Directorate is also responsible
for all anti-corruption and anti-fraud measures. The Human Resources Directorate is in charge of
our Code of Conduct. In fact, everyone in the organization has to make sure that Raiffeisen Bank
respects all conformity rules and that it adheres to high ethical standards. This message is continuously
reinforced through our management’s statements.
In 2009 we created a dedicated conformity position, aligning ourselves to the Raiffeisen Group policy
and to international practices. The person in charge of Conformity is responsible for coordinating
all related activities from within the bank and our subsidiaries – he reports directly to the President.
Raiffeisen Bank Romania also reports to the conformity directorate of the Raiffeisen Group. We are
proud to make profit in a sustainable and ethical way, in a sector that is not necessarily known for its
high standards in the field.
The Table below summarizes the organization’s results in terms of conformity, as they are defined by
the GRI standard.
1)
10
www.raiffeisen.ro
Parameter
No./%
Percentage and total number of business units analyzed for risks related to corruption.
0
Percentage of employees trained in organization’s anti-corruption policies
and procedures.
79%
Actions taken in response to incidents of corruption.
01
Total value of financial and in-kind contributions to political parties, politicians,
and related institutions.
0
No actions were taken, since no incidentes were registered in 2010.
We act with responsibility
We act with responsibility
4. We act with responsibility
4.1. Global Reporting Initiative - evaluating transparency and sustainability
The Global Reporting Initiative1 system is meant as a standardized reporting framework for economic,
environmental and social performance of a given organization. The model is built so that it can be used
by organizations of any size, from any business sector and from any geographical area. It takes into
account the practical reasons behind any organization’s activity – from small enterprises to those with
an extended network of units. The GRI model includes general specifications but also business segment
specifications and guidelines. This content was agreed upon by a great number of stakeholders from
around the world so that it can be of broad interest in reporting the organizational performance.
The sustainable reporting guidelines consist of the principles that define the report’s content and that
assure the quality of the reported information. The guidelines also include the standard reporting areas,
consisting of performance indicators and other parameters, as well as a consultancy section covering
the technical aspects for some of the reporting parameters. The reporting guidelines have dedicated
supplements for the various business sectors. In writing this report we have used the Financial Sector
Services Supplement and the evaluation index for level C. Annex 1 describes the index of the financial
sector parameters reported according to GRI standards on the self-declared level C, without third party
assurance. The information presented in this report is meant to asses the transparency level of the
organization at present, as it is evaluated according to the GRI model.
4.2. Our People
We are successful because we invest in performance management and in the welfare of our employees.
Raiffeisen Bank offers its employees a complex compensations and benefits package. It includes a
subscription to private medical center, a collective insurance against accidents and illness, a bank
contribution to an investment fund for private pensions, preferential access to the bank’s products and
financial services (only for full-time employees), between 23 and 27 days of rest per year (while the law
only requires 21), a bonus for the first born child, a bonus and days of rest for newly-weds, financial
assistance for close relatives in the unfortunate case of the employee’s death, work phone, work car for
management positions and an annual bonus according to the assessed performance. The negotiations
between the bank’s union and the management affect all employees, even if they are not union members.
The organization also guarantees to its employees a series of discounts in various shops or companies.
Our employees do not receive only financial benefits but also access to training, career management
consultancy but, more important, to the knowledge and experience the Raiffeisen Group has gathered
in its long presence on the banking market. In 2010, the executive personnel has undergone a number
of 167,438.17 training hours while the management has received 46,264.66 training hours. The
organization performs an yearly evaluation of performance and career development.
The tables below summarize our organization’s structure according to age and gender.
1)
12
www.raiffeisen.ro
Age
Percentage
<30
30-50
>50
Gender
39%
51%
10%
Percentage
Women
Men
75%
25%
http://www.globalreporting.org/Home
We act with responsibility
Taking into consideration their position within the banks hierarchy, the gender division can be found
in the table below. The company’s board is made exclusively of men, while on executive positions
there are mainly women.
Position
No.
Executive Board
Top management
Middle management
Staff
6
108
1,084
5,526
Men
Women
6
49
369
1,235
0
59 715 4.290
The table below shows the ratio between the average wage of women compared to men. Thus,
according to their position in the organization, women earn between 76% and 95% of the average
wage a man on the same position earns.
Staff Category
Ratio of basic salary men to women
Staff
76%
Middle Management
86%
Top Management
95%
In 2010, 95% of the company’s employees come from the local communities. The youngest employee
of the bank is 20 years old. The organization doesn’t have any forced labor or child exploitation
issues, since the Romanian labor code states that a person is able to work at the age of 16. Raiffeisen
Bank does not only follow the existing legislation in the field of human rights, but it also trains its
employees on the matter, having given in 2010 a number of 3,839.5 hours of training.
The table below presents the 2010 turnover by age. For the employees deciding to leave the
organization, the notice is of 20 working days, as requested by the Labor Code. For firings, the
organization offers a 20 working days notice, the possibility to relocate within the organization if
jobs are available and according to expertise, and compensations according to their experience in
the bank, as stated in the collective work agreement.
Age
Age < 30
Age between 30 - 50
Age > 50
Women
Men
Turnover per category %
13.16%
6.34%
15.49%
9.24%
11.55%
As an employer, Raiffeisen Bank pays its employees in Bucharest with at least 67% more than the
national minimum wage, and its employees in the rest of the country with at least 57% over the
national minimum wage.
www.raiffeisen.ro
13
We act with responsibility
4.3. Our organization in numbers
Survey of Key Data
Consolidated Financial Statements according to IFRS/IAS
2010*
2009*
Change (%)
EUR ‘000
EUR ‘000
Profit and Loss
Net interest income
218,665
196,793
11%
Net commission income
164,392
173,182
-5%
Trading profit
35,129
74,705 -53%
Administrative expenses
(288,947)
(290,504)
-1%
Profit/ (loss) before tax
106,510
79,257
34%
Profit/ (loss) after tax, before the net income obtained from
the sale of interrupted activity 91,189
68,467
33%
Net profit for the year 91,189
68,467
33%
Number of ordinary shares
11,962,586,385
11,962,586,385
0%
Earnings per share (in EUR/share)
0.0076
0.0057
34%
Performance
Return on equity (ROE) before tax
19.61%
15.02%
31%
Return on equity (ROE) after tax
16.79%
12.97%
29%
Cost/income ratio 65.27%
61.91%
5%
Return on assets (ROA) before tax
2.13%
1.64%
30%
Risk/earnings ratio
23.06%
51.74%
-55%
Resources
Number of employees
6,880
6,903
Business outlets
540
559
*Unofficial conversion. unaudited
14
www.raiffeisen.ro
We act with responsibility
4.4. London Benchmarking Group – evaluating our impact
on the community
The LBG theoretical model2 is based on four principles which act as a filter for selecting the data to
be reported:
1. The company accepts the importance of motivations behind community programs and the results
of the LBG model, because it will affect the measurement process.
