2016 Social Report
2016 SOCIAL REPORT 2 Social Report | 2016 Social Report | 2016 3 towards the future, together
In 2016, we completed an important project: the creation of the Banco BPM Group from two major, historic cooperative banks. We sought and achieved this together with our Members, our community of employees, the institutions and the Supervisory Authorities. This is an operation that enables us to project our bank into the future, adopting a sustainable approach that instils a sense of certainty and security in our customers, as well as confidence in our business continuity and creates value for our shareholders, for the local community and for the country. The sustainability of the Italian credit system today depends to a great extent on our ability to innovate and evolve; it was this underlying awareness that enabled us to achieve the merger between two banks that share the values, the history of cooperative credit and that aspire to continue to do business as before, in their new legal status of S.p.A. and in such a complex and challenging market scenario. We wanted to be the forerunners, to see a positive change for our country, and to contribute, as far as we are able, to its growth. We are aware of the close ties between the industry we operate in and economic and social wellbeing. Prudence has given us courage and our extensive efforts have not been in vain. Today, the overall success of the merger is everyone’s responsibility. This is just the beginning of a demanding journey filled with challenges, however, this is precisely why it will lead us to great opportunities and to solid results, meeting the expectations of all stakeholders, whose trust is fundamental to our Bank. Sustainability was the starting point for this journey and will continue to guide the choices of the Banco BPM Group in the coming years. Together, we have decided which direction to follow. Together, step-by-step, we will build our future.
Carlo Fratta Pasini Giuseppe Castagna Chairman of the Board of Directors Managing Director Banco BPM Banco BPM 4 Social Report | 2016
Towards the future, together 3 Contents 4 the banco bpm group
The new Group - identity, main companies, governance and key figures 8 The new group - the 2016-2019 Business Plan 13 The new Group - contributing to the community 15
BANCO POPOLARE
Introduction 19 Profile of Banco Popolare 20 Organisational structure and territorial network 21 Corporate governance 21 The internal control system 23
Strategy 23 Structure and main steps of the merger 24
Risk management 25 Risk control and management 25 Compliance 25 Internal audit 25 social responsibility Guidelines 29 Analysis of materiality 29 Code of Ethics 30 Checking of 2016 projects 30 2017 action plan 31
Members, shareholders and investors 32 Composition of share capital, shareholder services and mutual aid 32 Shareholder structure 33 Investor relations 33 Group ratings 34 Banco Popolare’s stock 35
Customers 36 Service model and customer segmentation 36 Customer composition 36 Strong connection with the local area 38 Customer awareness and satisfaction 39 Support and protection for private customers 41 Products and schemes for customers 41 Third sector 42 Support to areas struck by natural disasters 42 Support to credit of businesses 43 Loan and funding products and schemes 44 Products and services for collections and payments 45 Other schemes for businesses 45 Multichannel services 45 Privacy and security 46 Business continuity 46 IT security 46 Social Report | 2016 5
Human resources 48 Breakdown and evolution of the workforce 48 Recruitment policy and management of professional mobility 51 Internal Communications Human Resources 51 Human resource development 52 Management policies 52 Equal opportunities and work life balance 52 Training 52 Recruitment and assessment 53 Group pay policies 53 Industrial relations 54 Welfare 54 Cultural and recreational initiatives for employees 55 Health and safety 56
Community 57 Charitable work and actions to support local initiatives 57 Sponsorships, partnerships and promotional activities in the local area 63 Communications and external relations 64 Conservation and promotion of artistic heritage 65
Catholic church and religious institutions 66
Public administration and other stakeholders 66 Government 66 Relations with the judiciary and anti-money laundering activities 66
Suppliers 67 the environment Respect for the environment 70 Waste collection and disposal 70 Energy efficiency 70 the economic report Production and distribution of added value 77 Added value and its distribution 78 Calculation and allocation of added value 78
Independent auditors’ report 81 Table of indicators 85 6 Social Report | 2016 Social Report | 2016 7
banco bpm GROUP 8 Social Report | 2016
The new Group – Identity
On 15 October 2016, the Shareholders’ Meetings of Banca Popolare di Milano and Banco Popolare approved the planned merger between the two banking companies, which envisages, from 1 January 2017, the establishment of a new banking company called Banco BPM S.p.A., with registered office in Milan and administrative offices in Verona*.
Horizon
Anyone that looks towards the horizon, looks far, looks towards the future. It is a symbol of union, of sharing: two worlds that unite for a common future, joined by a line that represents a “bridge” between different cultures, between the past and the future, a symbol that conveys collaboration, the will to work towards the growth and development of the people and the businesses of our local communities. It is a simple and modern symbol. It represents the will to undertake new challenges and to restore trust between generations, between the schools and the world of industry, between traditional professions and
LOC_221x192_BANCOBPM_STAMPA_TRACCIATI.pdf 1 20/12/16 18:38 new technologies, between all of us and our communities. BANCO BPM IS BORN
Founded on history of two We want to innovate in occasion, meeting all of
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CY CMY the spirit of tradition, your expectations. Always K major cooperative banks, we have created the third- advancing young people at your service, with a largest Italian Bank. and the future. sense of responsibility. Together we want to We want to safeguard our Because each and every create value for our families, our communities one of you is important customers, shareholders, and continue to support to us. local communities and enterprise. our country. We want to rise to the
Towards the future, together
* The information in this section mainly refers to the Articles of Association of Banco BPM, to the 2016-2019 Business Plan of Banco BPM, to the website www.bancobpm.it and to the press release published on 15/02/2017 on the Group’s website regarding the results as at 31/12/2016 Social Report | 2016 9
The new Group – Main companies (*)
BANCO BPM S.p.a.
Aletti & C. Banca Banca Popolare di Società Gestione d’Investimento Profamily S.p.a. Release S.p.a. Milano S.p.a. Servizi BP S.c.p.a. Mobiliare S.p.a.
BP Property Aletti Fiduciaria S.p.a. Management S.c.r.l.
Banca Aletti & C Bipielle (Suisse) SA Real Estate S.p.a.
Banca Akros S.p.a.
Aletti Gestielle SGR S.p.a.
Commercial Banking
Investment Banking and Wealth Management
Consumer Credit
Leasing Credit Collection
Service Company
(*) The diagram only shows the banking group companies that are related to business development. 10 Social Report | 2016
The new Group – Governance and organisational model
Banco BPM S.P.A. adopts the traditional Governance model comprised by: • Shareholders’ Meeting: elects the Board of Directors and the Board of Statutory Auditors, establishing the remuneration of the same, is convened at least once a year and resolves on the approval of the annual financial statements and the allocation and distribution of profits. • Board of Directors: provides strategic supervision and management, is comprised by 19 board directors of which at least 9 must meet the requirements of independence established by the Articles of Association. • Board of Statutory Auditors: performs a control function with regard to compliance with legislation and regulations, and assesses the adequacy of the company’s organisational and administrative accounting structure.
