Corporate Responsibility Report 2012
Corporate Responsibility Report 2012 Table of Contents Table of Contents 1. Foreword 3 2. Highlights 5 3. Who we are 8 3.1. Company Profile 9 3.2. Our company in figures 10 3.3. Our people 11 4. We act responsibly 15 4.1. Methodology for data gathering 16 4.2. Corporate Governance 17 4.3. Our impact in the community 27 4.3.1. The value of Raiffeisen Bank investments in community programs 27 4.3.2. Motivations for involvement in the community 28 4.3.3. Causes supported by Raiffeisen Bank in 2012 29 4.3.4. Geographic coverage 32 4.3.5. Additional resources attracted 32 4.3.6. Results for the community 34 5. Conclusions 43 Annex: Annex 1 – GRI index 45 Annex 2 – Partners 52 Annex 3 – Contacts 53 2 Foreword Foreword GRI 1.1 Foreword At Raiffeisen Bank we recognize that our decisions have effects far beyond the financial transactions that define our business. We know leadership influences economic vitality, the well-being of our community and even the way people live. This understanding guides our commitment to a healthy lifestyle and social sustainability. We see this commitment as an opportunity to do the right thing both for our business and for all our stakeholders. We also see it as a compelling business opportunity for our customers and all our shareholders and a point of pride for all our partners. That is why in 2012 we invested over 3,000 hours of management and volunteering hours in corporate responsibility projects and approximately 2,000,000 euros in community projects. • GRIreporting- we are reporting fully on 72 parameters and partially on 6, from a total of 94, compared to 44 fully and 5 partially in the first report. • Volunteering- our objective for 2013 is to pass a Volunteering Policy, formalizing thus and enhancing volunteering activity. • RaiffeisenComunitatigrantprogram- we will continue to invest in local projects not only financial resources, but also know-how, best practices and expertise through workshops and assessments. • BucharestCityMarathon- 2012 was the 5th edition, gathering over 7,000 runners. It is at present a landmark event in the country and it has created a lifestyle trend. • IVelo- in it’s third year it has developed towards self sustainability and the objective is to lead it to an autonomous bike rental program, together with advocacy initiatives to integrate bikes in traffic, as an alternative means of transportation. I believe companies have a responsibility to share information with the public about the social and community impact of their business and steps they are taking to improve that impact. In accordance to modern standards, these reports should be regular, metrics-based, transparent and forthright. This report continues and expands on our reporting commitments to date, following both LBG and GRI standards, for a more thorough view on community investments and an how we operate in business. Creating sustainable economic growth is an important part of the way we do business. This report is a demonstration of some of the work we are doing to sustain the development of healthy, clean and prosperous communities for ourselves and for future generations. Steven van Groningen President & CEO 4 www.raiffeisen.ro Highlights 2012 Highlights 2012 GRI 2.10 Highlights 2012 February n Sustainable Business Practices award for the Raiffeisen Comunitåœi grant program, by Business Review - Annual Investment Awards. March n Raiffeisen Bank and Junior Achievement Romania organize at Lucian Blaga Highschool in Constanœa the entrepreneurial creativity competition - Creativity & Innovation Challenge attended by 84 pupils from 11 highschools in the town and 7 Raiffeisen Bank volunteers. April n Global Finance and EMEA Finance award Raiffeisen Bank as „The Best Bank in Romania” and Raiffeisen Bank International as „The Best Bank in the CEE”. May n Noaptea alba a galeriilor (The Sleepless Night of Galleries) - the 2012 edition proposes a nocturnal itinerary of contemporary art events in over 30 galleries in Bucharest. n Debit Direct - launching of www.donatie.ro, the first on line donation platform, project initiated by Asociaœia pentru Relaœii Comunitare and supported by Raiffeisen Bank. n SkirtBike - 3rd edition - event dedicated to ladies riding a bike, which took place in Bucharest, Iaæi, Arad, Timiæoara and Sibiu and supported by Green Revolution and I’Velo bikes. June n Launching a new I’Velo center in Sibiu, in partnership with the local city hall. July n Raiffeisen Bank opens the second edition of the Raiffeisen Comunitåœi grant program, aimed to small and medium local projects in communities where the bank has an outlet. August n Cristian Sporiæ takes over the office of vice president for the Corporate Banking division of Raiffeisen Bank. September n Start of the program “Noi Înæine” (Through Ourselves), organized by Junior Achievement Romania and supported by Raiffeisen Bank. n Bike Fest the 2012 edition - the event took place in Bucharest and among many others, it included a bike pentathlon. n Announcing the winner projects for the Raiffeisen Comunitåœi grant program. 6 www.raiffeisen.ro Highlights 2012 October n The “H. Stepic CEE Charity” Foundation, founded by the president of Raiffeisen Bank International, Herbert Stepic, offers a financial support of 37,000 Euros for the recreational center Casa Iris, for disabled persons in Valea Criæului (Covasna county). The money will be used to extend present premises and to refurbish and maintain it. n Bucharest International Marathon - 5th edition, gathered over 7,000 runners of all ages. n My Fisrt Marathon - a program organized by Raiffeisen Bank that trained 11 employees to run a marathon for the first time. In October 4 people ran the marathon and 3 ran the semi marathon. GRI 2.10 November n VISA – award for the „Voluntarii BaniIQ“ (Money IQ Volounteers) program. n The Volunteers Gala - event organized by VOLUM association, the only of its kind in the country, recognizing volunteers, volunteering projects, coordinators of volunteering activitie and volunteering centers. n The Green Business Index Gala 2012 - the 3rd edition - organized by Green Rrevolution, the event awarded the companies most environmentaly responsible. December n European CSR Awards - launching of the first pan-European program to recognize successful partnerships between companies and not for profit organizations, supported by Raiffeisen Bank. n The SB of Raiffeisen Bank nominates Mircea Busuioceanu as Chief Risk Officer and Bogdan Popa as Chief Financial Officer, as members of the Board. n The Banker awards Raiffeisen Bank with the “Bank Of The Year” on the local market. 7 www.raiffeisen.ro Who we are Who we are Who we are 3.1. Organization profile Raiffeisen Bankis a top universal bank in Romania, offering a complete range of superior quality products and services to individuals, SMEs and corporations, through various distribution channels: 525 bank units its ATM and EPOS networks, phone-banking (Raiffeisen Direct), mobile banking (myBanking) and internet banking (Raiffeisen Online). GRI 2.2 2.3 2.5 2.7 2.8 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 RZB 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. On the corporate business segment, Raiffeisen Bank services more than 6,800 corporate clients with turnovers exceeding EUR 5 million, public entities and financial institutions. The bank also has representatives in 8 regional corporate centers, providing clients from all over the country with customized banking solutions. Raiffeisen Bank also leads the credit card market and is one of the top Romanian issuers of debit cards. Its card portfolio – both credit and debit – amounts to 1,8 million units. Raiffeisen Bank Subsidiaries nRaiffeisen nRaiffeisen nRaiffeisen nRaiffeisen nRaiffeisen Asset Management România Banca pentru Locuinœe Capital & Investment Insurance Broker Leasing 9 www.raiffeisen.ro Who we are 3.2. Our company in figures Consolidated Financial Statements according to IFRS/IAS Profit and Loss Net interest income Net commission income Trading profit Administrative expenses Profit/ (loss) before tax Profit/ (loss) after tax, before the net income obtained from the sale of interrupted activity Net profit for the year Number of ordinary shares Earnings per share (in EUR/share) Balance Sheet Loans and advances to banks (including placements with banks) Loans and advances to customers Deposits from banks Loans from banks Deposits from customers Equity (including minorities and profit) Balance-sheet total Regulatory information Risk-weighted assets, including market risk Total own funds Total own funds requirement Excess cover ratio Core capital ratio (Tier 1), including market risk Own funds ratio Performance Return on equity (ROE) before tax Return on equity (ROE) after tax Cost/income ratio Return on assets (ROA) before tax Risk/earnings ratio Resources Number of employees Business outlets 2012* EUR ‘000 2011* EUR ‘000 Change (%) 256,771 129,319 51,462 (271,285) 104,502 251,353 146,122 48,869 (287,546) 119,416 2% -11% 5% -6% -12% 88,991 88,991 12,000,000,000 0.0074 100,918 100,918 12,000,000,000 0.0084 -12% -12% 0% -12% 176,826 3,410,497 37,768 694,416 3,834,565 646,165 5,424,236 163,046 3,436,358 295,412 434,629 3,969,783 626,205 5,619,559 8% -1% -87% 60% -3% 3% -3% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 0% 0% 0% 0% 0% 0% 16.43% 13.99% 59.91% 1.89% 30.61% 20.00% 16.91% 63.20% 2.21% 19.43% -17.9% -17.3% -5.2% -14.4% 57.5% 5498 525 6,682 543 GRI 2.8 EC1 EC4 *Unofficial conversion, unaudited 2012** RON ths Direct economic value generated a) Revenues Economic value distributed b) Operating costs c) Employee wages and benefits d) Payments to providers of capital e) Payments to government (by country ) f ) Community investments Economic value retained 1,667,449 1,667,449 (1,517,964) (686,470) (522,377) (240,000) (69,117) 149,485 ** Raiffeisen Bank has not received any financial support from the government. 