2. The model only takes into account initiatives that are the result of the company’s wish to make a
difference in the community and not those compulsory by law.
3. If the organization is uncertain about the specific value of a contribution value, it is better not to
report that initiative.
4. Company in kind contributions are measured at production, not sale price.
The strength of this theoretical model is its neutral positioning with respect to the three motivations:
charitable, commercial and strategic, thus supporting the transparent analysis of the various projects
and objectives of the company and of the motivations behind them.
Besides that, in evaluating the contributions, the LBG model also considers the type of resources
invested, the causes supported and the geographical areas influenced by the company’s initiatives.
The second component of the LBG theoretical model
regards the results and the impact of the company’s
investment in various programs, which it further on
charity
divides in community benefits and company benefits.
Company’s
strategic
community
Starting 2010, the international group significantly
involvement
developed this side of the report in order to ensure
commercial
an easier and more coherent gathering of the results.
business
mandatary contributions
activity
economic activity
According to the new methodology for reporting
results, the main areas monitored for changes created
by community projects are: the end-beneficiaries
and the community, the partner organization, the environment and the company.
In addition, the changes generated in these areas are evaluated according to how profoundly they
meet community needs, in order to assess their sustainability.
The graphic below shows how the data for a community project is analyzed, structured by inputs,
outputs and outcomes.
Annex 3 presents more information about the country facilitator for the London Benchmarking Group - Asociaœia
pentru Relaœii Comunitare.
2)
www.raiffeisen.ro
15
We act with responsibility
For the 2010 projects, the LBG Group in Romania started using this improved methodology for
reporting on community activity. Due to the fact that the data collection instruments were distributed
to the partners while the projects were on-going or after they ended, the partners were not aware
of the data they needed to collect and therefore part of the reported results are estimates. Also,
many community partners did not manage to generate the in-depth data the new instruments require.
However, we hope that in the coming years the data gathered using the new work methodology
reflects things as they are in the communities supported by the members of the LBG Group in Romania.
Outputs and impacts
Inputs
Community program
Community benefits
Business benefits
How
Financial
Time
In kind
Management costs
Why
Helps the company
attain strategic
objectives
Charity
Strategic
Commercial
What
Education
Health
Arts and Cuture
Helps the company
attain broader bussiness
objectives
Supplementary resources
drawn
Who
Beneficiaries
Type of beneficiaries
Who
How
Type of change
Impact
penetration
Partner Organizations
What
How
www.raiffeisen.ro
What
How
Environment
What
How
Type of change
Profunzimea
Impact
impactului
penetration
Impact areas
Impact
penetration
Company
Impact
penetration
Where
16
No of beneficiaries
Type of change
How
Region
County
Town
Employee volonteering
Impact areas
Impact
penetration
We act with responsibility
Methodology for data gathering
The data analysis report is based exclusively on data provided by members of LBG Romania. ARC
has checked with every member the correctness of the data reported. This check does not act as an
audit; it is based exclusively on the information provided by the members, without ARC having full
access to primary sources.
Within LBG, ARC does not ask for an exhaustive evaluation of the projects and programs for company
involvement in community projects, but it does ask them to describe what projects are evaluated and
their percent from the total activity of the company. Based on this requirement, the analysis report only
refers to those projects and objectives that the members have mentioned.
The data LBG analyses are gathered from:
1. The data gathering form provided by the Country Facilitator of LBG Romania (ARC) to each of
its member companies. This data form respects to the international data collection and analysis
model. ARC also provided each member with a Guide on how data has to be gathered, in order
to facilitate the process. This guide gives a broad overview for the classification and quantification
of resources and also advices on how to report on projects that are on the convergence between
CCI3 and CSR.
2. Sponsorship contracts with non-profit organizations (NGOs, public institutions or local authorities)
– when they are made available by member companies.
3. Activity and financial reports provided by the community partners, press reports, etc. The data
includes all contracts involving contributions in money, products, services (pro bono and/or at
a special price) and time (volunteering).
4. The LBG reporting forms for the community partners. They are meant to collect data structured
according to the LBG model.
5. The evaluation forms for the corporate volunteers (if applicable). This form is also an instrument
built within LBG and it is intended to collect information about the benefits for the company
employees in an unitary fashion, compatible with the LBG model.
The data analyzed in this report refers to 2010. If any of the reported projects exceeds this period,
specific referrals are made regarding the analyzed period.
3)
CCI: Corporate Community Involvement.
www.raiffeisen.ro
17
We act with responsibility
4.5. Community Impact
Key data for 2010
l
5,153,5244 RON - the total amount of money invested by Raiffeisen Bank in community
programs;
l
Over 286,000 beneficiaries assisted within the programs supported by the bank;
l
The total amount of money invested by Raiffeisen Bank, together with its partners, employees
and clients was 6,275,600 RON, the equivalent of 0.3% of the organization’s turnover and
1.25% of the rough profit of the bank;
l
The total amount of extra resources generated in 2010 is 5 times larger than the amount
reported in 2009;
l
The bank’s partners have involved 3 times more beneficiaries in the community activities;
l
The bank invested half of the resources designed for community initiatives in environmental
projects.
The value of Raiffeisen Bank investments in community programs
The chart below shows the distribution of resources during 2010, by type and in percentages.
Types of resources invested by Raiffeisen Bank in community programme
0.002%
2009
0.64%
98.80%
2010
0.55%
94.39%
80%
82%
84%
Financial
86%
0.62%
4,82%
88%
Management costs
90%
92%
In-kind
94%
96%
0.18%
98%
100%
Time
The total value of the resources invested in the community has remained almost unchanged when
compared to the previous year, proving continuity in the banks attitude towards its community partners.
This approach is extremely important for beneficiary organizations, since traditional financing sources
for the community projects of the NGOs were severely affected in 2010, mostly by the withdrawal of
large financing programs from the Romanian market, but also by the diminishing success in raising
corporate funding due to the global economic crisis.
The rise in management costs shows the increased attention that the bank has given to developing and
improving its CCI practice.