Voting in the new Group:
• The principle of per capita voting, according to which each Member has equal voting rights regardless of the number of shares in its possession, no longer applies. • Each share corresponds to one voting right; from 26/03/2017, no limits to the quantity of voting rights are envisaged (up until said date, no shareholder could directly or indirectly exercise a voting right for a quantity of shares exceeding 5% of share capital).
Right to withdraw
The shareholders and the members of the Banks, who had not contributed to the approval of the planned merger, were legitimately able to exercise their right to withdraw before the legal deadline. As at 9 November 2016, the deadline for the exercise of said right, the same had been validly exercised for around 4.07% of BPM’s share capital and 4.56% of Banco Popolare’s share capital. Social Report | 2016 11
Banco BPM’s share capital is divided into 1,515,182,126 shares. Based on figures received from Monte Titoli after the stock swap determined by the merger, as at 2 January 2017, 38% of shares are held by natural persons and the remaining 62% by legal entities.
BOARD OF STATUTORY SHAREHOLDERS’ MEETING AUDITORS
BOARD OF DIRECTORS SUPERVISORY Chairman BODY Carlo Fratta Pasini
SECRETARIAT AUDIT CORPORATE AFFAIRS
MANAGING DIRECTOR G. Castagna to whom several functions report directly, namely
Loans, Compliance, Risks, NPL, Legal, Communication and Investor Relations
JOINT GENERAL MANAGER GENERAL MANAGER JOINT GENERAL MANAGER
S. Poloni M. Faroni D. De Angelis with direct delegated powers over all with direct delegated powers over all with direct delegated powers over functions/Group companies relating to functions/Group companies relating to all functions/Group companies and territorial divisions relating to Human Resources and Organisation, Administration, Finance, Asset Real Estate, Operations and ICT management, Private and Commercial banking Investment banking 12 Social Report | 2016
The new Group – Key figures
As at 1 January 2017, the new Banco BPM Group had around 25,000 employees, 4 million customers and over 2,300 branches. It represents the third-largest Banking group in Italy in terms of net loans to customers and number of branches.
KEY FIGURES
Stakeholders 4 million customers, 25,000 employees, over 390,000 shareholders
Business Equity strength Profitability • CET 1 Ratio 11.42% > 8.15% minimum established by ECB • Financial margin - € 2.3 billion • Shareholders’ equity: € 11.9 billion • Commission and other income - € 2.5 billion
Market share* Assets and liabilities • 15% in Lombardy • Loans to Customers - € 110.6 billion • 14% in Liguria • Loans to Customers/Total assets: 66% • 13% in Piedmont • Direct Funding - € 116.8 billion • 9% in Veneto
* Branches as at 31/12/2016
BANCOSPORTELLI BPM BANCO BRANCHES BPM The branch network The development of a multichannel approach, combined with falling profit margins, has led the banks to 15 rationalise their number of branches. 14 In 2016, the branches opened in 6 876 270 previous years by the BPM GroupSPORTELLI BANCO BPM and by the Banco Popolare Group 286 were rationalised, resulting in the 229 overall closure of 122 branches, with a target of a total 335 branches 15 119 closed by 2019. Despite these 14 210 closures, the Group has a strong6 2 presence throughout the country and 876 270 10 a leadership position in some of286 the country’s wealthiest areas. N° SEDI 1 229 122 6 NORD 1191.815 42 CENTRO 344 210 52 2 SUD E ISOLE 188 2 101 No. of BRANCHESSEDI TOTALI 2.347 N° SEDI 1 1 122 6 NORDNORTH 1.8151,815 42 CENTROCENTRE 344 344 52 83 SUDSOUTH E ISOLEAND ISLANDS188 188 2 1 SEDITOTAL TOTALI BRANCHES 2.3472,347 1
83 Social Report | 2016 13
Banco BPM 2016-2019 Business Plan A balance between the interests of our stakeholders and the development of all forms of capital
WHAT OUR CUSTOMERS WANT WHAT THE COUNTRY AND THE COMMUNITY WANT • Solidity to protect their savings • Solid banks able to innovate and compete in the • Products and services to meet all requirements and life European arena stages • Support for enterprise and individuals • To work easily from home, mobile phone or in the • The ability to generate shared value and to promote branch and to receive an honest high quality service growth for the country, also in the social sphere • To perform transactions in a secure environment and with latest generation devices • Costs in line with the service received
STRATEGIC AREAS FOR THE NEW GROUP • Solid equity base and sustainable credit management • Focus on the needs of all market segments and a multichannel business model • Career development and recruitment of young talent • Focus on efficiency and investment in digital innovation • Higher profit margins and distribution of dividends
WHAT INVESTORS WANT WHAT OUR EMPLOYEES WANT • Solid equity base and sustainable profit margins over • Solidity to guarantee employment, training and career time development • Expert mangers able to handle complex scenarios • Meritocracy, involvement and gender equality • The ability to manage risk • Company welfare and work-life balance 14 Social Report | 2016
Guidelines Objectives to 2019
FINANCIAL CAPITAL FINANCIAL CAPITAL Solid equity base Net profit of over € 1 billion and ROTE of Efficient funding mix 9% Credit quality, risk management and CET1 Ratio Fully-Phased of 12.9% effective management of NPL Cost/income < 58% Sustainable credit management Deposits of around € 80 billion Cost economies Non-Performing Loans/Net Loans of Increase of profit margins and distribution 17.9% of dividends
HUMAN CAPITAL New development programmes and new professional roles HUMAN CAPITAL Incentive systems with a view to Around 2,100 voluntary redundancies and sustainable growth 400 young people hired Gender equality and generational turnover > 100,000 days of training per year Investment in training 0.5% reduction of annual personnel costs More flexibility and better welfare
RELATIONSHIP CAPITAL Simplified offer of products/services, Types of capital differentiated on the basis of differing RELATIONSHIP CAPITAL needs Approximately 4.2 million customers involved and Growth of SMEs on the capital market served Welcoming, modern branches able to Higher support for consumption and objectives provide valid advice on complex products investment (loans of € 110 billion) and services Greater use of multichannel banking (> Integrated multichannel distribution model, 70% for individual customers and >80% branch rationalisation and improvement of for corporate customers) the customer experience
INTELLECTUAL CAPITAL Focus on ICT efficiency Investment in digital innovation and in Big INTELLECTUAL CAPITAL Data ICT, greater efficiency and economies of Increased use of digital processes to scale (€ -29 million in 4 years) reduce the margin of error and improve Investment in digital innovation (> € 90 operational efficiency million in 4 years) Talent management
NATURAL CAPITAL Optimisation of facilities with a view to improving the work environment and their NATURAL CAPITAL utilisation Optimisation of energy consumption Branch rationalisation/modernisation More sustainable work environments Social Report | 2016 15
The new Group – contributing to the community
The Banco BPM Group supports social and environmental initiatives of its networks, directly through sponsorships and donations and indirectly, through its bank foundations. The articles of association of Banco BPM establish that a percentage of annual net profit, not exceeding 2.5%, may be used for the purposes of assistance, charity and in the public interest in the areas where it has the greatest presence, assigning a specific amount to each network directly or through a Foundation.