10 www.raiffeisen.ro Who we are 3.3. Our people Raiffeisen Bank’s success rests also on the fact that the organization continuously invests in its performance management, the development of its current or future employees. Organizational structure In December 2012, Raiffeisen employed 5,361 people, compared to 5,911 in 2011. The average age of employees is 36. GRI 2.8 LA1 LA2 LA14 The table below details the organizational structure according to: a. Age and Gender Age <30 30-50 >50 Gender Women Men No. 1,792 3,507 653 No. 4,563 1,389 b. Gender and management position No of women in Board-1 functions 28 No of women in Board-2 functions 84 No of women in other management functions 509 c. Average wage of women as % of average wage of men Position % Staff 75% Middle Management 82% Top Management 93% d. Employment contract, working time Continuous employment contract Fixed-term employment contract Full time Part time 5556 396 5,932 20 e. Number of new employments and number of leaves, according to gender and region Bucharest Network Gender New Employments % Leaves % Women Men Women Men 77 32 139 34 1.4 0.6 2.5 0.6 317 141 343 141 5.6 2.5 6.1 2.5 11 www.raiffeisen.ro Who we are The bank’s policy is to employ people from those local communities in which it is present, so that both the company and the community can benefit from local expertise. Seldom do new employees come from another region, and this only happens when there is no suitable work-force on the local market. Any significant changes in the operational activity of the bank, which affect employee activity are notified according to The Code of Labour. f. Number of leaves, according to gender and age Leaves of employees aged 20-29 30-39 40-49 368 333 104 Women 660 Men 282 50-59 >60 108 29 GRI EC3 EC7 LA3 LA15 LA4 LA5 LA12 LA15 Raiffeisen Bank’s employees who decide to leave the organization have to give a 20 day-notice, according to the current labor legislation. If an employee is fired, the organization gives a 20 working days notice, as well as the possibility to relocate within the organization if there are any suitable positions available, plus financial compensation according to seniority. Compensations and benefits The bank offers its employees a range of benefit packages that include: health and accident insurance (covering multiple risks, including indemnities for serious illnesses), contribution to a facultative private pension, payment for private medical services, access to a wide range of loans with preferential rates (only for full-time employees), lunch tickets, 23-25 vacation days (compared to the 21 required by law), work phone, work car for managers, annual bonus according to performance, special offers in a number of stores and other benefits specified in the Collective Labor Agreement. These benefits do not depend on the type of contract (fixed or continuous, full time or part time). The negotiations between the union of Raiffeisen Bank’s employees and the bank’s representatives apply to all employees, whether they are members of the union or not. All significant changes agreed upon are subject to a 4-week notice before they come into effect. Value of the benefits package as % from wage1 Position % Staff 5.6% Middle Management 2.9% Top Management 0.9% The average return rate from maternity leave is 92%, the rest of 8% choosing to end the working contract. The average duration of maternity leave is of 1 year, mainly due to current legislation. Performance management Each year, we evaluate all our employees’ performance and career development. Raiffeisen Bank ensures that all its employees earn at least by 70% more than the minimum wage. This was calculated as average total cost of benefits/(Average total cost of salary + variable payment + performance bonus). 1) 12 www.raiffeisen.ro Who we are Average wage of entry level employees compared to the minimum legal wage Region % over minimum wage Bucharest 103% Network 76% Professional development Raiffeisen Bank’s employees have access not only to financial benefits but also to training courses, career management consultancy and, most important, to the experience and knowledge that the organization has gathered in its many years of banking activity, as an international group. The table below illustrates the average number of training hours per employee in 2012. Position Average number of training hours/ employee - women GRI EC5 LA7 LA9 LA10 LA11 LA12 Average number of training hours/ employee - men Board - 1 50.5 33.6 Board - 2 36.9 56.9 Board - 3 38.2 42.2 Staff 20.6 22.36 In 2012 we gave special attention not only to training programs addressed to all employees, but also to those for employees continuing or ending careers. Starting June 2012, through a partnership with Romanian Banking Institute, 38 persons participated to a course of their own choice. Courses lasted on an average 6 days. To enhance continuing career we also offer to our employees courses and workshops of professional certifications. In 2012 we had 1,100 attendees to over 170 types of trainings and certifications, provided by external suppliers. In the same category we offered in our internal portfolio 50 programs in over 920 training sessions. Each year we strive to offer to all our employees the newest training methodologies and practices, to better meet heir needs and expectations. Health and safety at work Ensuring better working conditions and a safe work place is a constant concern for the Bank as a major factor affecting the quality of work. Therefore, we give special attention to informing our employees and promoting a healthy work environment. Occupational health and safety topics are covered in the Collective Labor Agreement. Number of days of medical leave, by gender: No. of days of medical leave Women Men 27,0602) 2,720 No. of days of medical leave due to work injuries/ accidents 186 No occupational illnesses or job related fatalities occurred during 2012. 2) Mainly due to medical maternity leave and to the fact that women represent 77% of the total no. of employees. 13 www.raiffeisen.ro Who we are The Raiffeiseen Trainee Program Through the Riffeisen Trainee Program we aim to nurture professionals in the financial and banking sector and to keep the best of them in our organization. The project dates since 2003, a moment when the work force market offered relatively few skills and competencies for the financial sector. The project also means to mitigate the gap between theoretic knowledge accumulated in university and market reality. During the years, even though the work force market changed for the better, the program continued to show its usefulness in preparing specialists and also as a strong link with young graduates. Raiffeisen Treinee objectives 2012: • to identify the growth potential in young people and to provide the proper climate for development; • developing skills and knowledge specific to the banking sector; • strengthening our image as an employer investing in young people with potential; • preparing future professionals who continue their carrier in Raiffeisen Bank. We offered a number of 15 places, for which applicants passed a thorough selection process. From 400 - 500 applications received 70 applicants have undergone the final evaluation stages and 14 were selected to work in the bank, from Nov. 2011 to Jul. 2012. They passed through divisions such as Corporate, Treasury, Risk, Retail, Operations & IT, President. At the end of the program they were all integrated in the organization. Internships During 2012 we had 553 intern students, 293 in the branches and the rest of them in the headquarters. Starting this year we have noticed an increase in Universities’ and students’ organizations interest in internships and in eagerness to align university curricula to work activity. We now cooperate with students associations in selecting and recruiting interns, some of this partnerships being integrated in POSDRU programs. 14 www.raiffeisen.ro We act responsibly We act responsibly 4. We act responsibly 4.1. About this report The annual report on Raiffeisen Bank’s corporate social responsibility was made by combining two international reporting standards: the London Benchmarking Group3) (LBG) methodology and the Global Reporting Initiative4) (GRI) standard, which is now the traditional format of the Raiffeisen bank Corporate Responsibility Report. Thus, by using the two reporting standards, we evaluated both the company’s responsible community involvement and its way of doing responsible business. GRI 3.1 3.2 3.3 3.5 3.6 3.7 London Benchmarking Group – measuring the company’s investments in community programs The LBG system is used by companies worldwide to evaluate and report the value and the results of their community investments. This theoretical model analyzes the community investments in terms of the motivations behind them (charitable, commercial or strategic), the types of resources invested (money, time or in-kind) and causes supported. The LBG system also looks at the results and impact of the community investments, which reveal the benefits for the community and the company. According to this methodology, the main areas monitored for changes created by community projects are: the endbeneficiaries and the community, the partner organization, the environment and the company. The changes generated in these areas are evaluated according to how profoundly they meet community needs, in order to assess their sustainability. Global Reporting Initiative - measuring the company’s corporate governance and its economic and social behaviour The Global Reporting Initiative system is meant as a standardized reporting framework for economic, environmental and social performance of a given organization and in the past years it has become a common practice for companies throughout the world. In writing this report we have used the evaluation index guideline 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 and comparative for the period 2010 - 2012. The information for this report has been collected between January 1st 2012 - December 31st 2012 and the report is meant to asses the transparency and sustainability level of the organization at present, as it is evaluated according to the GRI model. The last report issued coverd the period between Jan.1st - Dec. 31st 2011, following an yearly reporting cycle. This report does not feature data about Raiffeisen Bank’s subsidiaries in Romania, nor data regarding the mother company. The materiality of the parameters we reported on has been determined in 2009, through a materiality analysis performed with the bank’s auditor. Since 2010 (the date of the first GRI report) until now we have improved each year the level of reporting, so as to provide more accurate and more profound data for the parameters we started reporting on but also to introduce new parameters. This growth curve is visible in the comparative index in Annex 1. If in 2012 we reported fully on 44 parameters and partially on 5, out of a total of 87 parameters determined as material and applicable, in 2012 we reported fully on 72 parameters and partially on 6, out of a total of 94 parameters (the total number of parameters and their structure for the Financial Sector was been changed by the GRI in 2011). As compared to 2011, changes appeared for several parameters. The table below presents the list of these parameters and the reason for which the changes occurred. Also in Annex 1 the full list of parameters is available, with their evolution in the past three years. There have been no significant changes compared to the previous period of reporting, with respect to the scope, the boundaries or the data collection mechanisms. 3) 4) http://lbg-romania.ro/content/ http://www.globalreporting.org/Home 16 www.raiffeisen.ro We act responsibly Indicator no. 2011 2012 Explanation 3.8. Not reported Not applicable Determined as not material, since we do not report for subsidiaries. 