The amounts have been calculated for an average value of the exchange rate for 2010, according to the NBR
- 4.2099 RON/1 EUR.
4)
18
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Motivations 5 for involvement in the community
Why does Raiffeisen Bank contribute in the community (motivations)
94%
100%
90%
82%
80%
70%
60%
50%
40%
30%
20%
12%
10%
5%
3%
3%
0%
2010
strategic
2009
commercial
charitable
Just as in the previous year, in 2010 the largest contribution (82%) went towards strategic, long-term
projects, through which the company monitors the changes induced. This line of action proves the
bank’s increased interest for profound community changes and the orientation of its corporate responsibility strategy towards sustainable, long-term projects.
The most important increase in per cents was registered for commercial projects: from 3% in 2009,
to 12% in 2010. This increase shows that Raiffeisen Bank understands the importance and utility of
this kind of projects, which combine community benefits with benefits in terms of product and services
branding, winning new markets and consolidating the organization’s reputation.
LBG classifies motivations for community initiatives in three categories: CHARITY, STRATEGIC, COMMERCIAL
Charity Projects usually are spontaneous initiatives, without clearly pursuing to produce change in the company or
the community. The company that offers resources for this type of projects usually responds to demands from NGOs,
non-profit organizations or informal groups, without pursuing any strategic goal. This type of initiatives grant the
company great flexibility in answering to spontaneous or less-visible social needs , but do not contribute to achieving
the company’s CCI or CSR goals.
Strategic Investments prove the company’s long-term involvement in community partnerships, answering to a small
number of community needs, chosen by the company so that they also support its business interests (a good public
image, employee loyalty, reduced community risks). They are based on mutual benefits for both the community and
the company. This type of projects involve a greater coordination effort, including the allocation of resources for
monitoring induced changes and for adjusting the way the project is implemented, but they have a better success
rate at attaining the desired goals. These initiatives prevent the company from being involved in too many social
needs or causes but they guarantee that a certain need is dealt with efficiently.
Commercial Initiatives are those type of commercial activities associated with a community cause that are meant
to directly support the company’s success, by promoting its identity or that of one of its brands, in order to produce
economic benefits for the company, which are instrumental in the launch of such an initiative. Even if they seem to
be at the borderline between economic activity and community projects, they have the role to provide resources that
would not otherwise be directed towards the community. The obvious example is community marketing or cause
marketing. At the same time, a great deal of community causes can be brought to the public’s attention by such
initiatives, therefore creating support for that specific cause.
5)
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19
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Around 5% of the money were invested in charity projects (a 2% increase when compared to the
previous year), thereby showing that the bank has been more flexible in answering new needs
signaled by new community partners and also in pursuing the same strategic objectives but through
new initiatives, which were not previously part of the bank’s strategy.
Causes supported by Raiffeisen Bank in 2010
The year of 2010 was very important for Raiffeisen Bank, since it has crystallized the main areas
supported by the organization. In addition, the hierarchy of community lines of action has changed
drastically. If in 2009 the bulk of investments went to social and health projects, 2010 witnessed a
more balanced investment activity, defined by 5 main areas of activity: environment, Romanian art
and culture, education and youth, social assistance and sports.
In 2010, the main focus has been on environmental projects. These represented almost half of
Raiffeisen Bank’s resources for community development, while the previous year a similar support went
to social projects (nearly 60% of the bank’s CCI resources). The other areas of interest in 2010 were
Romanian art and culture (18%), education and youth (11%), social assistance and sports (10%).
Causes supported by Raiffeisen Bank
60%
50%
56%
46%
40%
30%
18%
20%
11%
10%
10%
12%
10%
8%
4%
0%
0%
2%
6%
2%
2010
Environment
arts and culture
2009
education
social support
sports
health
others
Environment
Our organization is present in 210 cities across the country. This is why we are extremely aware of the
environmental issues existing in urban communities and we actively involve ourselves in developing
and supporting projects meant to promote the bicycle as both an environmental friendly means of
transportation and a cure for traffic generated pollution and for sedentary life or to promote projects
that created green spaces and that enhance environmental education, recycling and responsible
consumption.
20
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The table below shows how many resources Raiffeisen Bank used in 2010 6.
Resource
Electrical Power
Heat
Water
Fuel
Paper 7
Volume
Unit
678,239
Mwh
15,738
Gcal
273,595
mc
1,424,017
l
396,110
1,000 sheets A4 Use of resources/employee in 2010
8
Resource
Volume
Unit
Electrical Power
100.86
Mwh
2.34
Gcal
Heat
Water
40.68
mc
Fuel
211.78
l
Paper
58.90
1000 sheets A4
In 2010, Raiffeisen Bank invested most in the environmental protection, in a total number of 8 projects,
of which 2 were nationwide. The community partners reported the following environmental benefits:
The values were approximated for an average price of 18,77 RON/Mwh, 150 RON/Gkal, 2,86 RON/
cubic meter of water, 0,57 EUR/liter of fuel, at an exchange rate of 4,3 RON / 1 EUR. Data was gathered from
government ordinance 45/23 December 2010, estimates by ANRE, ApaNova, European Commission.
7)
We only take into account paper used in copy or printing machines.
8)
Total use/nr of employees at December 31st, 2010.
6)
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From the community partners who reported activities for environment protection, they mantioned:
0%
10%
20%
30%
40%
50%
60%
Reducing green house gas emissions
70%
63%
Protecting endangered species
38%
Conservation of water quality in seas/
rivers/fisheries
38%
Conservation of protected areas
25%
Planting and/or protecting trees
25%
Decreasing the ammount of unreciclable waste
13%
The graphic below shows the depth of environmental changes, as reported by community beneficiaries:
Level of profundity of change for environmental activities/projects
0%
2%
4%
No change
6%
8%
10%
12%
16%
18%
4%
To a small extent
17%
To some extent
To a high extent
14%
10%
2%
Keeping in mind that the partnerships addressing environment protection and preservation are still new
and that the chosen projects address behavior, attitude or even law changes, the fact that the impact
is not yet profound comes natural, as a first step in the company’s devotion to promote environmental
protection. On the long run, the bank will make sure that its community partners have the necessary
capacity to generate profound changes, so that the success of these projects is guaranteed.
Besides direct involvement in environmental protection, the 8 projects supported by Raiffeisen Bank
also had an important component in involving people in developing responsible behaviors towards
the environment. According to the reports of our community partners, these activities targeted 2 types
of change: reducing the use of non-recyclable resources and increasing the level of recycling.