NETWORKS SUPPORTED BY THE FOUNDATIONS
Banca Popolare di Lodi Foundation: Lodi, Parma, Cremona*, Piacenza, Genoa, Tuscany and Umbria. Banca Popolare di Novara Foundation: Piedmont, Lazio, Centre South. Credito Bergamasco Foundation: Bergamo, Brescia and Como. Banco di San Geminiano e San Prospero Religious Foundation: Emilia Romagna and Pesaro Urbino. Ripartizione ai territori e alle Fondazioni di Distributionuna quota to nonnetworks superiore and Foundations al 2,5 dell'utile of a percentage not exceeding 2.5% ofnetto net annual d'esercizio profit
1.5% 8.0% 18.5%
13.5%
13.5% 45.0%
Territori Divisione Verona Verona Network Division MilanTerritori Network Divisione Division Milano BancaFondazione Popolare Bancadi Lodi PopolareFoundation di Lodi * According to the articles of association, BancaFondazione Popolare Bancadi Novara Popolare Foundation di Novara the BPL Foundation devolves 1/8 of this CreditoFondazione Bergamasco Credito Foundation Bergamasco percentage to the BP Cremona Foundation BancoFondazione di San Geminiano di culto Banco e San ProsperoSan Geminiano Religious and to the Popolare Crema Association for Foundation the local area. San Prospero banco popolare 16 Social Report |2016 Social Report banco popolare Social Report |2016 Social Report 17
banco popolare banco popolare 18 Social Report |2016 Social Report is followed by pages dedicated to Banco Popolare’s stakeholders.This separate chaptersforeach ofthe andincludes of theSocialReport period. Thethirdsectionisthe heart main strategicdevelopmentsoverthe system, thesystemofcontrolsand Group, outlining the governance operations oftheBancoPopolare structure and,brieflydescribesthe section illustratestheorganisational and theBPMGroup.Thesecond between theBancoPopolareGroup beginning of2017fromthemerger new BancoBPMGroup,createdatthe main sections.Thefirstpresentsthe This documentisorganisedintofive intends topromotein2017. as wellseveralinitiativesthatit Banco PopolareGroupin2016, responsibility implementedbythe projects thatarerelevanttosocial the mostsignificantmeasuresand of This documentprovidesareport à-vis itsstakeholders. approaches socialresponsibilityvis- in thepast,oncommunicatinghowit focused,as draw upaSocialReport, to means itstillhastheopportunity joint-stock company. This structure intoa even afteritstransformation model which continues to be valid development ofitslocalarea,a theeconomic seeks tosupport banking andcreditmodel,which The Groupadoptsatraditional activities oftheGroupitself. that contributestopromotingthe of thelocalcommunity, awellbeing wellbeing encourage thelong-term with aviewtosustainability, isto for thecommunity. Itsobjective, to becomeapointofreference seeking resident intheareasserved, enterprise and private customers to sustain smallandmedium effort The newGroupwillmakeevery di Milano. Banco PopolareandBanca fromthemergerbetween formed the newBancoBPMS.p.A.Group, legacy hasnowbeenpassedonto towards thelocaleconomy. This social solidarityandresponsibility the same,wasfoundedonvaluesof of that overtimehavebecomepart Group, andbeforeit,ofthebanks of the Banco Popolare The history introduction available onthewebsiteat www. Statements. Anelectronicversion is to approvetheAnnualFinancial the Shareholders’Meetingconvened edition isdistributedtoMembers at is published annually and the full and sections.TheSocialReport indicated atthefootoftables wording. Any use of estimates is specified inthenotesand scope: inthesecases,thisisclearly mayrelatetoadifferent information the scopeofconsolidation.Some regard themaincompaniesin to socialandenvironmentalaspects relating and qualitativeinformation Popolare Group.Thequantitative Financial StatementsoftheBanco as thatofthe2016Consolidated economic-financial dataisthesame Touche Spa.Notethatthescopeof Group andisauditedbyDeloitte& of DirectorsthenewBancoBPM isapprovedbytheBoard Report objectives andprojects.TheSocial in establishingtheimprovement in thepreparationofcontentand wereinvolved Company departments Allofthemain Research Department. The documentwaswrittenbythe material. the materialityanalysisindicatedas indicators relating to the aspects that table showsselectedperformance asummary At theendofreport, clarity, reliabilityandbalance. comparability, accuracy, timeliness, sustainability context,completeness, materiality, stakeholderinclusiveness, and basedontheprinciplesof to thecompany’s stakeholders, consideredimportant information prepared followingananalysisof More specifically, thecontentwas (Italian BankingAssociation). credit industry, drawnupbytheABI forthe preparation ofSocialreports level, aswelltheguidelinesfor the “inaccordance-Comprehensive” Initiative (GRI)incompliancewith 2013 bytheGlobalReporting Disclosures”, bothestablishedin Sector and with“FinancialServices Guidelines” Sustainability Reporting drawn up in accordance with “G4 year. hasbeen ThisSocialReport the economicindicatorsfor of addedvalue,whichillustrate to theproductionanddistribution lastly, severalparagraphsrelating and environmental performance, [email protected]. to thefollowingemailaddress: responsibility policies,pleasewrite the BancoPopolareGroup’s social andon the 2016SocialReport To on information requestfurther March 2016andrefersto2015. prior tothisonewasdistributedin Social Responsibility. The edition bancobpmspa.it, underCorporate Social Report |2016 Social Report 19
banco popolare banco popolare group Lodi S.p.A. and Cassa di Risparmio Lodi S.p.A. and Cassa di Risparmio di NovaraS.p.A.,BancaPopolare S. ProsperoS.p.A.,BancaPopolare Popolare diVerona S.Geminianoe merger byincorporationofBanca structure wassimplifiedthroughthe Italiana. Verona e Novara and Banca Popolare merger betweenBancoPopolaredi established on1July2007fromthe The BancoPopolareGroupwas banco 20 Energy consumptionperemployee(GJ)****** Water consumptionperemployee(mc) Methane gasconsumptionperemployee(mc) Electricity consumptionperemployee(kwh) Total CO2emissionsandperemployee(t/year)***** Environmental indicators personnel (%) Part-time Hours oftrainingprovidedintheyear(no.) (%)**** Rate ofpersonnelturnover Employees (no.)*** Customers involvedincustomersatisfactionactivities(no.) Complaints (Total no.)** Customers (no./millions) Social indicators Economic valuedistributed Economic valuegenerated Total assets* Consolidated netprofit(loss) Consolidated Shareholders’Equity Direct Funding Net loanstocustomers Equity ratios(millionsofeuro) data Banco PopolareGroup:summary ****** ***** **** *** ** *