3.10. Not applicable Fully It became applicable since we had modifications to previous statements. EC2 Not applicable Partially Determined as material following the extending of products portfolio and the creation of a social and environmental risk policy to prevent such risks. LA 14 Not reported Fully In 2010 we reported fully on LA 14, same as we do in 2012. In 2011 data lacked due to an inadvertency in the reporting chain. PR 2 Fully Not applicable This parameter is not material for the bank’s activity and it was wrongly indexed in 2011. PR 3 Not reported Fully In 2010 we reported fully on PR 3, same as we do in 2012. In 2011 data lacked due to an inadvertency in the reporting chain. GRI 2.3 2.6 2.9 3.10 4.1 4.2. Corporate Governance Raiffeisen Bank functions according to national legislation5), its charter and its internal regulations. Also the banking activity is regulated and supervised by the National Bank of Romania (NBR). The governance structure of Raiffeisen bank is composed by the General Shareholders Assembly (GSA), the Supervisory Board (SB) and the Directorate. General Shareholders Assembly Raiffeisen SEE Region Holding GmbH 99.49% and individual shareholders 0.51% (approx. 17,000) Supervisory Board 7 members Directorate 7 members Audit Committee 3 members Investment Committee 10 members Central Committee for the Management of Projects and Initiatives Portfolio 5 members Change Management Committee 8 members Credit Committee 6 voting members and 3 non voting members Security Council 3 members Rules and Regulations Committee 4 members Significant Risk Management Committee approx. 15 members Assets and Liabilities Committee 12 voting members and 6 non voting members Executive Credit Committee 2 members Remuneration Committee 3 members 5) For further information Law 31/1990 (law of commercial companies), OUG 99/2006 (also called the banking law) and NBR regulations available at http://www.bnro.ro/Legislatie-2984.aspx 17 www.raiffeisen.ro We act responsibly Responsibilities TheGeneralShareholdersAssembly (GSA) is the supreme authority of the Bank. It is composed of the majority shareholder - Raiffeisen SEE Region Holding GmbH, with 99.49% of the shares - and the minority shareholders, representing 0.51% and a total of approximately 17,000 private individuals or companies. The activity of the GSA is regulated by national legislation and by the Bank’s charter. The GSA can be ordinary or extraordinary, it gathers at least once a year and has the following competencies: GRI 2.9 4.1 4.3 • Discus, approve or modify annual financial statements of the Bank, after analyzing the Directorate and the Supervisory Board report and also the report and the opinion of the financial auditor and to agree on dividends, if the case; • Elect the members of the Supervisory Board and the financial auditor; • Revoke members of the Supervisory Board and the financial auditor, whenever necessary; • Establish the remuneration for the members of the Supervisory Board, also the principles and general limits regarding supplementary remuneration of the SB members and also the principles and limits for the remuneration of the Directorate; • To make a statement regarding the charge of the members to the Directorate, to charge or discharge them and to refer them to justice if the case; • Set the incomes and expenses budget and the business plan for the next fiscal year. TheSupervisoryBoard (SB) exercises a permanent control over the management of the Bank and its activity is regulated by national legislation and the Bank’s charter. According to the Bank’s charter the SB has 7 members, one of which independent. These are appointed by the GSA, approved by the NBR and have 4 years mandates. The SB gathers at least once in three months. Name Position Starting date of current mandate Herbert Stepic President of the SB and Managing Board RBI 2011 Martin Grull Member and Managing Board RBI 2011 Råzvan Munteanu Member and Managing Board RBI 2011 Ileana Anca Ioan Independent Member 2009 Karl Sevelda Member and Managing Board RBI 2011 Peter Novak Member and Managing Director RBI 2012 Klemens Josef Breuer Member and Managing Board RBI 2012 The duties and competences of the SB are: • • • • • • Set the exact number of the members of the Directorate and their competences; Appointing and revoking the members of the Directorate; Check that all banking activity is compliant with the law, the charter and the decisions of the GSA; Presenting, at least once a year, to the GSA, a report regarding the supervisory activity performed; Convoking the GSA in exceptional situations, when it is in the best interest of the Bank; Setting up consultative committees according to the law but not only, in order to unfold banking activity. These committees will be composed by SB members. • Periodic updating and revision of the general principles of the remuneration policy and also its implementation. Direct supervision of the remuneration for coordinator in positions of risk management and compliance. 18 www.raiffeisen.ro We act responsibly TheDirectorate The Directorate has full competency on Bank leadership. Its activity is regulated by national legislation and by the Bank’s charter, according to which the Directorate is comprised of no les than 3 and no more then 7 members, the exact number being set by the SB. The mandate of the members of the Directorate is 4 years. Structure of the Directorate Name Position Steven Cornelis van Groningen President & CEO - President Division 2011 James Daniel Stewart, Jr. Vice president Treasury and Capital Market Division 2011 Carl C. H. Rossey Vice president Operations and IT Division 2011 Vladimir Nikolov Kalinov Vice president Retail Division 2011 GRI 2.3 2.9 4.1 4.2 Starting date of current mandate Cristian Marius Sporiæ Vice president Corporate Division 2012 Bogdan Popa Vice president Financiar 2012 Mircea Busuioceanu Vice president Risc 2012 To ensure good governance, the Directorate hase delegated various charges to a number of 12 consultative committees, as presented in the diagram above (pag. 17), which presents the governance structure of Raiffeisen Bank. In addition to the 12 committees, each member of the Directorate has a subordinated division, representing a segment of the banking activity. This structure is transparent in the work chart below. Raiffeisen Bank’ structure, as of 2013, March 31st 19 www.raiffeisen.ro We act responsibly Shareholder and stakeholder dialog The relationship with the shareholders is kept through the GSA. They are informed - according to national regulations - through a public announcement in a large popularity newspaper in Bucharest. Shareholders can also ask questions on the contact email address of the bank. The main shareholder is directly represented in the SB through 5 members, there for it can address the Directorate every three months or more often with any opinions or recommendations. GRI 4.4 4.14 4.15 SO5 Stakeholder groups have been mapped as follows: employees (represented individually and by the union), customers (individually and represented by the Agency for Consumers Protection Romania and the National Agency for Consumers Protection), the communities we are present in and their members as individuals, the business community (represented through different associations), public and state institutions, suppliers and business partners. Criteria for selecting stakeholders to engage with were type and magnitude impact on the company. Stakeholder engagement through public affaires activities Being a representative of the business sector, one of our objectives is to improve both the private and the public sector. Thus the bank supports the state reform and modernization measures and is actively contributing to the regulation process especially when it comes to laws and regulations that hinder private sector activities and inhibit economic growth. We tackle these challenges in different ways – producing position papers, making public statements, engaging with the regulators, acting both individually and collectively - through business and professional organizations. Raiffeisen Bank is in a constant dialogue with the authorities and the business and professional bodies and thinks about these partnerships as being vital in finding common ground for sustainable solutions to the common issues. Participation to public debates, development of public policies or lobby Participating to public debates, to the development of public policies or to lobby activities is an important and essential means for a company to maximize the added value it brings to its stakeholder groups. The vast involvement in the transparent process of elaborating, implementing and evaluating policies is manifested as the expression of Raiffeisen Banks’s commitment towards mechanisms and principles of good corporate governance. Any enterprise of the company in the public sphere is rolled out respecting business ethics principles and cultivating relationships based on transparency, integrity and honesty. The public affaires activity is funded on the existence of a real and efficient dialog between the state on one side and the economic environment on the other, in order to identify the issues the economic environment is facing, the levers by which the state can enhance the solving of these issues and the building of policies that would benefit all parties: state, employers and employees. As a representative of the business community, Raiffeisen Bank promotes the permanent dialog with public authorities and thinks that only through such a collaboration between the public and the private sector adequate solutions can be found to common issues. Our company has at its disposal various ways of getting involved in the participating process public statements, documents of position with respect to public policies, participating in the public consultation process or to various other public events. These may take for individually, through actions of the members of the Raiffeisen Bank Directorate, or collectively, through professionals and business associations where the company is a member. 20 www.raiffeisen.ro We act responsibly Subjects approached in 2012 in various interventions in the public sphere: Subject Parteners Dialog with the authorities regarding the reform of the public sector Ongoing CIS National Council for Competitiveness (CoNaCo) Status 2011 CIS The management efficiency of public institutions (position document) The functioning of public administration: motor for economic growth - Ended Contribution for elaborating The National Strategy for Competitiveness CoNaCo Ongoing Measures of increasing economic competitiveness CIS, AmCham, Aspen Institute - Short and long term priorities for sustainable economic growth Pact for economy CIS - Topics on the EU agenda - the Banking ARB Union, the taxing of the financial sector Status 2012 Ongoing GRI 4.14 SO5 Ongoing The order of the National Authority for Consumer Protection regarding measures of financial institutions to inform consumers Amended ARB National Authority for Customer Protection (ANPC) Contributions to editing the National Strategy for Financial Education ANPC Customer Protection Association Romania (APC-Romania) Ongoing Activity suspended since March 2012 due to the dissolving of CoNaCo Ongoing Ongoing Ongoing Implementing & Amending Ongoing Some of the associations in which Raiffeisen Bank is an active member are: The Foreign Investors Council (FIC), the Romanian - American Chamber of Commerce, The Romanian Association of Banks, Aspen Institute Romania, Bilateral Chambers of Commerce, etc. For example, Steven van Groningen, President&CEO of Raiffeisen Bank, is also the president of FIC, funding member of the Aspen Institute, member of the Consultative College of competition, vice president of ARB (until March 2012). Also James Daniel Stewart Jr, Vicepresident of Raiffeisen Bank, is board member of AmCham. 