22
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Two thirds of the people involved in environmental protection activities reported behavior changes
towards the preservation of non-recyclable resources.
The projects / activities which involved people in environmental protection focused on:
67%
0%
20%
33%
40%
Decrease of individual energy and fuel consumption
60%
80%
100%
Increase of recycling degree
I Love Velo is the main environmental project of the organization, implemented in
partnership with the Green Revolution Association. I Love Velo is the largest free bikesharing program in the country. It was launched on the 9th of May 2010 in Bucharest
and 3 months later it was extended throughout the country. A number of 8 free
bike-sharing centers, out of which 4 in Bucharest, 1 in Iasi, 1 in Cluj, 1 in Tg. Mures
and 1 in Constanta. The centers were active from May to November 2010 and had
200,000 beneficiaries. The centers will be reopened in March 2011.
For the Raifi Parks, Raiffeisen Bank teamed up with MaiMultVerde in order to create green spaces
in those cities that were below the European average in terms of green space per capita. Five cities
benefited from this project: Ploiesti, Foc[ani, Alexandria, Calarasi and Galati. Grass and trees were
planted and recycled plastic was used street furniture. A total of 2,500 sqm of green space were
created.
C`su]a de Hârtie (The Paper House), a project by Atelierul de carte NGO, in partnership
with Muzeul Œåranului Român (The Romanian Peasant’s Museum), was a national first. The
artist Razvan Supuran created a miniature home out of recycled paper and natural resin.
The project was supported by Raiffeisen Bank both with paper donations and financially,
while a number of 36 volunteers participated in building the home.
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Art & Culture
Because we value Romanian art and culture as a field of excellence, we have chosen to be traditional
partners for events such as: the International Music Festival Johann Strauss, the International Chamber
Music Festival SoNoRo, the Sibiu Theater Festival, The Sleepless Night of Art Galleries or the Bucharest
in a Day project.
For 4 years now, Raiffeisen Bank has supported the SoNoRo festival. Already at its
5th edition, the festival took place in Bucharest, Iasi and Cluj Napoca in the first two
weeks of November. This year’s theme was “Un ballo in maschera”. The festival is
an exceptional cultural event, gathering an increasingly larger audience. In 2010,
5,500 people attended the festival.
We supported for the first time the Sibiu International Theater Festival, already at its 7th edition,
which took place between 28 May and 6 June 2010, under the theme “Questions”. This year’s
edition gathered Romanian and foreign theater plays, street shows in the old part of the city and
in the fortified churches and citadels from around Sibiu, danced theater shows, flamenco, ballet,
contemporary dance, puppet shows, light shows, music, mimes, conferences, debates, photography
and picture exhibitions, book launches and workshops that turned Sibiu in an authentic cultural capital
of the world.
The Sleepless Night of Art Galleries (Noaptea Alb` a Galeriilor), already
at its 4th edition, happened in 40 places in Bucharest, in the night of 11 to 12
June, from 19:00 to 04:00. The event gathered 140 artists and promoted the
bicycle as an eco friendly means of transport. The event was also supported by
the National Museum of Contemporary Art and Green Revolution.
The Bucharest in a Day project (Bucure[tiul \ntr-o zi) aims to promote the
cultural and touristic heritage of the capital in a unique way, by marking three
pedestrian routes across the city’s areas that are the richest from a cultural and historical point of view.
The three routes go through the city’s historical center, the Kiseleff Boulevard and Calea Victoriei. All
the maps and information about the routes are available at http://www.bucurestiulintrozi.ro/. The
project’s launch was followed by a series of 12 television shows aired by The Money Channel, which
presented the history of the routes. Raiffeisen Bank was the main partner for this show and for the
launch of the routes in an event called “Sindrofie la Æosea”.
Education
We firmly believe that education is essential both for the development of individuals as
for the development of communities. We encourage young people in the communities we
are present to gain the abilities and knowledge that are crucial to their development in the
community. We are actively involved in projects aiming to help young people to improve
both their general and financial education. Throughout 2010 we offered our support to
several education institutions and associations.
The Charity Gift Association implemented an alternative education program on two major
topics: health – Generation S – and environment – Green Guerrilla. The Generation S
program targeted high-school and university students from Bucharest, Brasov, Cluj Napoca,
24
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We act with responsibility
Timisoara and Iasi. They watched movies and participated in debates about nutrition, smoking, use
of alcohol and the importance of a healthy life style. Through the Green Guerrilla program young
people from all the large cities in the country watched movies and debated on environmental issues.
Social
As in the past, we are aware of the need for social assistance and we are
open to the needs of the community. Our aim for social initiatives is to create
sustainable development, both for the organizations we support as for their
beneficiaries. Therefore, we chose to finance those project that aim to give
their beneficiaries the opportunity to autonomy and independence. This is
why we have started the project “A trade, a chance for a future”, together
with Fundatia Principesa Margareta a României (The Princess Margareta of
Romania Foundation). This national education project wants to help 60 young people under social
care services in Iasi, Braila and Craiova to learn a trade and find a job. After a rigorous selection,
they have received a study scholarship to study at the “Spiru Haret” UCECOM high-school. They were
allowed to choose between short term or long term certifications. 13 of them chose the first option,
while the rest opted for the latter, learning trades such as waiter, cook, butcher, barber, hairstylist or
mechanic. On February 15th 2011, 12 young people from Iasi graduated from such courses, while
Raiffeisen Bank has offered them support in finding jobs with its business partners. Besides the study
scholarship, the program also provided the young people with mentorship, in order to offer them
the support and skills they need for a good social integration. This mentorship program involved
volunteers from Raiffeisen Bank and the Bethany Foundation from Iasi, which not only spent time with
the young people but also tutored them at foreign languages, mathematics and Romanian grammar.
As in previous years, we continued our partnership with the international organization United Way
for fund rising, selecting and monitoring projects that answer to the needs of the community. In 2010
82 employees volunteered for selecting and monitoring projects financed through United Way, for a
total of 615 hours of activity. A number of 950 employees donated a sum of money, ammount then
doubled by the bank. With the help of Raiffeisen Bank, United Way supported over 34 projects from
different NGOs, with a total number of 7,371 direct beneficiaries, in the fields of education, health,
social and professional integration.
Sports
Raiffeisen Bank supports sports for all people as part of a healthy lifestyle. Throughout 2010 we
continued our strategic partnership with the Bucharest City Marathon and the Sport Arena Street Ball.