Calculated onenergyconsumptionwithintheorganisation Direct andindirectemissionsexcludingScope3 Ratio ofthetotalnumberpersonnelleavingandworkforceasat31/12 the previousyear Spot dataatyearend The 2015figurehasbeenrestatedfollowingtheinclusionofrepor The figureforthepreviousyearhavebeenrestatedtoprovidealike-for Social Report |2016 Social Report
In 2011,theGroup’s profile popolare one of the leading Italian banking one oftheleadingItalianbanking authority. supervisory TheGroupis with theregulationsdictatedby Banking Lawandincompliance 61 of the Consolidated with art. and coordination in accordance same name,exercisingsupervision Parent Companyofthe Group ofthe 2016, Banco Popolare acted as the within theGroup.Untilendof to bealegallyindependententity in 2015.BancaAletticontinues in 2014,andBancaItaleaseSpa, the parentcompanyBancoPopolare Bergamasco was incorporated into Popolare. S.p.AintoBanco di LuccaPisaLivorno More recently, Credito ts ofdissatisfactionfromthewebsite,classifiedascomplaintsthisyear -like comparison customers to around 2.7 million its services than 17,000employees,providing over 106,000Membersandmore groups, witharound1,700branches, 1 January 2017. January been listedonBorsaItalianasince1 of thenewentity, BancoBPM,have around euro1.9billion.Theshares 2016, withamarketcapitalisationof were listedonBorsaItalianauntil 11/0631/12/2015 31/12/2016 breakdown” onpage3 For details,seeparagraph“Customer 775,520 117,411 6,335.4 12.33% 17,007 80,447 75,840 -1,682 2.89% 236.9 0.683 5,323 2,538 7,575 34.2 43.9 140 607 1 2.7 . TheCompany’s shares 6 629,420 120,161 6,536.8 11.85% 17,317 82,141 78,422 3.89% 240.2 0.719 5,524 1,746 2,915 8,494 35.6 33.5 150 430 2.8 which specialiseinthedesignand ber ofspecific“product-companies”, it managed a num- etti. Furthermore, Private BankingthroughBancaAl- The Groupoperatedinthesphereof • • • • lows: the distributionnetwork,wasasfol- sions, whichoverseeandcoordinate The structureoftheterritorialDivi- reflect itstraditionalroots. model comprisedofDivisions,which organised onthebasisofaterritorial parent companyandoperatingbank, Banco actedinthe capacity of both ministrative officesinLodiandNovara, administrative officein Verona andad- financial sectors. With registeredand operated inItalyallbankingand In 2016,theBancoPopolareGroup territorial structure organisational Total group Banco Popolare Azimut BusinessArea Banca Aletti Total divisions Credito Bergamasco Banca PopolarediLodi Banca PopolarediNovara Banca PopolarediVerona Division* Territorial networkofbranchesin2016 * Excluding treasury branches * Excludingtreasury Credito BergamascoDivision. ritorial managementreport; sion, towhichtheCentre-Southter Banca PopolarediNovaraDivi- report; Pisa Livorno di Lucca of CassadiRisparmio which the territorialmanagement Banca PopolarediLodiDivision,to S. Prosperoreport; gement ofBancoS.Geminianoe sion, towhichtheterritorialmana- Banca PopolarediVerona Divi-
and
network
- sia (Moscow). Shanghai), India(Mumbai)andRus- Offices inChina(HongKongand throughRepresentation and support customers areguaranteedassistance of exports, interest toItalyinterms Suisse. Inmarketswhichareofmost erates abroadthroughBancaAletti The BancoPopolareGroupalsoop- communities. anteed coverageinmanysmaller ber ofbranchesandATMs alsoguar 148 branches(9%).Thehighnum- and in the South and the Islands with the Centrewith273branches(16%) responding to75%ofthetotal),in with1,274branches(cor the North specifically, theGroupoperatedin covering 19Italianregions.More (of which33PrivateBankingunits) fore comprisedby1,695branches tribution networkinItalywasthere- As at31December2016,thedis- ing tothefourDivisions. in April,closing120branchesbelong- tomers, closing12BusinessAreasand La Spezia,dedicatedtoAzimutcus- opening twobranchesinGenoaand tives were carried out, which entailed In 2016,severaloptimisationinitia- the Group. providedto administrative services and the managementofinformation vice companies”,whichspecialisein is completedbythepresenceof“ser surance. The organisational structure the areasofinvestmentandbank-in- in creation of products and services No. ofbranches 1,695 1,646 215 483 473 475 13 33 3 - - - that theBoard ofDirectorsisrespon- ofassociationenvisage The articles • • • • • • • • the corporatebodiesindicatedbelow: ticles ofAssociation,whichidentifies 2011, throughtheadoptionofAr at ameetingheldon26November holders’ MeetingofBancoPopolare wasapprovedby the Share- ernance holders’ Meeting. The system of gov- ditors, both appointed by the Share- Au- Directors andaBoardofStatutory based onthepresenceofaBoard a traditionalsystemofgovernance, tice. Bancoadoptswhatisknownas bestprac- national andinternational provisions oftheBankItalyandwith Banking Law),withtheSupervisory tive Decree385/1993(Consolidated provisions containedinItalianLegisla- their local areas andis in linewith the into account,whichhavedeeprootsin of cooperativecompaniesandbanks also takesthespecificcharacteristics made byConsob.Thegovernance with therelevantrecommendations sa Italiana,whichBancoadopts,and with the principles of the Code of Bor sibilities toitsstakeholders,isinline of conductandwhichdirectitsrespon- pany, thebasisofitscode whichform the generalfunctioningofcom- meaning thesetofrulesthatoversee ofBancoPopolare, The governance corporate 2 alternate members. 2 alternate tee, comprised of 3 members and Commit- Ethics and Disciplinary auditors; 2 alternate prised of5standingauditorsand Auditors,com- Board ofStatutory and aJointGeneralManager; prised byaGeneralManager General Management,com- Managing Director; oftheBoardDirectors; Chairman of sevenmembers; Executive Committee,comprised 24 members; Board ofDirectorscomprised tive remuneration; Auditors, establishingtheirrela- tors andoftheBoardStatutory pointment of the Board of Direc- distribution ofprofits,ontheap- statements, ontheallocationand proval oftheannualfinancial resolve, interalia,ontheap- usually meets once a year to Shareholders’ Meeting,which Social Report |2016 Social Report
governance 21 - -