21 www.raiffeisen.ro We act responsibly Through these channels Raiffeisen Bank cooperates with national authorities, with other representatives of the business community and of the civil society, in order to elaborate public policies that support its business objectives. Moreover, this approach have, on the long run, contributed to the social and economical development of the country: creating a competitive economy and also a modern private sector, able to answer citizens needs. For these reasons the issues addressed through public affaires activities are not limited to issues specific to the financial and banking sector, but also touch on those with a direct or indirect impact on the business community as a whole. Such topics have been the subject of the interventions during dialog with decision factors, conferences, round tables, debates or interviews given to the press, both national and international. GRI 4.14 SO6 PR3 PR4 PR5 PR7 PR8 PR9 Dialog with customers Raiffeisen Bank constantly monitors the evolution of its relationship with customers an how they perceive it. The table below presents a summary of the surveys in 2012 and their results. Nr. Survey name Customer segment Frequency Indicator Results in 2012 1 Satisfaction and loyalty Private individuals (PI) 1/year General satisfaction with the bank None in 2012 2 Satisfaction and loyalty SMEs 1/ year General satisfaction with the bank 85% (professionals), 77% (SME Micro), 74% (SME Small) extremely satisfied or very satisfied 3 2nd day call PI, SME, Corporate 4/ year General satisfaction with the bank’s services 60% (Mass & Premium), 60% (SME), 87% (Corporate) extremely satisfied or very satisfied 4 2nd week call PI 4/ year Satisfaction with complaint management 41% extremely satisfied or very satisfied 5 Net recommendation score PI 4/ year Intention to recommend the brand, the services or the product 48% (brand), 63% services), 59% (products) 9 or 10 on a scale from 0 to 10 where 0 / means “not reccomand at all” and 10 means “surely would reccomand” Products All products and services of the bank are accompanied by specific documentation, developed according to national regulations in place and ANPC regulations. The table below presents the number and the status of the complaints addressed to ANPC. Also in 2012 we had 1 complaint to the ANSPDCP (National Agency for Supervision and Processing of Personal Data) which ended with no sanctions, being rejected as unfunded. 22 www.raiffeisen.ro We act responsibly Satus of complaints 2012 ANPC complaints 304 Sanctions for complaints 20 ANPC inspections 2 Sanctions for complaints 3 Warning Fine Total amount of fine 7 13 38,000 RON Warning Fine Total amount of fine 1 2 10,500 RON GRI 4.4 4.14 PR4 PR7 PR8 PR9 Dialog with employees Each year the Human Resources Directorate distributes a survey regarding employee satisfaction and one evaluating employee engagement. Below we present a summary of these surveys. • In Raiffeisen Bank the employee engagement score in 2012 was in the neutral zone (average) and was equal with the score of the banks in CEE, in 2012. To calculate this score the following parameters were taken into account: say (positive things about your work place), stay (desire to continue to be a member of the company), strive (to do the extra effort for the company’s success). • 68% of the employees see themselves continuing their career in the bank in the following year and 51% of them see themselves continuing their career in the following three years; per cents similar to 2011 results. • Answers to the question “Generally how satisfied are you with your work place?”: 6% 11% 23% Satisfied employees Satisfied employees 60% Positive hesitants Positive hesitants Negative hesitants Negative hesitants 23 Dissatisfied employees Dissatisfied employees www.raiffeisen.ro We act responsibly • Answers to the question “Where would you place your current work place compared to other places you could work in?”: GRI 4.4 4.14 7% 16% 39% 38% Above others Above others Somewhat above others Somewhat below others Somewhat above others Below others Somewhat below others 0% Below others 25% 50% I’m ready to develop new abilities and enrich my level of expertise for getting a promotion. 75% 100% 2% 97% 2% 3% 96% Employees here are held accountable for results. 2% 2% 3% 2% 88% Correct procedures are insisted upon. I’m ready to take more responsibilities for getting a promotion. 87% 10% Our organization has reacted in time to manage the challenges of the changing economic environment. 85% 12% My line manager holds employees accountable to high standards of performance. 85% 10% My coworkers follow our work processes. I believe that our company will successfully overcome the challenges of the global economic situation. I’m ready to assume a higher level of stress for getting a promotion. Agreeing respondents Positive hesitants 24 14% 83% 14% 83% 14% 79% Negative hesitants 1% 2% 1% 3% 2% 1% 84% Overall, our organization has a good reputation. 2% 15% 1% 2% 1% 2% 1% 3% 3% Disagreeing respondents www.raiffeisen.ro We act responsibly Internal communication is the responsibility of the Communication and Public Relations Directorate, which is also the owner of the main internal communication channels. These are: the email client, intranet and the internal magazine Staff Only. Also several dedicated email addresses are available for collecting ideas from employees or simply for communication on dedicated topics. Dialog with the NGOs Raiffeisen Bank is investing in a sustainable community development. For this reason, beside the financial contribution in various community projects, we created a group of our NGO partners, to which we offer yearly training regarding project management and reporting on results. We also aim to have a relationship in which to exchange best practices and skills with our partner, so that the outcome will have a positive impact also on developing project management competencies and fundraising competencies. These topics are addressed during at leas one annual meeting with our partners, a survey including questions about their opinion of the relationship with the bank and how they would like it to evolve. GRI 4.4 4.14 SO2 SO3 SO4 SO7 SO8 Compliance The compliance with the legal framework and regulations in place for our field of work is a basic requirement for being a reputable market player. This is why our company is committed not only to ensuring legal compliance, but also to acting responsibly in all its day-to-day activities. For this purpose we have created, several years ago, a Code of Conduct that sets the compliance and ethics framework and which is part of all contracts with suppliers. We also think that is our responsibility to invest in local communities also through the suppliers we choose. Thus 83.4% of ours suppliers come from the local market. Indicator 2012 Total number of legal actions for anti-competitive behavior, anti-trust, and monopoly practices and their outcomes 0 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations 0 Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcomes 0 Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship by type of outcomes 0 Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data 0 Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services 0 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations. 0 Anti-Corruption Measures Through its specialised departments, Raiffeisen Bank monitors the compliance with legal and internal requirements designed to prevent and fight fraud and corruption, money laundering, financing of terrorism and market manipulation. The Table below summarizes the organization’s results in terms of conformity, as they are defined by 25 www.raiffeisen.ro We act responsibly the GRI standard: Indicator 2012 Percentage and total number of business units analyzed for risks related to corruption 0 Percentage of employees that have been instructed about the organization’s anti-corruption policies and procedures 100% Actions taken in response to incidents of corruption. 06) Respect for human rights The organization does not face any risk of forced labor or child exploit being, fully compliant with the Labor Code. Not only does the bank respect the human rights regulations, but it also trains its employees on such matters: in 2012, 1,354 hours of training on human rights have been provided to 100% of employees. Raiffeisen Bank did not deal with any human rights violation case involving discrimination. With respect to suppliers, The Code of Conduct stipulates parameters refering to human rights regulations compliance; The Code of Conduct is part ol all contracts with suppliers. GRI EN1 EN3 EN4 EN5 EN6 EN7 EN8 EN10 EN18 EN28 HR2 HR3 HR4 HR6 HR8 Environmental protection Raiffeisen Bank is committed to doing business in a responsible way and this is one reason for focusing on taking action to minimise its impact on the environment. Thus, the bank developed environmental policies which focus on optimising the use of resources: energy, paper, water and fuel. In 2012, through a process of leanification we managed to reduce the quantity of paper used in the loan analysis process from 1,000,000 pages per month to 0 pages per month at present. A similar initiative was taken in our call centre, reducing to 0 the paper used for filling in contracts. The table below presents the use of resources of Raiffeisen Bank in 2012 for the main types of resources. In 2012 we managed to collect more data regarding the use of paper, including this time the paper used for forms. This is the reason why in 2012 we reported initiatives to reduce the use of paper but at the same time the amount of paper used is larger than in 2011. In 2012 the bank’s employees flew 1,217,966 km, of which 979,189 km international ans 292,777 km national. The table below shows the use of the main types of resources for 2010 - 2012: Resource Volume 2010 Electrical Power (Mwh) Volume 2011 27,448 26,705 Heat (Gcal) 9,517 9,729 Water (mc) 49,737 48,800 7) Fuel (l) 1,424,017 Paper (1.000 A4 sheets ) 110,012 8) 861,331 142,167 9) Volume 2012 25,590 9,612 48,477 708,776 219,975.148 Recycling: although we do not have recycled materials as insert materils, we recycle paper and No actions were taken, since no incidents were registered in 2012. At present on the Romanian market there is only one electric energy supplier offering a mix of energy from regenerable and non regenerable resources and the product is available only since 2012. 8) We only take into account paper used in copy or printing machines for 2010 and 2011. 