This year the Marathon received international recognition and became part of the International
Association of Street Marathons. A number of 6,000 people of various ages participated in the
marathon. The Bucharest City Marathon is an event organized by the Bucharest Running Club
Association, with Raiffeisen Bank’s support. 43 bank employees also participated in the marathon: 1
ran the marathon, 4 the semi-marathon, 14 went in the popular race and 6 teams in the relay race.
The 5th edition of Sport Arena Street Ball gathered 1,000 teams, meaning over 3,500 non-professional
players from all-over the country. The second edition of the European Slamdunk Championship was
held this year, with participants from 14 countries.
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25
We act with responsibility
Community Partners
NGOs were our main partners (76%) for the bank’s community involvement, followed by non-profit
institutions – schools and museums (13%). This distribution of resources was to be expected, given
the fact that NGOs have both the required infrastructure and the explicit goal of addressing community
causes. Many of them also have the experience necessary for creating partnerships in the business
environment.
Complementing the NGO sector and its causes, there still are community needs which are best
addressed by non-profit institutions, since they have better expertise and logistics for educational,
cultural, health and care projects.
2010
76%
0%
10%
20%
NGOs
30%
13%
40%
Non profit institutions
50%
60%
70%
Medical, institutions care
80%
7%
90%
4%
100%
Legal authorities
Geographic coverage
9
Tabel 1 4
Geographic
area
Contributions
%
Valoarea contribuœiei RON
Bucharest
40%
1,963,491.84
National
14%
694,636.27
Iaæi
10%
463,358.95
Cluj
8%
387,863.27
Constanœa
6%
273,235.41
Cålåraæi
4%
171,635.78
Prahova
3%
164,165.40
Galaœi
3%
156,868.35
Teleorman
3%
156,868.35
Vrancea
3%
156,868.35
Braæov
2%
120,942.72
Bråila
1%
38,634.46
Timiæoara
1%
26,488.09
The projects supported by the bank covered a larger area than that presented in this table. However, since the
value of investment was smaller in the other areas and in order to facilitate reading, we decided to present only the
geographical areas that received over 1% of the bank’s investment.
9)
26
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The analysis of Table 1 suggests that the bank paid attention to the entire country, selecting community
partners able to cover different needs from all regions.
Bucharest continues to be the main area of focus, but this also happens because many of the community
partners addressing issues important for the bank function in the Capital City.
Extra Resources
According to the LBG standard, companies can report on the resources invested by other important
actors in the projects supported by the organization. These extra resources are reported only when the
company’s involvement in the given cause generated attention on that cause, drawing the additional
resources or when the organization facilitated the involvement of other actors.
Ratio of resources invested, compared to resources drawn
100%
18%
90%
4%
80%
70%
60%
50%
82%
96%
2010
2009
40%
30%
20%
10%
0%
Total resources drawn
RZB investements in community projects
Volume of supplementary resources drawn
1,200,000
1,122,082
1,000,000
800,000
600,000
400,000
227,922
200,000
0
2010
Total supplementary ressources drawn
2009
RZB investements in community projects
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27
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The graphics above show that the amount of extra resources went up 5 times in 2010. This difference
might be partially explained by the quality of the data provided by our community partners. 2009 was
the first year when Raiffeisen Bank started to collect data from its community partners. It is possible that
some of the partners could not provide a complete report for 2009. Therefore, the increase mentioned
above might be better explained by a more detailed reporting than by a significant change in the
fundraising activity of our community partners.
By adding the extra resources to Raiffeisen Bank’s investment, we can say that Raiffeisen Bank
together with the donors it has involved in its projects, invested 6,275,606 RON in the community.
The graphic below shows the distribution of these extra resources drawn by the bank and its
community partners. The largest contributions come from other sources (74%) – implying campaigns
or fundraising events coordinated by the community partners with the bank’s help. This group of
donors is important because they would not have been drawn if the bank had not supported that cause
and thereby legitimizing the project.
This type of support is extremely important for our community partners since it helps them develop
new partnerships and win new support and most important to obtain new financing sources. This
type of partnerships, which help NGOs not only through financial support but also by aiding them
in obtaining new financing sources, produce long term benefits such as the development of their
organization.
Source of supplementary contributions drawn
100%
90%
82%
82%
80%
70%
60%
50%
40%
30%
20%
12%
10%
12%
5%
5%
0%
2010
Other resources
2009
Employees - salary donations
Other partners
Employees - other contributions
The bank’s employees continue to be important supporters of the community projects. They are
responsible for 19% of the extra resources, which shows their devotion to the projects. Just like the
bank, its employees have remained constant in their support, no matter what the general context was.
28
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Results10 for the community, results for the company
The bank’s community partners have helped 286,170 people in 2010. The projects did not focus on
some well-defined categories of beneficiaries, knowing that the projects’ success requires the diversity
of those involved. This is why 92% of the beneficiaries were marked as no specific category.
However, the projects were mainly targeting children, young people and people with special needs.
Main types of beneficiaries
100%
92%
90%
80%
70%
60%
50%
40%
30%
20%
5%
10%
2%
1%
children
disabled persons
0%
no specific group
young people
over 16 years old
2010
For all these beneficiaries, the LBG model monitored three types of changes:
l
l
l
behavior and attitude,
improved knowledge and abilities,
better quality of life.
For the 2010 projects, the instruments for collecting data about the changes produced by our community partners
with our help have been significantly improved. Due to the fact that the data collection instruments were distributed
to the partners while the projects were on-going or after they ended, the partners were not aware of the data the
needed to collect and therefore part of the reported results are estimates. However, we decided to present these
estimates because they present, even if not precisely, the impact that the bank’s investment had on the community
and on the company.
10)
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29
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Beneficiaries of community projects have...
2010
120%
96%
100%
80%
80%
60%
40%
20%
0%
...felt a positive impact
an quality of life due to the support
offered by the company
...felt changes of behaviour
or attitude following the support
offered by the company
...developed new skills or improved
personal efficiency
The community projects supported by Raiffeisen Bank mainly led to changes in the quality of life but
also to changes of behavior. This was the effect of the environmental, cultural and sports projects. The
main goal of these projects was to encourage people to adopt healthier behaviors that, on the long
run, lead to better quality of life.
The LBG model analyzed not only the types of changes generated for beneficiaries, but also the
level of depth for these changes. Thus, for the projects implemented by Raiffeisen Bank’s community
partners:
Out of these beneficiaries:
0%
20%
have been pasive
30
80%
79%
2%
changed visibely
1%
reported significant changes due to new
behavious/attitudes
1%
www.raiffeisen.ro
60%
16%
have acknowledged the need to change
realized changes
40%
100%
We act with responsibility
From the beneficiaries who had the possibility to develop skills and knowledge...