banco popolare banco popolare and non-executive accordingtothe to theConsolidatedFinance Law of Directorsisindependentpursuant oftheBoard ciation. TheChairman ofAsso- met pursuanttotheArticles ence ofitsmemberscontinues tobe that therequirementofindepend- year, theBoardofDirectors verifies pendence andinanyeventoncea regarding therequirementofinde- quently, intheevent of circumstances time ofitsappointment,andsubse- the CodeofSelf-Regulation.At with applicationcriterion2.C.1of considered executive in accordance dated FinanceLaw. Sixdirectors are 148, paragraph3oftheConsoli- and twentyinaccordancewithart. of Self-RegulationBorsaItaliana, plication criterion3.C.1oftheCode dependent inaccordancewithap- Association, sixteenconsideredin- of 29.2bisoftheArticles with art. sidered independentinaccordance Directors, sixteenofwhichwerecon- May 2016 – wascomprisedby23 position asBoardDirectoron24 izio Marinohadresignedfromhis Maur ing into account that Notary 2016, theBoardofDirectors – tak- is envisaged.Asat31December mittee andtheManagingDirector management totheExecutiveCom- extensive delegationforday-to-day twelve months. A system based on Group companiesformorethan Managing DirectorofBancoor are inorhaveheldthepositionof Board ofDirectors,orfigureswho ofthe part companies mustform Banco and of the Group’s banking selected fromthetopexecutivesof lishes that a percentage of directors ofAssociationestab- The Articles of significantequityinvestments. system, theacquisitionanddisposal control of guidelinesfortheinternal and financialplanning,thedefinition policies,business and governance directions andofriskmanagement ning andstrategicguidelines Code, theapprovalofgeneralplan- 2443oftheItalianCivil under art. statements, sharecapitalincreases The preparationofthedraftfinancial number ofduties,suchas: association, theBoardalsohasa of and thosedefinedbythearticles than cannot be delegated by law, in particular, inadditiontomatters and managementofthecompany; sible forthestrategicsupervision 22 Social Report |2016 Social Report - operates. graphical areasinwhichthe Group inthegeo- consultation andsupport cal area,whichexclusivelyprovides association-related spheresof thelo- sent theeconomic,professional and appointed fromMemberswhorepre- established, comprisedbymembers and CreditCommittees”havebeen Divisions, “Territorial Consultation tional roots.IneachoftheTerritorial which representtheGroup’s tradi - presence of Divisions in the areas envisages, asalreadyspecified,the based onaterritorialmodel,which The company’s organisation is tions Committee. tee andtheBPV-SGSP Charity Dona- Committee, the Independent Commit- the RisksCommittee,Strategies mittee, theRemunerationCommittee, control are:theAppointmentsCom- als, providingadviceandensuring for thepurposeofmakingpropos- of Italy. TheCommitteesestablished ProvisionsoftheBank Supervisory Regulation of Borsa Italiana and the ommendations oftheCodeSelf- Directors incompliancewiththerec- of Committees within the Board of sociation envisagetheestablishment of as- auditors. The Articles external counts; e)theindependenceof of theannualandconsolidatedac- auditing d) theprocessofexternal control; the entiresystemofinternal and the functioning and adequacy of auditing and controlsystem,internal adequacy oftheriskmanagement closure; c)theeffectivenessand and oftheprocessfinancialdis- administrative-accounting structure adequacy oftheorganisationaland ciples of correct management; b) the oftheprin- as welltheobservance provisions, andstatutory regulatory vises: a)compliancewithlegislative, tion inforceand,specifically, super of controlasenvisagedbylegisla- Auditorsexercisesthefunction tory Board directors.TheofStatu- Managing Directorandtheother the balanceofpowerbetween system,guaranteeing governance fective functioningofthecorporate addition, thesamepromotesef- tivities oftheBoard of Directors; in leading andcoordinatingtheac- Association, isalsoresponsiblefor of representative undertheArticles man –whoistheCompany’s legal Code ofBorsaItaliana.TheChair - - definition ofcontributions ofthisna- year; inthisregard,notethat, the the PublicAdministrationduring the receive anysignificantloans from Lastly, notethatthe Group didnot 2017. ary Merger becameeffectiveon1Janu- Authorities.The by theSupervisory sue oftheprescribedauthorisations the PlannedMerger, subjectto theis- co Popolare and of BPM approved Shareholders’MeetingsofBan- nary On 15October2016,theExtraordi- amended until12September2016. “Planned Merger”),assubsequently Italian CivilCode(hereinafterthe 2502ofthe merger pursuanttoart. lare andBPMapprovedtheplanned management bodiesofBancoPopo- On 24May2016,thecompetent Società perAzioni”. stock company, called“BancoBPM pany withthelegalstatusofajoint- through thecreationofanewcom- and foll.oftheItalianCivilCode, 2501 plemented, pursuanttoart. Banco PopolareandBPM,tobeim- “merger byincorporation”)between (so-called mental pointsofamergeroperation understanding regarding the funda- Milano signedamemorandumof Popolare di bodies, BancoPopolareandBanca proval oftherespectivemanagement On 23March2016,followingap- previously. porate bodiesandstructurescited profiles andfunctioningofthecor illustrates the organisational Report in thisregard.Morespecifically, the fer formorecompleteinformation Law, towhichthereadershouldre- 123-bis oftheConsolidatedFinance published incompliancewithart. structure”, drawnupannuallyand and ownership rate governance oncorpo- illustrated inthe“Report of BancoPopolareisanalytically website. TheCorporateGovernance Finance Lawandonthecompany 123-ter oftheConsolidated with art. neration” published in accordance onRemu- available inthe“Report share-based remunerationplans,are general remunerationpolicyandany tegic responsibilities,aswellthe Auditors andexecutiveswithstra- members oftheBoardStatutory non-executive Board Directors, the the remunerationofexecutiveand interalia, concerning, Information - the internal control andriskmanage- the internal declared thesubstantialadequacy of opinions of the Risks Committee, has The BoardofDirectors,following the system. control tive adequacyoftheinternal for periodicallyassessingtheeffec- isresponsible The AuditDepartment Managing Director. directlytothe from July2015reports which by theComplianceService, ance riskmanagementiscarriedout Group Companies(legal).Compli- cess fortheParentCompanyand pro- andadvisory the legalsupport nancing (anti-moneylaundering)and money launderingandterroristfi- the processtopreventandcounter validation), measurement (internal models forrisk validating internal and controlprocesses,theprocessof way, riskmanagement,measurement at Grouplevelandinanintegrated the ManagingDirector, oversees, directly to sational unit that reports theorgani- The RisksDepartment, controlsystem. internal working andadequacyoftheentire auditing andthe well asinternal of risk management and control, as tiveness andadequacyofthesystem Auditorsoverseestheeffec- Statutory theBoardof the Group.Foritspart, inspections onallbusinessareasof its duties,itmayconductauditsand ing structure.To effectivelyperform ment ofrisks,andontheITaccount- sessment, monitoring and manage- controlsystem,analyses, as- internal activities relating to the and advisory mittee isresponsibleforpreparatory aged andmonitored.TheRisksCom- well asadequatelymeasured,man- exposed toarecorrectlyidentifiedas the Companyanditssubsidiariesare tem, sothatthemainriskstowhich controlsys- guidelines fortheinternal ny andoftheGroup,bydefining management policiesoftheCompa- guidelines and directions and the risk the generalplanningandstrategic The BoardofDirectorsapproves THE INTERNALCONTROLSYSTEM policy.etary mechanism ofimplementingmon- whose objective is to facilitate the of financialstabilityoroperations with central banks for the purpose ture excludesoperationssetinplace Supervisory Authority.Supervisory flowstothe chitecture ofinformation envisaged by thear the information fied, withaviewtotheexchangeof havebeenspeci- intragroup services of theOutsourcerinprovision the obligationsofPrincipaland of moneylaundering.Furthermore, of financialstatementsandthecrime mafia organisationsandfalsification tration, crimesofassociationwith crimes againstthePublicAdminis- ly, crimesagainsttheenvironment, few monthsof2015,andspecifical- ofthecitedDecreeinfirst part new “potentialcrimes”thatbecame has been updated to include any date. Morespecifically, theModel islative Decree231/2001asatsaid tial crimesenvisagedbyItalianLeg- vember 2015coversallofthepoten- by theBoardofDirectorson10No- ed overtime.Theversionapproved Model hasbeencontinuouslyupdat- specific body. TheParentCompany’s ing compliancewiththesametoa - each entrustingthetaskofsupervis the afore-citedlegislativedecree, and the unlawful acts envisaged by that is able toprevent the crimes ganisation and management model and Companies have adopted an or Popolare andthemainGroupBanks istrative liabilityofentities,Banco 231/2001 regardingtheadmin- ciples ofItalianLegislativeDecree totheunderlyingprin- conforming ing withlegislativeprovisionsand With theobjectiveoffullycomply- control model Organisation, managementand tiveness. of the company, as well as its effec- ness characteristicsandriskprofile ment systemwithrespecttothebusi- - - A constant focus on the community and A constantfocus on the community and years ofhistory. identity, steepedinoveronehundred banks withadeep-rootedcooperative banks thatjoinedforces,territorial by thecommonsentimentof the two wasbroughtabout banking industry mergerinthedomestic This important Bancassurance andConsumerCredit. Investment Banking,Private as AssetManagement,Corporate& high addedvaluebusinessareassuch is placedinanexcellentposition equity andliquidityratios)which well as25,000employeesandsolid assets ofovereuro171billion,as customers and2,500branches,total highly impressivekeyfigures(4million ing GroupinItaly, characterisedby of anewGroup,thethird-largestBank- The operationthatledtothecreation Company, calledBancoBPMS.p.A. ticles ofAssociationthenewParent the plannedmergeraswellAr Banca PopolarediMilanoapproved lare andtheManagementBoardof the BoardofDirectorsBancoPopo- stock company. On24May2016, company, withthelegalstatusofjoint the establishment of a new banking operation, tobeimplementedthrough randum ofunderstandingforamerger Popolare diMilanosignedamemo- bodies ofBancoPopolareandBanca In March2016,themanagement could achievetheseobjectives. withwhomwe the bestbusinesspartner identified as toform, di Milanostarted of anagreementwithBancaPopolare Based ontheseconsiderations,theidea activities intherecentanddistantpast. my, whichhascharacterisedthegroup’s our roleasadriverofthelocalecono- ness revenues,withaviewtopreserving ofcorebusi- growing tensionsinterms achieved, optimisingcosts,tocounterthe enable greatereconomiesofscale to be decided toseekasolutionthatwould banks. Faced with these problems, we to cutintotheprofitmarginsofItalian and theinterestratesituationcontinued ofcreditquality the difficultiesinterms oftherealeconomy,ant performance into joint-stockcompanies.Thediscord- ofcooperativebanks the transformation and bythelawpassedthatrequires continuing difficulteconomicscenario were influenced to a great extent by the The strategiespursuedduringtheyear strategy Social Report |2016 Social Report 23 -
banco popolare banco popolare the business plan for the new Group, the businessplan forthenewGroup, Milano havepreparedandapproved Popolare andBanca di at thebeginningofJuly2016. Banco increase for euro 1 billion, concluded Popolare hasfinalisedashare capital To fulfilthese requirements,Banco amount ofsaidloansovertime. loans, withaviewtoreducingthe level ofcoveragenon-performing total loans,aswellahigheraverage loansto of therationon-performing and a progressive reduction dium term; margins thataresustainableintheme- a business planthat demonstrates profit theadoptionof ian bankingindustry; highlevelsintheItal- already atvery Group’s equityposition,which was ther improvingthesolidityofnew The mainconditionsincluded:fur pean financialsystem. of thenewlegalentitywithinEuro- authorisation, basedontheimportance ing conditionsinorderforittoissueits tral Bankestablishedaseriesofbind- of thetwoGroups,EuropeanCen- tentions statedbythetopmanagement examinationofthein- In itspreliminary MERGER STRUCTURE ANDMAINSTEPSOFTHE the pathofentirebankingindustry. customer preferences,haveplacedin rapid evolution of technology and of nomic weaknesscombinedwiththe lenges thatthecurrent,persistent,eco- olare andBPM,evengiventhechal- been themissionofbothBancoPop- all stakeholders,whichhasalways while focusingonthecircumstancesof to guarantee sustainable development, fore, beevenbetterequippedtoseek The