9 ) Figure for the period between April and December 2011; for the first trimester of 2011 the use of paper could not be accounted for. 6) 7) 26 www.raiffeisen.ro We act responsibly electric and electronic waste. Other types of waste have been collected by salubrity companies and measured 11.130 mc. Use of paper 1,097,588 kg We recycled 623,979 kg Electric and electronic equipment entered in 2012 3,993 kg We recycled 60,890 kg GRI EC1 EC2 EC8 EC9 EN1 EN2 EN22 LBG impact in the community The Social and Environmental Risk Management Policy sets screening criteria for our clients with respect to the social and environmental impact or risk. The table below presents the status of the corporate portfolio in this respect. In 2012 Raiffeisen Bank has financed projects such as the micro hydro power plants in Sebeæ or Alba, but has not financed projects mainly for the public interest. Social/Labour (Exposure) Environment and Health & Safety (Exposure) High 33.6% High 18.6% Low 24.4% Medium 14.3% Medium 24.4% Low 52% In 2012 Raiffeisen Bank has financed projects such as the micro hydro power plants in Sebes or Alba, but has not financed projects mainly for the public interest. 4.3. Impact in the community Referencedatafor2012 l 8,000,000 RON community investment - up by 38% compared to 2011; l over 200 employees volunteered an average of 2.5 days/year; l total value of community contributions (including supplementary resources drawn by beneficiaries) 10,069,774 RON; l 525,654 beneficiaries, 17% more than in 2011; l environment is the main target we invest in - 30% of resources, followed by sports and social services. Raiffeisen Bank community investments 8,048,668 RON 2012 2011 6,110,235 RON 2010 5.153.524 RON 2009 4,874,168 RON 4.3.1.ValueofRaiffeisenBank’sinvestmentincommunityprograms The total value of the contributions invested in community programs was 8,048,668RON, meaning a significant up words trend for 2012, by 38% compared to 2011. The bank’s contribution includes the value of financial resources, in kind contributions, time contributions and management costs. 27 www.raiffeisen.ro We act responsibly The graphic below presents the distribution of resources over the four years of reporting, acc ording to type and in per cents. LBG Motivations to engage What does Raiffeisen Bank invest in the community? 2%1% 97% 2012 5% 1% 94% 2011 1% 99% 2010 1% 99% 2009 0% 10% 20% Financial 30% 40% 50% Management costs 60% Time 70% In kind 80% 90% 100% Financial contributions remain the most important type of contribution to community projects, amounting to 98%. Volunteering time and management costs amount together to 2%, but their value in figures is not to be neglected. For example volunteering time during work hours amounts to 11.000 Euros10). 4.3.2.Motivationsforcommunitycontributions In 2012 strategic projects mobilised again the majority of resources (86%) in the bank’s community projects portfolio. Commercially grounded initiatives are up to 9%, mainly due to a community marketing project - the SMURD co-branded card. Charitable grounded initiatives, started as a result of ad-hoc decisions against community requests drew 5% of the total resources invested11 ). Why does Raiffeisen Bank invest in the community 2012 86% 2011 87% 9% 7% 82% 2010 12% 10% 20% 30% Strategic 40% 50% Commercial 60% 1% 5% 3% 3% 94% 2009 0% 5% 70% 80% 90% 100% Caritabile 10) More details regarding employee volunteering and its importance for the bank can be found in the section dedicated to company benefits. 11) According to LBG, 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. Charity Projects are usually 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. 28 www.raiffeisen.ro We act responsibly This diversification of reasons for community involvement is important for the bank in as much it represents a contact point with its external stakeholders, since the community initiatives portfolio represents a good starting point for a better understanding of customers, partners and employees and the communities they live in. LBG Causes supported Environment 4.3.3.CausessupportedbyRaiffeisenBankin2012 According to the bank’s corporate responsibility strategy, the majority of the resources for community investments are distributed in 5 strategic areas - environment, arts and culture, education, sports and social services. In 2012 Raiffeisen Bank has invested mainly in two f these categories - environment and sports. Social causes are on the second place if we compare investments, mainly due to the grant program Raiffeisen comunitæœi, which absorbs small local initiatives, but also due to investments in fund rising events, where the final destination of the donations is social assistance projects. What causes doar Raiffeisen Bank suppoert? 2012 21% 30% 7% 57% 2011 2010 2009 16% 10% 46% 56% 2% 0% 10% Environment 20% Social welfare 30% Sport 50% Arts & culture Health 7% 9% 10% 0% 40% 12% 6% 70% Local development 6% 5% 4% 18% 16% 60% 7% 12% Youth and education 3% 8% 11% 5% 80% 5% 6% 3% 90% 100% Other The decrease of the investment in environmental projects is due to the fact that the I’Velo project, in partnership with Green Revolution association, is approaching maturity. If the first years revolved around infrastructure development, promotion and local partnerships, now the investments focus on maintenance for the bike rental centres and consolidating the biking community. Environment I’Velo is the most important multi annual bike-sharing program in Romania. The project started on May 9th 2012 by Green Revolution and Raiffeisen Bank, under the patronage of the Ministry of Environment and Forests, having the larges geographical coverage in the country. I’Velo’s mission is to gradually introduce the bicycle in urban life, both as recreational and as an alternative, healthy, low environmental impact means of transportation. Main directions of the project: • Building an active community of people who like, use and promote the bike on a national level; • Supporting the development of an adequate intrastructure, mainly through dialogue and cooperation with authorities. I’Velo news for 2012: • • • • • The interconnection of rental centres in Bucharest; Flexible rental schedule; Opening a new centre in Timiæoara; Bike reservations available on line, via www.ivelo.ro; Refurbishing the centres. 29 www.raiffeisen.ro We act responsibly GreenBusinessIndex(GBI) - the environmental responsibility barometers for companies in Romania, is a project designed by Green Revolution, which monitors green initiatives in the Romanian Business sector. GRI FS16 At its 3rd edition, the GBI is the only free instrument to evaluate environmental responsibility. It also offers assistance and counselling for improving the companies’ environmental performance. TGBI evaluates environment responsibility on the following sectors: sustainable development, environmental impact, sustainable transportation, use of resources, premises, green purchasing and trash management. Arts & culture SoNoRo„Love Unlimited” 2012 – An intimate voyage in the world of chamber music. The 7th edition of the SoNoRo chamber music festival took place between November 9th - November 25th. The opening concert was hosted the the Unirii Hall, Cotroceni Palace in Bucharest and was followed by 16 concerts in Bucharest, Iaæi, Timiæoara and Cluj-Napoca. The XIX edition of the International Theatre Festival in Sibiu took place between may 25 and June 3rd under the headline “Crisis. Culture makes a difference.” For 10 days Sibiu was transformed into an enormous stage for over 2,500 artists from around the world. In 2012 ITFS inaugurated in partnership with TVR Cinema a new section, namely a film one, where films such „Undeva la Palilula” directed by Silviu Purcårete, „Akropolis” a performance directed by Jerzy Grotowski, „Prin gânduri æi imagini” – a documentary by Liviu Ciulei and „Goldfish games” by Jan Lauwers were projected. Education SENSUL BANiLOR The „ABCdarbancar” program, released in March 2011 in partnership with Junior Achievement Romania, offers high school students a better understanding of financial products, helping them at the same time to develop useful skills for the correct management of a budget. During the school year 2011/2012, „ABCdar-ul bancar” reached 600 from 20 towns in the country. Approximately 90 volunteers taught the students financial education lessons, offering them support and sharing their banking and financial expertise. 1. Scurtă prezentare a programului Programul Sensul banilor permite elevilor accesul către o mai bună înţe lului banilor în societate, a consumului şi a economiilor. Prin intermediu activităţi individuale şi de grup propuse de programul Sensul banilor struiesc propriul raţionament de gestionare a banilor şi îl aplică în viaţa d recunosc semnificaţia administrării banilor în adoptarea deciziilor. Elevii sunt încurajaţi să utilizeze gândirea creativă şi pe cea analitică pentr abilităţi de management al banilor şi de adoptare a deciziilor care au co nanciare. 2. Experienţe şi abilităţi dobândite prin program: 1. Program recomandat cadrelor didactice: profesori de economie sau educaţie antreprenorială „Creativity & Innovation Challenge”, contest of entrepreneurship projects,2. reached Grup ţintă: elevi deBucharest 10 - 13 ani and Constanœa in March 2012. 15 employees worked for the projects together with the students, 3. Număr de ore: programul poate fi realizat 6 (versiune supporting them in developing tem work and leadership skills, creativity and business like înreasoning. Activitate: Bani în bancă În cadrul acestei secţiuni, elevii învaţă să gestioneze un cont bancar. Elevii: • Vor identifica rolul banilor de zi cu zi • Vor fi capabili sa explice b de elevii unui cont bancar Activitate: Idei de afaceri Elevii identifică locuri de muncă sau idei de afaceri pe care le pot iniţia pentru a câştiga bani. Elevii: • Vor face diferenţa între a lu pentru cineva şi a fi antrep • Vor identifica modalităţi d câştiga bani prin angajare deschiderea unei afaceri. Activitate: Balanţa de plăţi Elevii identifică abilităţile personale şi propriile interese pentru a le asocia cu oportunităţi de afaceri. Elevii: • Vor realiza o asociere între personale şi posibilitatea d jare sau de a deveni antrep • Vor înţelege conceptul de c de piaţă • Vor identifica metode de a şi cheltui inteligent venitul Activitate: Construirea unei afaceri Elevii identifică paşii necesari pentru începerea unei afaceri şi construiesc un plan de afaceri. Elevii: • Vor defini paşii de baza în carea şi inceperea unei afa • Vor calcula veniturile şi che pe care le presupune o afa • Vor dezvolta un plan de afa cordanţă cu abilităţile şi pas standard) sau 12 (versiune extinsă) ore de curs The JobShadowDayprogram, which offers high school students the possibility to understand the challenges but also the skills required by a job, brought in April 500 students in 20 Raiffeisen Bank outlets from 13 different towns. They have spent a few hours in the shadow of an employee, learning what it means to work in a financial institution. 