0%
5%
10%
15%
20%
25%
30%
35%
40%
were pasive
45%
42%
chose to get involved to learn/develop skills
34%
have developed knowledge/skills
13%
use an the long run these skills and knowledge
7%
reported significand changes due to the new skills/
knowledge
3%
From the beneficiaries whose life was intended to be improved...
0%
10%
had access to change but did not act
30%
40%
50%
60%
70%
80%
20%
got involved
70%
identified short term benefits
4%
registered minor changes but on a long term
4%
registered major changes on the long term
20%
2%
As expected, most beneficiaries are at the level of rising awareness and involvement for changing
attitudes, behaviors, skills and life quality. Only a small number of them have experienced profound
changes.
This is happening because community partners are communicating the opportunities for changes and
dedicate activities for gathering groups of beneficiaries around the projects. For being able to create
profound changes, these partners have to dedicate a large number of human, time and financial
resources. For this reason, in order to be able to generate real changes, the interventions target small
groups of beneficiaries.
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We act with responsibility
The resources invested by the bank in community projects produce changes not only for the direct
beneficiaries, but also for the organization implementing the project. Thus, the 45 community
partners of the bank have evaluated the benefits they experienced in 2010 as shown in the graph
below.
Changes generated inside partner organizations
0%
20%
40%
60%
offers new products/services
80%
100%
77%
higher visibility/reputation of the organization
60%
have saved financial resources
60%
more time dedicated to beneficiaries
47%
higher capacity to employees/hoast volonteers
44%
higher capacity to trains employees/volonteers
44%
emproving management system
26%
initialing/supporting lobby activities
23%
The same as for the changes brought for beneficiaries, the LBG model offers to community partners
the opportunity to evaluate the level of depth for the changes experienced by their organizations due
to the fact that they could access the bank’s resources.
Change penetration, reported by community partners
0%
No change
To a smalle extent
To some extent
To a high extent
5%
10%
15%
20%
25%
30%
35%
1%
3%
11%
30%
The evaluations from all community partners show the fact that, even though most of the time we are
not aware of the importance of a sponsorship for the partner organization, in fact the sponsorship has
a fundamental place in consolidating the partner organization.
32
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Conclusions
Conclusions
5. Conclusions
The value of the bank investments in the community in 2010 represents 0.3% from the turnover and
1.25% from the gross profit, which means an average contribution of 200 EUR for each employee.
These data shows the fact that in 2010 Raiffeisen Bank came near to the medium percentages of
investments in community causes for countries with tradition in community involvement, and in some
cases, exceeded them. Below there are some figures from the LBG groups in different countries, in
2010:
l
l
l
United Kingdom – contributions in community projects represent 0.41% from the gross profit (for
2010 and a medium CCI contribution per employee of £ 405 (aprox 479 Eur).
Australia and New Zealand – contributions in community projects represent 0.63% from the
gross profit and 0.10% from the turnover, with a medium CCI contribution per employee of 322$
(243 EUR).
United States of America – contributions in community projects represent 0.1% from the turnover
and 1.12% from the gross profit, with a medium CCI contribution per employee of 556 $ (419
EUR).
Raiffeisen Bank’s efficiency in figures
For 1 customer served in 2010, Raiffeisen Bank invested financial, time or
in kind resources with an average value of 18 RON.
Every 18 RON invested by the bank in 2010 in the community, brought
visibility to the company for at least 1 client, prospect client, beneficiary or
employee of the bank *.
For every 1 RON invested by Raiffeisen Bank in community programs, the
community partners attracted through fundraising initiatives another 0.16
RON.
* In calculating the effectiveness of projects exposure we only took into account the direct beneficiaries of the
projects. Since in many of the projects communication channels were used, we consider that the exposure efficiency
through CCI projects of the bank was in fact a lot larger.
34
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Conclusions
Application Level C
G3 Content Index - Financial Services Sector
Supplement - GRI Application Level C
STANDARD DISCLOSURES PART I: Profile Disclosures
REPORT FULLY ON THE BELOW SELECTION OF PROFILE DISCLOSURES OR PROVIDE A REASON FOR OMISSION
1. Strategy and Analysis
Profile Disclosure
Description
Reported
Page
1.1
Statement from the most senior decision-maker of the organization. Partially 3
2. Organizational Profile
Profile Disclosure
Description
Reported
Page
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
2.9
2.10
Name of the organization.
Primary brands, products, and/or services. Operational structure of the organization, including main divisions,
operating companies, subsidiaries, and joint ventures.
Location of organization’s headquarters.
Number of countries where the organization operates, and names
of countries with either major operations or that are specifically
relevant to the sustainability issues covered in the report.
Nature of ownership and legal form.
Markets served (including geographic breakdown, sectors served,
and types of customers/beneficiaries).
Scale of the reporting organization.
Significant changes during the reporting period regarding size,
structure, or ownership.
Awards received in the reporting period.
Fully
Fully
8
8
Fully
Fully
8, 9
45
Fully
Fully
8
8
Fully
Fully
8, 9
8
Fully
Fully
8
5, 6
3. Report Parameters
Profile Disclosure
Description
Reported
Page
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.10
3.11
3.12
Reporting period (e.g., fiscal/calendar year) for information provided.
Date of most recent previous report (if any).
Reporting cycle (annual, biennial, etc.)
Contact point for questions regarding the report or its contents.
Process for defining report content.
Boundary of the report (e.g., countries, divisions, subsidiaries,
leased facilities, joint ventures, suppliers). See GRI Boundary
Protocol for further guidance.
State any specific limitations on the scope or boundary of the report
(see completeness principle for explanation of scope). 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.
Explanation of the effect of any re-statements of information provided
in earlier reports, and the reasons for such re-statement
(e.g.,mergers/acquisitions, change of base years/periods,
nature of business, measurement methods).
Significant changes from previous reporting periods in the scope,
boundary, or measurement methods applied in the report.
Table identifying the location of the Standard Disclosures in the report. Fully
Fully
Fully
Fully
Partially
3
3
3
4, 5
3, 12
Fully
12
Fully
12
Not
NA
NA
Fully
35
* Conform standardelor de evaluare pentru nivelul C, organizaœia trebuie så raporteze cel puœin 1 indicator pentru fiecare parametru de
rqportare.