newBancoBPMGroupwill,there- over thecourseof“greatcrisis”. loansthathaveaccumulated forming amountofnon-per and theenormous tackling thecurrenteconomicsituation ity oftheequitybase,fundamentalto standpoint, andwillimprovethesolid- areas ofItaly, alsofromaEuropean ing in the most economically important strengthen theircompetitiveposition- revenue synergies to be achieved, will will actually enable significant cost and the plannedmerger. Theirintegration in the merger, of was the cornerstone of theDNAtwoGroupsinvolved shareholders, whichisanintegralpart they arecustomers,employeesor its stakeholders,regardlessofwhether 24 Social Report |2016 Social Report - - the management bodiesoftheparties: shareholding percentages,agreed by The mergerwasbasedonthefollowing Bank Reform. with theprovisionsofCooperative joint-stock company, incompliance from cooperativecompaniesintoa lare andofBancaPopolarediMilano ofBancoPopo- fore thetransformation The outcome of this merger wasthere- inVerona.headquarters pany isinMilan,anditsadministrative istered office of the new Parent Com- belonging to thenewGroup.The reg- allofthecompanies and supervising same time,aswellcoordinating holding companyforthegroupat ducts bankingactivitiesandactsasa of a new parent company, which con- tion”, namelythroughtheestablishment is knownasa“mergerbyincorpora- The operationtookplacethroughwhat company. ferred themtothesamebeneficiary Banca PopolarediMilano,andtrans- the networkofbranchestransferredby lare locatedinthesameprovincesas previously belongedtoBancoPopo- merged thenetworkofbranchesthat the newParentCompanythende- In accordance with the agreements, the natureofabank-network. organisational structureconsistentwith the newcoandwillhaveanefficient andcoordinationof the supervision Milan, willrunthebank-network,under registered and administrative offices in banking company. Said company, with transferred thesametoasubsidiary Brianza, Como,LeccoandVarese and in theprovincesofMilan,Monzaand cludes thenetworkofbrancheslocated di Milano demerged a division that in- merger transaction,BancaPopolare diately prior to theeffectivenessof the memorandum ofunderstanding,imme- Based ontheagreementsstatedin nomic indicators. better illustratedinthesectiononeco- of theyear, whichclosedataloss,as impact ontheeconomicperformance loans,hadasignificant non-performing of parameters forthewholecategory relating tothecriteriaandvaluation recover badloans,alongsidethose lare Groupregardingthestrategyto The decisionstakenbytheBancoPopo- of 2016 onwards. from the first quarter loanswerealsoincreased performing of badloans,andmoregenerallynon- May. Theaveragelevelsofcoverage which wasillustratedtothemarketlast set outinthe2016-2019 BusinessPlan. with aviewtoachievingtheobjectives ganisation model of the new Group, the definitionofbusiness andor the implementationofmerger and place relatingtoactivitiesconcerning Numerous projectshavebeensetin revoked. inthemergerwas banks participating time astradingofthesharestwo 2017,atthesame ana since2January been listedontheMTA ofBorsaItali- new ParentCompanyBancoBPMhave no nominalvalue.Thesharesofthe shares with 1,515,182,126 ordinary of euro7.1billion,representedby was establishedwithasharecapital on thesamedate.BancoBPMS.p.A. an accountingandtaxperspective 2017.Themergertookeffectfrom ary ters ofVerona andMilanon1Janu- deed ontherelevantCompanyRegis- following the registrationofmerger The mergertransactionwasfinalised approved thetransaction. Popolare diMilanotookplace,which shareholders’meetingofBanca dinary S.p.A. Onthesamedate,Extraor from themerger, calledBancoBPM of associationthecompanyresulting deed ofincorporationandthearticles largemajority,by avery aswellthe tober, approvedthePlannedMerger ing ofBancoPopolare,heldon15Oc- shareholders’meet- The Extraordinary activities. Parent Companytoexercisebanking issued theauthorisationfornew September, theEuropeanCentralBank law was successfully completed. On 9 to obtaintheauthorisationsrequiredby Over thefollowingmonths,process takes effect. BPM inissueatthetimemerger 6.386 shares of Company for every share and 1 share of the new Parent ent CompanyforeachBancoPopolare established as1shareofthenewPar tween BancoPopolareandBPMwere rates ofexchangeforthemergerbe- cited shareholdingpercentages,the action andinapplicationoftheabove- Popolare’s sharecapitalincreasetrans- Following thecompletionofBanco • • of thenewParentCompany. cated 45.374%ofthesharecapital the shareholdersofBPMareallo- Company; the sharecapitalofnewParent lare areallocated54.626%of the shareholdersofBancoPopo- - - - correctness in business relations Authority to safeguard substantial tions envisagedbytheSupervisory ofthelawsandregula- servance tion, basedonthetenetthatob- risk ofnon-compliancewithlegisla- tomanagingthe specific importance The BancoPopolareGroupattaches COMPLIANCE • • • • garded: of riskmanagementprocessesre- In 2016, the main changes in terms Risks Department. companies bytheParentCompany’s out atcentralisedlevelforallGroup petite Framework(RAF),iscarried consistency with the Group Risk Ap- as wellassessmentstoassureits cy (ICAAP)andliquidity(ILAAP), assess theGroup’s capitaladequa- process to quidity risk, the internal operating risk,interestrateandli- including creditrisk,market risks The managementofimportant RISK CONTROLANDMANAGEMENT risk tool. sequent implementationoftheIT Significance (TGS),withthecon- to assessTransactions ofGreater tool usedbyRiskManagement The fine-tuningoftheanalysis tools andareasinvolved; gradually extendingthescope, the Risk Management Service, trol activities, conductedwithin the fulldeploymentofcreditcon- with recentlegislativechanges; equacy processesinaccordance updating capitalandliquidityad- Governance; come oftheECBInspectionon planning processandtotheout- 2016 withrelationtooperational updating theGroupRAFfor