30 Activitate: Fii un consumator Elevii: inteligent • Vor lua decizii utilizând car În acest capitol este introdus conceptul ticile conceptului de consu www.raiffeisen.ro de consumator inteligent (SMART) prin inteligent (SMART) intermediul metodei pedagogice joc de • Vor identifica diferenţa înt We act responsibly Social Raiffeisen Bank rolled out in 2012 the second edition of the RaiffeisenComunit`]igrant program, designed for small and medium local communities, where our bank is present. The main purpose of the initiative is to offer financial support to NGOs with good and relevant projects. LBG Causes supported Social Sports The program had three stages: letter of intention screening, evaluation of the project and the final one - voting for the best project on the www.raiffeisencomunitati. ro blog. The financing offered by Raiffeisen Bank is of maximum 5,000 euros per project, to a total of 100,000 euro for the entire grant program. The second edition had 25 winning projects, mainly in the social services sector. We also continued our partnership with the international organisation UnitedWay for fund rising driven to support tens of projects from various sectors: education, health, social and economic inclusion, etc. Last year, thanks to the approximately 1.000 Raiffeisen Bank employees which contributed with their wage donations almost 200,000 RON, amount doubled by the bank at the end of the campaign. Also over 100 employees volunteered a total of over 1,000 hours, participating in the selection, evaluation and monitoring process and also in organising charitable vents. For several years now Raiffeisen Bank volunteers represent the majority of the United Way volunteers, approximately a quarter of the total. At the same time the program gathers the majority of our volunteering employees. Sport “Raiffeisen Bank Bucharest International Marathon“ is the first accredited and internationally recognized marathon taking place in Romania. It is included in the official list of international marathons and it is part of the International Association of Street Marathons. It is also included on the list of official events published on the website of the Romanian Athletic Federation. The purpose of the event is to determine the inhabitants of the urban environment to adopt sport as part of a healthy and balanced lifestyle. The fourth edition, which took place on Sunday 7th of October 2012, registered over 7,000 participants from 40 countries. For the second year in a row a team formed of employees took the start in a training program with the final objective of participating to the Bucharest international Marathon (BIM). During the four months of training 11 colleagues prepared themselves for finishing either the 42.195 km race, or the semi marathon race. The project “Raiffeisen Runners - the first marathon” follows what is already a classic format. The runners have been coached and supported during the whole training by Gabriel Solomon and Marian Chiriac. The participants received a personalized training program and for the team in Bucharest the trainers organised weekly races. From the 11 runners (from Bucharest, Iaæi, Constanœa, Tulcea and Braæov), eight were women. The program sets itself to show that an ordinary man, with a minimum of training and following the basic principles of correct nutrition and hydration, who is perseverant and methodical can run a marathon. 31 www.raiffeisen.ro We act responsibly Sport Arena Streetball registered approximately 900 participant teams, gathering over 3,600 players from 5 countries and 15,000 viewers. Also, in 2012, players from 8 countries participated in the third edition of the Slam-dunk European Championship. Sport Arena Streetball is one of the most important European 3x3 tournaments by number of players and viewers and is recognized as one of the best organized championships in the world. “The tournament organized at the Polytechnic University of Bucharest is one of the pillars of the 3x3 basketball development in the world”, says a letter sent to the Romanian organizers by the International Amateur Basketball Federation. LBG Geographic coverage Additional resources 4.3.4.Geographiccoverage Tabel 112) - Geographical distribution of resources 13) Town Value of contribution Valueof in RON contributionin RON Value of contribution Valueof in % contributionin% Bucharest 3,002,757.25 39% National 1,876,142.00 25% Braæov 579,601.50 8% Iaœi 581,211.65 8% Sibiu 448,350.00 6% Timiæoara 436,229.75 6% Cluj 274,572.25 4% Constanœa 257,750.00 3% 54,100 1% Tulcea The distribution of resources according to geographic area shows that though Bucharest continues to be the most supported town, there is a high interest for as varied as possible a coverage throughout the country. Investments in projects with national coverage has increased from 13% in 2011 to 25% in 2012. Braæov and Iaæi are the next two areas where the bank has invested through its community partners. They are followed by Sibiu, Timiæoara, Cluj and Constanœa. 4.3.5.AdditionalResourcesDrawn According to the LBG standard, companies can also report on the resources invested by other important actors in the projects they support. 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. 12) According to data reported by Raiffeisen Bank to LBG Romania, the geographical coverage of projects is larger than presented in this table, but for the sake of keeping the report readable, we only presented investments larger than 1% of the total investment of the bank in the community. 32 www.raiffeisen.ro We act responsibly The graphic below shows that not only the bank’s contributions increased last year, but also additional drawn resources. Only in 2012 the volume of resources drawn by the bank’s community partners increased by 18% compared to 2011. LBG Additional resources Additional resources drawn (RON) 2,020,306 RON 20122 1,519,498 RON 2011 1,122,082 RON 2010 2009 227,922 RON The obvious evolution of additional drawn resources can be an indicator of the level of development of community partners of the bank with respect to fund rising. Through new mechanisms and partnerships with new companies they manage to increase the diversity of their financing resources. This phenomenon represents an indicator of the survival and development capacity of our community partners13). Ratio of resources invested by the bank to aditional resources drawn 2012 80% 20% 2011 80% 20% 2009 4% 96% 0% 10% 20% 30% 40% 50% Raiffeisen Bank contributions 13) 18% 82% 2010 60% 70% 80% 90% 100% Aditional resources drawn More data regarding additional resources drawn can be found in the section on results in the community. 33 www.raiffeisen.ro We act responsibly In 2012 the total value of the contributions reaching the community due to the bank and its supporters was 10,069,774RON(2.260millionEUR)14). LBG Results in the community Beneficiaries Aditional resources drawn by source 2012 96% 11% 85% 15% 2011 7% 19% 2010 4% 74% 98%% 2009 0% 10% 20% 30% Employees - wage donations 40% 50% Employees - other contributions 2% 60% 70% Other partners 80% 90% 100% Other resources According to community partners reports in 2012 the main additional contributions drawn were financial or in kind, from other companies. They were rounded up by wage donations and charitable events organised by community partners. 4.3.6.Resultsinthecommunity In 2012, the value of the bank’s community investments amounted to over 2%of its net profit and is the equivalent of an average contribution of 337Eur per employee. All these values are on an increasing trend compared to 2011, when community investments represented 1.51% of the rough profit and the average contribution per employee was 243 Eur. Even compared to other LBG member groups Raiffeisen Bank contributions are quite high, especially if compared as proportion of turnover. Thus: • Great Britain - corporate community investments represent 0.95% of the net profit (in 2011), 0.12% of the turnover and an average contribution per employee of 695EUR. • Australia and New Zeeland – contributions to community projects represent 0.41% of the rough profit and 0.07% from the turnover and an average contribution per employee of 354$. For Raiffeisen Bank these percents have an increasing trend, while in the case of other members of the LBG group they showed a decreasing trend in 2012 compared to 2011. Over 2012 the bank’s community partners assisted through their projects over 525,654persons, representing various types of beneficiaries. Environmental, sports and arts and culture projects gathered a large and heterogeneous public. In exchange in the education and social sector more targeted activities were supported, for categories such as young people, children and disabled persons. 14) Value in Euros is calculated with the average value of eur/ron according to NBR data available at http://www.bnro.ro/Cursul-de-schimb-3544.aspx. 34 www.raiffeisen.ro We act responsibly For these categories the LBG model evaluates three types of changes: LBG Results in the community • behaviour and attitude, • gathering of knowledge and skills, • improving quality of life. Tipe of changes generated to beneficiaries 96% 100% 88% 82% 80% 80% 63% 60% 40% 20% 28% 13% 5% 1% 0% Improving abilities and knowledge Change of behaviour and attitude Improvement in the quality of life 2012 2011 2010 In the three years in which the LBG model has allowed for a detailed reporting of community results, community beneficiaries have mainly identified benefits related to changes of behaviour, improvements in the quality of life and the depth of these changes is directly related to the length of the partnership. These reports are belonged in majority to strategic partners, who aim for life style changes, environmental protection, sport or arts and who bring together large numbers of people and communities. Behaviour changes for beneficiaries 0% 25% 50% 75% 100% 5% 10% Pasive 16% 36% Became aware of the need to change 45% 79% 13% Experienced changed Changed visibely 27% 2% 34% 5% 1% Reported significant changes due to their new behaviour 12% 13% 1% 2012 2011 35 2010 www.raiffeisen.ro We act responsibly The same tendency can be seen in accumulating knowledge or skills. According to the chart below, 75% of the beneficiaries who accumulated knowledge and abilities have already started to use them in their day to day life. Changes regarding skills and knowledge of beneficiaries 0% 25% 50% LBG Results in the community Beneficiaries 75% 7% 11% Pasive 42% Chose to engage to develop new skills 14% 32% 34% 4% Developed new skills 45% 13% 75% Use on the long run the skills and knowledge 7% 7% 1% Reported long term changes, due to new knowledge/skills 4% 3% 2012 2011 2010 With respect to changes in the quality of life, the largest part of the beneficiaries are in the first stages of change. An explanation for this fact is that many of these organizations only work with their beneficiaries on one off events (sports or cultural events) and they have no mechanisms to measure long term changes in beneficiaries. In some situations community partners do not follow a constant contact with their beneficiaries. These facts make it more difficult to identify in depth results. Changes in the quality of life of beneficiaries 0% 25% 50% 75% 29% Had acces to change but did not act 1% 20% 34% Engaged 49% 70% 18% Identified short term benefits 36% 4% 14% Had small benefits but on a long run 16% 4% 4% Had major changes on a long run 7% 2% 2012 2011 36 2010 www.raiffeisen.ro We act responsibly The most oftenly mentioned benefit during 2012 was related to promoting their organization, followed by the incerease in the number of produscts and services and the ammount of time dedicated to beneficiaries. Though apparently changes are reflected in the ability to reduce costs, in fact the benefits that can be obtained are much more varied