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35
Conclusions
4. Governance, Commitments, and Engagement
Profile Disclosure
Description
4.1
4.2
4.3
4.4
4.14
4.15
Governance structure of the organization, including committees
under the highest governance body responsible for specific tasks,
such as setting strategy or organizational oversight. Indicate whether the Chair of the highest governance body is also
an executive officer.
For organizations that have a unitary board structure, state the number
of members of the highest governance body that are independent
and/or non-executive members.
Mechanisms for shareholders and employees to provide
recommendations or direction to the highest governance body. List of stakeholder groups engaged by the organization. Basis for identification and selection of stakeholders with whom
to engage. Reported
Page
Fully
10
Fully
9
Fully
13
Partially
Partially
10
43
NA
STANDARD DISCLOSURES PART III: Performance Indicators
Product and Service Impact
Performance Description
Reported
Page
Indicator
Product portfolio
FS6
Percentage of the portfolio for business lines by specific region,
size (e.g. micro/SME/large) and by sector.
Partially
8
FS7
Monetary value of products and services designed to deliver a specific
social benefit for each business line broken down by purpose.
Not
FS8
Monetary value of products and services designed to deliver a specific
environmental benefit for each business line broken down by purpose.
Not
Audit
FS9
Coverage and frequency of audits to assess implementation of
environmental and social policies and risk assessment procedures.
NA
Active ownership
FS10
FS11
FS12
36
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Percentage and number of companies held in the institution’s portfolio
with which the reporting organization has interacted on environmental
or social issues.
Percentage of assets subject to positive and negative environmental
or social screening.
Voting polic(ies) applied to environmental or social issues for shares
over which the reporting organization holds the right to vote shares
or advises on voting. Not
Not
Not
Conclusions
Economic
Performance Indicator
Description
Reported
Page
Economic performance
EC1COMM
EC2
EC3
EC4
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.
Financial implications and other risks and opportunities
for the organization’s activities due to climate change. Coverage of the organization’s defined benefit plan obligations. Significant financial assistance received from government. Fully
14 - 5
NA
Not
Fully
Market presence
EC5
EC6
EC7
Range of ratios of standard entry level wage compared to local
minimum wage at significant locations of operation.
Policy, practices, and proportion of spending on locally-based
suppliers at significant locations of operation. Procedures for local hiring and proportion of senior management
hired from the local community at significant locations of operation. Fully
13
Not
Fully
13
Indirect economic impacts
EC8
EC9
Development and impact of infrastructure investments and services
provided primarily for public benefit through commercial, in-kind,
or pro bono engagement. Not
Understanding and describing significant indirect economic impacts,
including the extent of impacts. Not
Environmental
Performance Description
Reported
Page
Indicator
Materials
EN1
EN2
Materials used by weight or volume. Percentage of materials used that are recycled input materials. Partially
Not
21
Energy
EN3
EN4
EN5
Direct energy consumption by primary energy source. Indirect energy consumption by primary source.
Energy saved due to conservation and efficiency improvements.
Not
Not
Not
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37
Conclusions
EN6
EN7
Initiatives to provide energy-efficient or renewable energy
based products and services, and reductions in energy requirements
as a result of these initiatives. Not
Initiatives to reduce indirect energy consumption and reductions achieved. Not
Water
EN8
EN9
EN10
Total water withdrawal by source. Water sources significantly affected by withdrawal of water. Percentage and total volume of water recycled and reused. Not
NA
Not
Biodiversity
EN11
EN12
EN13
EN14
EN15
Location and size of land owned, leased, managed in, or adjacent to,
protected areas and areas of high biodiversity value outside protected areas.
Description of significant impacts of activities, products, and services
on biodiversity in protected areas and areas of high biodiversity value
outside protected areas. Habitats protected or restored. Strategies, current actions, and future plans for managing impacts
on biodiversity.
Number of IUCN Red List species and national conservation list species
with habitats in areas affected by operations, by level of extinction risk. NA
NA
NA
NA
NA
Emissions, effluents and waste
EN16COMM
EN17
EN18
EN19
EN20
EN21
EN22COMM
EN23
EN24
EN25
Total direct and indirect greenhouse gas emissions by weight. Other relevant indirect greenhouse gas emissions by weight. Initiatives to reduce greenhouse gas emissions and reductions achieved.
Emissions of ozone-depleting substances by weight. NOx, SOx, and other significant air emissions by type and weight. Total water discharge by quality and destination. Total weight of waste by type and disposal method. Total number and volume of significant spills. 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. 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. Not
Not
Not
Not
Not
Not
Not
NA
NA
NA
Products and services
EN26
EN27
38
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Initiatives to mitigate environmental impacts of products and services,
and extent of impact mitigation.
Percentage of products sold and their packaging materials that
are reclaimed by category. Not
NA
Conclusions
Compliance
EN28
Monetary value of significant fines and total number of non-monetary
sanctions for non-compliance with environmental laws and regulations. Not
Transport
EN29
Significant environmental impacts of transporting products and
other goods and materials used for the organization’s operations,
and transporting members of the workforce. Not
Overall
EN30
Total environmental protection expenditures and investments by type.
Not
Social: Labor Practices and Decent Work
Performance Indicator
Description
Reported
Page
Cross-reference/Direct answer
Employment
LA1
LA2
LA3
Total workforce by employment type, employment contract,
and region. Total number and rate of employee turnover by age group,
gender, and region. Benefits provided to full-time employees that are not provided
to temporary or part-time employees, by major operations. Fully
13
Fully
13
Fully
12
Labor/management relations
LA4
LA5
Percentage of employees covered by collective bargaining agreements.
Minimum notice period(s) regarding significant operational changes,
including whether it is specified in collective agreements. Fully
12
Fully
12
Occupational health and safety
LA6
LA7
LA8
LA9
Percentage of total workforce represented in formal joint
management-worker health and safety committees that help monitor
and advise on occupational health and safety programs. Rates of injury, occupational diseases, lost days, and absenteeism,
and number of work-related fatalities by region.
Education, training, counseling, prevention, and risk-control
programs in place to assist workforce members, their families,
or community members regarding serious diseases.
Health and safety topics covered in formal agreements
with trade unions. Not
Not
NA
Not
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39
Conclusions
Training and education
LA10
Average hours of training per year per employee by employee category. Fully
12
LA11
Programs for skills management and lifelong learning that support
the continued employability of employees and assist them in managing
career endings. Not
LA12
Percentage of employees receiving regular performance and career
development reviews.
Fully
12
Diversity and equal opportunity
LA13
LA14
Composition of governance bodies and breakdown of employees
per category according to gender, age group, minority group
membership, and other indicators of diversity.
Ratio of basic salary of men to women by employee category. Fully
Fully
13
13 Social: Human Rights Performance Indicator
Description
Reported
Page
Diversity and equal opportunity
HR1COMM
Percentage and total number of significant investment agreements
that include human rights clauses or that have undergone human
rights screening. Not
HR2
Percentage of significant suppliers and contractors that have
undergone screening on human rights and actions taken. Not
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. Not
Non-discrimination
HR4
NA
Total number of incidents of discrimination and actions taken.
Freedom of association and collective bargaining
HR5
Operations identified in which the right to exercise freedom of
association and collective bargaining may be at significant risk,
and actions taken to support these rights. Not
Child labor
HR6
40
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Operations identified as having significant risk for incidents
of child labor, and measures taken to contribute to the elimination
of child labor. Fully
13
Conclusions
Forced and compulsory labor
HR7
Operations identified as having significant risk for incidents
of forced or compulsory labor, and measures to contribute
to the elimination of forced or compulsory labor. NA
Security practices HR8
Percentage of security personnel trained in the organization’s
policies or procedures concerning aspects of human rights that
are relevant to operations. Not
Indigenous rights
HR9
Total number of incidents of violations involving rights of indigenous
people and actions taken.
NA
Social: Society
Performance Indicator
Description
Reported
Page
Community
SO1
Nature, scope, and effectiveness of any programs and practices
that assess and manage the impacts of operations on communities,
including entering, operating, and exiting. FS13
Access points in low-populated or economically disadvantaged
areas by type.
FS14
Initiatives to improve access to financial services for disadvantaged
people.
Not
NA
NA
Corruption
SO2
SO3
SO4
Percentage and total number of business units analyzed for risks
related to corruption. Percentage of employees trained in organization’s anti-corruption
policies and procedures. Actions taken in response to incidents of corruption.
Public policy
SO5
SO6
Public policy positions and participation in public policy development
and lobbying. Total value of financial and in-kind contributions to political parties,
politicians, and related institutions by country.
Fully
10
Fully
Fully
10
10
Fully
Fully
10
Anti-competitive behavior
SO7
Total number of legal actions for anti-competitive behavior,
anti-trust, and monopoly practices and their outcomes. Fully
10
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41
Conclusions
Compliance
SO8
Monetary value of significant fines and total number of non-monetary
sanctions for non-compliance with laws and regulations. Fully
10
Social: Product Responsibility Performance Indicator
Description
Reported
Page
Customer health and safety
PR1
PR2
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 number of incidents of non-compliance with regulations
and voluntary codes concerning health and safety impacts of
products and services during their life cycle, by type of outcomes. NA
NA
Product and service labelling
PR3
PR4
PR5
FS16
Type of product and service information required by procedures,
and percentage of significant products and services subject to such
information requirements. Total number of incidents of non-compliance with regulations and
voluntary codes concerning product and service information
and labeling, by type of outcomes. Practices related to customer satisfaction, including results
of surveys measuring customer satisfaction. Initiatives to enhance financial literacy by type of beneficiary.
Not
Not
Not
Not
Marketing communications
PR6
PR7
Programs for adherence to laws, standards, and voluntary codes
related to marketing communications, including advertising,
promotion, and sponsorship. Total number of incidents of non-compliance with regulations
and voluntary codes concerning marketing communications, including
advertising, promotion, and sponsorship by type of outcomes. Not
Not
Customer privacy PR8
Total number of substantiated complaints regarding breaches
of customer privacy and losses of customer data. Not
Compliance
PR9
42
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Monetary value of significant fines for non-compliance with laws
and regulations concerning the provision and use of products
and services. Not
Conclusions
Annex 2 - Partners
Alåturi de Voi - Iaæi
Atelierul de carte
Bright Light
Bucharest Running Club
Charity Gift
Fundaœia Principesa Margareta a României
Green Revolution
Hospice Casa Speranœei
Light into Europe
Mai Mult Verde
Festivalul de film Next
Ovidiu Rom
Renaæterea
SoNoRo
Sport Promotion
TEDx
United Way
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43
Information on the LBG country facilitator
Annex 3 - Information on the LBG country
facilitator
The Association for Community Relations (Asocia]ia pentru Rela]ii Comunitare) is the only LBG country
facilitator for Romania. ARC received this title after its team was trained and certified in 2008 by the
British consultancy agency The Corporate Citizenship. This agency created LBG and is the leader of
LBG International.
ARC is currently the main support organization for companies and their community partners, helping
them to mobilize local resources efficiently.
In the past 8 years, ARC tried to help NGOs attract support and funds from companies. Through
various events, long-term programs, individual consultancy sessions and community brokerage ARC
promoted long-term partnerships, aiming to create important changes in the community.
The organization’s activity is structured around 5 main components:
1. Involving companies in the community
2. Increasing the fundraising capabilities of NGOs
3. Introducing community foundations to Romania
4. Introducing community resources mobilization mechanisms
5. Research in the field of resource mobilization
Strategic Partners
The companies that decided to become LBG Romania partners in 2011 are: BRD Groupe Societe
Generale, Danone Romania, Lafarge Romania, Orange Romania, Raiffeisen Bank Romania and
Ursus Breweries.
In 2006, ARC joined the international network Business in the Community (BITC), thereby becoming
a member of CSR360 the largest and most important network of organizations promoting the
involvement of companies in the community.
www.arcromania.ro
0264 406 388
Bd. 1 Decembrie 1918, nr. 4 ap. 7
Cluj Napoca
44
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Information on the LBG country facilitator
Annex 4 - Contacts
Raiffeisen Bank
Head Office
15 Charles de Gaulle Square,
Cod 011857, district 1, Bucharest
Phone: +4 021 306.10.00
Fax: +4 021 230.07.00
E-mail: [email protected]
http://www.raiffeisen.ro
Corporate Responsibility Department
Communication and Public Relations Directorate
Suzana Csizsek
Raiffeisen Bank S.A.
15 Charles de Gaulle Square,
Cod 011857, district 1, Bucharest
Phone: +4 021 306.16.23
E-mail: [email protected]
www.raiffeisen.ro
Pipera Operational Office
9-9A Dimitrie Pompei Blvd
District 2, Bucharest
Phone: +4 021 306.20.00
Fax: +4 021 319.85.08
www.raiffeisen.ro
45