and important. LBG Results in the community Organizations Changes in partner organizations 0% 25% 50% 75% 100% 95% Increasing visibility and reputation of the organization 41% 60% 85% Offers new products and services 26% 77% 83% Increasing time dedicated to beneficiaries 24% 47% 75% Saved financial resources 36% 60% 75% Increasing capacity for training of employees and volunteers 24% 44% 70% Increasing capacity of hiring or hoasting volunteers 20% 44% 58% Improving the management system 12% 26% Initiating or supporting lobby activity 40% 9% 23% 2012 2011 2010 Consolidating their image or diversifying this products and services portfolio may become on the long run guarantees for the sustainability of the organization. Just as important are management systems and training of staff and even hiering new members in the team. These offer organizations the opportunity to develop on for the long run their fund rising capacity from various sources and to continue their activity in line with their mission. Under this circumstances the support provided by the bank is not directed only to final beneficiaries but also to consolidating the grounds of an active civil society. The chart below represents additional sums drown by community partners during projects supported by Raiffeisen Bank. 37 www.raiffeisen.ro We act responsibly Aditional resources drawn, by source 0% 20% 40% 60% Sponsorships in money from other companies 75% In kind sponsorships from other companies 60% Fund rising events 35% Pro bono contributions from other companies 35% Selling products LBG Results in the community Organizations Environmental changes 20% 2% campaign 15% Wage donations Donations through community marketing campaigns 80% 10% 5% The third type of beneficiaries which the LBG model tracks regards environmental changes. This is the cause in which Raiffeisen Bank invested almost a third of its community investment resources, while the partners involved in addressing this cause reported changes according to the chart below. The main actions to protect the environment were reducing green house gas emissions, protecting areas or species (cleaning various areas polluted by waste) and planting trees. Environmental changes reported by community partners 0% 25% 50% 75% 100% 100% Green house gas emissions reduction 80% 63% 60% Protection of endangered species 80% 38% 60% Planting and/of protecting trees 40% 25% 40% Conservation of protected areas 40% 25% 20% Preserving or improoving water quality 60% 38% 20% Diminishing unrecycled waste 20% 13% 2012 2011 38 2010 www.raiffeisen.ro We act responsibly The chart below presents the depth of environmental changes reported by beneficiaries. LBG Results in the community Organizations Environmental changes Results in the company Extent of environmental changes reported by beneficiaries 0% 10% 20% 30% 40% 13% No change 25% 4% 13% To a small extent 6% 17% 40% To some extent 31% 10% 33% To a large extent 38% 2% 2012 2011 2010 4.3.7.Resultsinthecompany In 2012 company benefits were mainly reputational and with a positive impact on brand consolidation. A second type of benefits was building the relationship between the bank and its external stakeholders - customers and partners, local representatives, etc. Community projects supported by the company have ... 0% 25% 50% 75% 71% ...increased visibility and reputation for the company or a product/service 41% 62% 34% ... generated positive media converage 38% 36% 18% ... increased customer attention on the company 20% 38% 6% ... improved the company’s relationship with government or control institutions 4% 7% ... increased employee satisfaction level 4% 7% 2012 2011 39 2010 www.raiffeisen.ro We act responsibly Benefitsforemployees LBG Results in the community Employees A very important category for the bank is represented by employees. To better understand the impact of community projects those of them who volunteered in 2012 were asked to fill in a survey in order to evaluate the changes they observed in relation to their imployer, their colleagues or to themselves. The chart below presents the motivations behind voluntering initiatives. Th most mentioned argument was related to the employees trust in his/her cappacity to do good, which combines emotional and normative reasons15). What motivated you to volunteer? 0% 25% 50% 75% I think my engagement can positively influence the life of the ones I help 82% I think it is a good way to develop new skills 51% I think it is a good way to learn new things 49% I trusted the organizations to generate a truly positive change 41% The cauze I supported 39% I have volunteered before and I wanted to continue 26% I have enough time and I wanted to invest it in a good cause 18% I think it is a good way to know my colleagues My friends/colleagues convinced me to do it 100% 8% 3% Even though volunteering is mostly considered a purely altruistic activity, in reality in most cases it implies an exchange. In the case of our employees the exchange includes: shaping new abilities, acquiring new information or the opportunity to know their colleagues better. Employees choose to participate to community projects because they trust the partner proposed by the bank; thus the bank vouches for the quality of the organization that will host their activity. Following the involvement in volunteering activities the bank’s employees reported changes in all areas related to personal eficiency. 15) “Management of Volunteers in Non Profit Organizations”, Pavol Fric, Olga Sozanska æi Jifi Tosner, 2004. 40 www.raiffeisen.ro We act responsibly Volunteering activities improved my... 0% 15% 30% 45% 60% 13% 30% ... ability to maximising other people’s performance 30% LBG Results in the community Employees 5% 8% 58% ... decision making skills 20% 5% 25% 50% ... organizing and planning skills 20% 5% 3% 43% ... leadeship skills 23% 13% To a large extent To a small extent To some extent No diference Most respondents identified changes with respect to their leadership, planing, decision making and team management skills. They also identified changes regarding their technical abilities, the capacity to follow company objectives or attention to customers. Volunteering skills helped me to improve my... 0% 15% 30% 45% 60% 15% 33% ... technical and professional skills 30% 5% 10% ... attention to company objectives 48% 28% 5% 20% ... attention to the need for professional improvement 45% 25% 3% 23% ... attention to customers 38% 5% To a large extent To some extent To a small extent 41 No diference www.raiffeisen.ro We act responsibly At the level of personal impact, volunteering projects allowed employees to change their behaviour and their attitude towards themselves, their place of works and in relationship with others. Volunteering activities helped me develop my... 0% 15% 30% 45% 60% 48% 50% ... attention to wider community/ social needs 3% 43% ... empathy to other people and attention to their needs 53% 13% 25% ... feeling good/happy (outside work) 60% 13% 18% 60% ... trust in my self 3% Totally agree Agree Neutral Disagree Totally disagree For Raiffeisen Bank, the benefits identified by employees at a personal level turned to business benefits. Volunteers stated that following activities for the community their loyalty to the company was positively affected and the same applied for the feelings of pride and satisfaction with the company and the place of work. Volunteering activities helped me to develop may... (personal impact) 0% 15% 30% 45% 60% 18% 43% ... loialty to the company 30% 8% 23% 48% ... prowd of my workplace 30% 43% ... professional fulfillment 35% 3% Totally agree Agree Neutral 42 Disagree Totally disagree www.raiffeisen.ro Conclusions Conclusions 5. Conclusions The corporate responsibility report for 2012 brings news both with respect to the GRI standard, as well as for community involvement. Corporate governance and dialog with stakeholder groups • we improved the quality of information for GRI corporate governance and engagement parameters; • we continued and varied our public affaires activities; • we extended our stakeholder dialogue initiatives; • we respect high standards of business ethics, reason for which we had no sanctions or incidents on such issues. Environmental protection • we reduced the use of paper in the loan analysis process from 1,000,000 A4 sheets/month to 0; • starting 2012 we also report the paper used for forms; • the use of fuels diminished by approx. 15% compared to 2011; • we recycled approx. 60,000 kg. of electric and electronic waste; • 30% of our community investments go to environmental projects in urban areas. Community impact • • • • • we invested roughly 2,000,000 EUR in community projects; we had over 100 projects, most of them representing long term partnerships; we continued the grants program Raiffeisen Comunitåœi; roughly 200 employees volunteered; investments in projects with national coverage increased from 13% in 2011 to 25% in 2012. 44 www.raiffeisen.ro Anex 1 Anex1 GRI Content Index - G3.1, Application Level C* STANDARD DISCLOSURES PART I: Profile Disclosures 1. Strategy and Analysis 2010 Profile Disclosure Description 1.1 Statement from the most senior decision-maker of the organization about the relevance of sustainability to the organization and its strategy. Partially 2011 Partially 2012 Reported Fully Page 4 2. Organizational Profile Profile Disclosure Description 2.1 2.2 2.3 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. 2.4 2.5 2.6 2.7 2.8 2.9 2.10 Reported Page Fully Fully Fully Fully Fully Fully Annex 3 9 Fully Fully Fully Fully Fully Fully 9, 17, 19 Annex 3 Fully Fully Fully Fully Fully Fully 9 17 Fully Fully Fully Fully Fully Fully 9 9, 10, 11 Fully Fully Fully Fully Fully Fully 17 - 19 6, 7 3. Report Parameters Profile Disclosure Description 3.1 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. 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.10 3.11 3.12 Reported 45 Page Fully Fully Fully Fully Fully Fully Fully Fully Fully 16 16 16 Fully Partially Fully Fully Fully Fully Annex 3 16 Fully Fully Fully 16 Fully Fully Fully 16 Not Not NA NA NA Fully NA NA NA Fully Fully Fully 17 Annex 1 45 - 51 www.raiffeisen.ro www.raiffeisen.ro Anex 1 4. Governance, Commitments, and Engagement Profile 4.1 4.2 4.3 4.4 4.14 4.15 Description 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 and gender 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 Fully Fully 17 - 19 Fully Fully Fully 19 Fully Fully Fully 18 Partially Partially Fully 22, 23, 24, 25 Partially Partially Fully 20 - 25 Not Partially Fully 20 STANDARDDISCLOSURESPARTIII:PerformanceIndicators Economic Performance Indicator Description Reported Economic performance EC1COMM 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. EC2 Financial implications and other risks and opportunities for the organization’s activities due to climate change. EC3 Coverage of the organization’s defined benefit plan obligations. EC4 Significant financial assistance received from government. Market presence EC5 Range of ratios of standard entry level wage by gender compared to local minimum wage at significant locations of operation. EC6 Policy, practices, and proportion of spending on locally-based suppliers at significant locations of operation. EC7 Procedures for local hiring and proportion of senior management hired from the local community at significant locations of operation. Indirect economic impacts EC8 Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement. EC9 Understanding and describing significant indirect economic impacts, including the extent of impacts. Page Fully Fully Fully 10, 27 NA NA Partially 27 Not Not Partially 12 Fully Fully Fully 10 Fully Fully Fully 13 Not Not Partially 25 Fully Fully Fully 12 Not Not Partially 27 Not Not Not Environmental Performance Indicator Materials EN1 EN2 Description Reported Materials used by weight or volume. Percentage of materials used that are recycled input materials. 46 Page Partially Fully Fully 26, 27 Not Fully Fully 27 www.raiffeisen.ro Anex 1 Energy EN3 EN4 EN5 EN6 EN7 Water EN8 EN9 EN10 Biodiversity EN11 Direct energy consumption by primary energy source. Indirect energy consumption by primary source. Energy saved due to conservation and efficiency improvements. Initiatives to provide energy-efficient or renewable energy based products and services, and reductions in energy requirements as a result of these initiatives. Initiatives to reduce indirect energy consumption and reductions achieved. Not Not Fully Fully Fully Fully 26 26 Not Fully Fully 26 Not Fully Fully 26 Not Fully Fully 26 Total water withdrawal by source. Water sources significantly affected by withdrawal of water. Percentage and total volume of water recycled and reused. Not Fully Fully 26 NA NA NA Not Not Not NA NA NA NA NA NA NA NA NA NA NA NA NA NA NA Not Not Not Not Not Not Not Not Fully Not Fully Not Not Not Not NA Not Not Not NA Not Not Partially NA NA NA NA NA NA NA Not Not Not NA NA NA Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas. EN12 Description of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas. EN13 Habitats protected or restored. EN14 Strategies, current actions, and future plans for managing impacts on biodiversity. EN15 Number of IUCN Red List species and national conservation list species with habitats in areas affected by operations, by level of extinction risk. Emissions, effluents and waste EN16COMM Total direct and indirect greenhouse gas emissions by weight. EN17 Other relevant indirect greenhouse gas emissions by weight. EN18 Initiatives to reduce greenhouse gas emissions and reductions achieved. EN19 Emissions of ozone-depleting substances by weight. EN20 NOx, SOx, and other significant air emissions by type and weight. EN21 Total water discharge by quality and destination. EN22COMM Total weight of waste by type and disposal method. EN23 Total number and volume of significant spills. 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. 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. Products and services 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. 47 26 27 www.raiffeisen.ro Anex 1 Compliance EN28 Transport EN29 Overall EN30 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations. Not Fully Fully Significant environmental impacts of transporting products and other goods and materials used for the organization’s operations, and transporting members of the workforce. Not Not Not Total environmental protection expenditures and investments by type. Not Not Not 26 Social:LaborPracticesandDecentWork Performance Indicator Description Reported Employment LA1 Total workforce by employment type, employment contract, and region broken down by gender. LA2 Total number and rate of new employee hires and employee turnover by age group, gender, and region. LA3 Benefits provided to full-time employees that are not provided to temporary or part-time employees, by significant locations of operation. LA15 Return to work and retention rates after parental leave, by gender. Labor/management relations LA4 Percentage of employees covered by collective bargaining agreements. LA5 Minimum notice period(s) regarding significant operational changes, including whether it is specified in collective agreements. Occupational health and safety LA6 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. LA7 Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities by region and by gender LA8 Education, training, counseling, prevention, and risk-control programs in place to assist workforce members, their families, or community members regarding serious diseases. LA9 Health and safety topics covered in formal agreements with trade unions. Training and education LA10 Average hours of training per year per employee by gender, and by employee category. LA11 Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings. LA12 Percentage of employees receiving regular performance and career development reviews, by gender 48 Page Fully Fully Fully 11 Fully Fully Fully 11 Fully Fully Fully 12 Not Fully 12 Fully Fully Fully 12 Fully Fully Fully 12 Fully Not Not Fully Fully Fully NA NA NA Not Fully Fully 13 Fully Fully Fully 13 Fully Fully Fully 13 Fully Fully Fully 12, 13 13 www.raiffeisen.ro Anex 1 Diversity and equal opportunity 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. Equal remuneration for women and men LA14 Ratio of basic salary and remuneration of women to men by employee category, by significant l ocations of operation.. Fully Fully Fully 11 Fully Not Fully 11 Social: Human Rights Performance Indicator Description Reported Diversity and equal opportunity HR1COMM 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. Non-discrimination HR4 Total number of incidents of discrimination and corrective actions taken. Freedom of association and collective bargaining 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. Child labor 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. Forced and compulsory labor HR7 Operations and significant suppliers identified as having significant risk for incidents of forced or compulsory labor, and measures to contribute to the eliminationof all forms of forced or compulsory labor. 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. Indigenous rights HR9 Total number of incidents of violations involving rights of indigenous people and actions taken. 49 Page Not Not Not Not Not Fully 26 Not Fully Fully 26 NA Fully Fully 26 Not Not Not Fully Fully Fully NA NA NA Not Fully Fully NA NA NA 26 26 www.raiffeisen.ro Anex 1 Social: Society Performance Indicator Description Reported Local Communities SO1 Percentage of operations with implemented local community engagement, impact assessments, and development programs. SO9 Operations with significant potential or actual negative impacts on local communities. SO10 Prevention and mitigation measures implemented in operations with significant potential or actual negative impacts on local communities. Corruption SO2 Percentage and total number of business units analyzed for risks related to corruption. SO3 Percentage of employees trained in organization’s anti-corruption policies and procedures. SO4 Actions taken in response to incidents of corruption. Public policy SO5 Public policy positions and participation in public policy development and lobbying. SO6 Total value of financial and in-kind contributions to political parties, politicians, and related institutions by country. Anti-competitive behavior SO7 Total number of legal actions for anti-competitive behavior, anti-trust, and monopoly practices and their outcomes. Compliance SO8 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations. Page Not Not Not Not Not Not Fully Fully Fully 25 Fully Fully Fully 25 Fully Fully Fully 25 Fully Fully Fully 20, 21, 22 Fully Fully Fully 22 Fully Fully Fully 25 Fully Fully Fully 25 Social: Product Responsibility Performance Indicator Description Reported Customer health and safety 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. PR2 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. Product and service labelling PR3 Type of product and service information required by procedures, and percentage of significant products and services subject to such information requirements. PR4 Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcomes. 50 Page NA NA NA NA Fully NA Fully Not Fully 22 Not Fully Fully 22, 23 www.raiffeisen.ro Anex 1 PR5 Practices related to customer satisfaction, including results of surveys measuring customer satisfaction. FS16 Initiatives to enhance financial literacy by type of beneficiary. Marketing communications PR6 Programs for adherence to laws, standards, and voluntary codes related to marketing communications, including advertising, promotion, and sponsorship. PR7 Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship by type of outcomes. Customer privacy PR8 Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data. Compliance PR9 Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services. Not Fully Fully 22 Not Fully Fully 30 Not Not Not Not Fully Fully 22, 23 Not Fully Fully 22, 23 Not Fully Fully 22, 23 * According to application level C, the company must report at least 1 indicator for each indicator dimension (Economic, Environmental, Social etc). 51 www.raiffeisen.ro Anex 2 Anex 2 Partners Raiffeisen Comunitåœi Partners Ambasada Austriei, Forumul Cultural Austriac Asociaœia „Compania de teatru Passe-Partout D.P.” Asociaœia Românå a Iubitorilor Valsului „Johann Strauss” Asociaœia Culturalå ACT Asociaœia Ivan Patzaichin, Mila 23 Asociaœia Liga Studenœilor Români din Stråinåtate Asociaœia Ovidiu Rom Asociaœia pentru Protecœia Consumatorilor Asociaœia ProVita Asociaœia Rokolectiv Asociaœia SoNoRo Bucharest Running Club Club Sportiv Sport Promotion Fundaœia Arhitext Design Fundaœia „Compania de Teatru D’Aya” Fundaœia Democraœie prin Culturå Fundaœia Hospice - Casa Speranœei Fundaœia Light into Europe Fundaœia Luminå în Suflet Fundaœia Principesa Margareta a României Fundaœia Renaæterea pentru Educaœie, Sånåtate æi Culturå Green Revolution Junior Achievement România Mai Mult Verde Organizaœia Studenœilor din Universitatea de Vest Timiæoara - OSUT Politehnica Timiæoara UnitedWay România Asociaœia Comunitatea Surorilor Franciscane „Sub ocrotirea sfintei familii din Mallersdorf” Asociaœia Creætinå de Caritate æi Ajutor Ovidenia Bacåu 2005 Asociaœia “Deschide-œi sufletul” Asociaœia “Humains Profiles” Asociaœia al 6-lea jucåtor Asociaœia Colors Asociaœia EMMA Asociaœia Internaœionalå a Studenœilor în Economie æi Management Sibiu Asociaœia Învingem Autismul Asociaœia Motivaœi pentru reuæitå Centrul Român pentru Jurnalism de Investigaœie Fundaœia Danis pentru Dezvoltare Managerialå Fundaœia Episcop Melchisedec - filiala Bacåu Fundaœia Estuar Societatea Naœionalå de Cruce Roæie din România - filiala Sectorului 1 Spitalul Clinic de Recuperare Iaæi Spitalul Oråæenesc Sfântul Dimitrie, Târgu Neamœ 52 www.raiffeisen.ro Anex 3 Anex 3 - Contacts Raiffeisen Bank S.A. Headquarters Piaœa Charles de Gaulle nr. 15 Cod 011857, sector 1, Bucureæti Tel.: +4 021 306 10 00 Fax: +4 021 230 07 00 E-mail: [email protected] www.raiffeisen.ro CommunicationsandPublicRelationsDirectorate Raiffeisen Bank S.A. 15 Charles de Gaulle Square, 5th floor 1st district, Bucharest Tel.: +4 021 306.16.21. Fax: +4 021 230.06.55 E-mail: [email protected] www.raiffeisen.ro 53 www.raiffeisen.ro
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