management internal rulesofGroupCompanies. internal 231/2001, intheRegulationsand pursuant toItalianLegislativeDecree Management andControlModels are containedintheOrganisation, ciples stated intheCodeofEthics control system.Notethattheprin- other componentsoftheinternal organisational structureandofthe functioning andthereliabilityof completeness, theadequacy, the tion ofrisksandforassessingthe mance ofoperationsandtheevolu- for examiningtheregularperfor isresponsible The AuditDepartment INTERNAL AUDIT • • • • oversee thefollowingactivities: specialised functions that performing cording toarisk-basedapproach, on anoutsourcingarrangement),ac- nies (thathaveassignedtheservice Company andfortheGroupcompa- worksfortheParent pliance Service the lightofthesechanges,Com- are adequatetopreventsaidrisk.In procedures operation –thatinternal – bothduringimplementationand activities, with a view to verifying that regardsthecompany’s business of non-complianceforalllegislation proach, themanagementofrisk toring, according to a risk-based ap- thetaskofmoni- Compliance Service pliance wererenewed,givingthe management oftherisknon-com- trust. In2016,theRegulationsfor ture isfoundedonarelationshipof ing business,whichbyitsownna- with customersarekeytothebank- fiduciary services. fiduciary collective assetmanagement and services; investment andmarkettrading and products; banking andfinancialservices the riskofnon-compliance; methods and IT tools to manage the developmentofprocesses, - es ofcorruption. cas- 2016, therewerenoconfirmed 100 branchmanagers.Notethatin but administeringaquestionnaireto within theBancoPopolarenetwork, and thepenetrationofariskculture a viewtoassessingtheawareness with ment alsoconductedasurvey - FID IIlegislation.TheAuditDepart comply withMarketAbuseandMI- standard (IFRS9)andtheprocessto accounting of thenewinternational adaption processfortheadoption projectsregardedthe most important and workinggroups.In2016,the ternally, in projects by participating rolein- ment alsoactsinanadvisory - cial disclosures.TheAuditDepart preparation ofaccountingandfinan- laundering, market abuse and the on sensitiveareassuchasmoney audits andthosespecificallyfocused assessed bymeansofbothordinary enforcement ofthesecommitmentsis The effectiveimplementationand Social Report |2016 Social Report 25
banco popolare
SOCIAL RESPONSIBILITY social responsibility 28 Social Report |2016 Social Report sponsibility doesnotcompromise time, takingcarethatsocialre- to createsustainablevalueover all staffwithrespecttothegoal which mustinspiretheconductof ponent oftheGroup’s operations, must beconsideredasakeycom- stakeholders. Socialresponsibility in andthestructuraltieswithits and economiccontextitoperates its strongawarenessofthesocial thelocalareasofreference, serve did notchangeitscommitmentto years ofcooperativetradition,but Group, interruptingover150 impact onthelegalstatusofour a joint-stockcompany, hadan intoimposed itstransformation in2015,whichthe Government erative banksector, launchedby thecoop- The decreereforming tive banksthatbelongtoitsscope. nature atthecoreofcoopera- rooted inthemutualandwelfare Banco PopolareGrouparedeeply that haveinspiredtheactionof principles ofsocialresponsibility that haveentereditsscope.The developed overtimebythebanks been fosteredbytheinitiatives of theBancoPopolareGrouphas The Social Responsibility policy guidelines Relevance for stakeholders Low High 0.2 0.4 0.6 0.8 1.2 1.4 1.6 1.8 2.2 2.4 2.6 2.8 3.2 0 1 2 3 Low 0 opportunities relatedto climate change Risks and practices Procurement 0.5 business management Risks relatedtohumanrightsin environmental impacts Direct the relationswithstaff,suppliers cies, mutualexchangerelations, and influencethecommercialpoli- by theGroupwithitsstakeholders thebasisforrelations heldform andplanningtool.Theseporting atthesametimebothare- port, out init,aswelltheSocialRe- Ethics andthevaluesexplicitlyset responsibility policy:theCodeof oftheGroup’scornerstones social two documents representing the lines stimulatedthedefinitionof cooperative bank. These guide- with thenatureandtraditionofa to thelocaleconomy”,consistently ronmental protectionandsupport cially responsibleinvestment,envi- on therespectforindividuals,so- relations with stakeholders based 2003 to “adopt guidelines in its by themanagementbodiesin bility wastheresolutionadopted approach towardssocialresponsi- the process leading to the Group’s bered thatoneofthemainstepsin sustainability. Itshouldberemem- for allstakeholders,withaviewto added valueforthelocalareaand duce profitsfortheGroupbutalso and their aim is not only to pro- are thedrivingforceofcivillife the conceptthatbankingactivities ability. Thisapproachisbasedon ficiency, qualityandprofit- service commercial drive,managementef- 1 Relevance forBancoPopolare 1.5 innovation forcustomers Responsible nance Product andservice and shareholders Customer protection and satisfaction Local areaofreferenceand indirect economicimpacts 2 in businessmanagement privacy &security Transparency, and withinvestors External relations bers andShareholders,Customers ic interestandinterlocutors:Mem- gards asitsmainbearersofspecif- stakeholders, whichtheGroupre- tion ofthefollowinggroups This activityledtotheidentifica- stakeholders. for BancoPopolareandits most relevantsustainabilityissues stakeholders andtoidentifythe the mappingofGroup’s main questionnaire inordertoupdate tral officeswereaskedtofillina Group’s salesnetworkandcen- a sampleofmanagersfromthe and itsstakeholders.Specifically, considered relevantfortheGroup ality aimed at defining the topics carried out an analysis of materi- Banco PopolareSocial Report, For thepurposeofdrawingup ANALYSIS OFMATERIALITY ability ofthecompany’s business. social andenvironmentalsustain- holders andatstrengtheningthe improving therelationswithstake- andaimedatporate departments action planslaunchedbythecor intoconcretepolicy isconverted the Group’s Social Responsibility year,and charityinitiatives.Every Group’s localareasofreference, and thecommunitythatlivesin Ethics andintegrity Economic and nancialperformance respect foremployees Development, protectionand Social Report |2016 Social Report 2.5 Industrial relations and riskmanagement Corporate governance 3 High 29 -
social responsibility social responsibility 30 which inspire theBancoPopolare in 2004, sets out the principles The CodeofEthics,introduced CODE OFETHICS Group, establishedthisyear. holders ofthenewBancoBPM directly expressedbythestake- order toconsidertheexpectations ping process, will be repeated in process, likethestakeholdermap- ed to the Group’s operations. This focused onimpactsdirectlyrelat- processholders andthereporting stake- cess did not involve external lines. Thematerialityanalysispro- up accordingtotheGRI-G4guide- Group’s drawn firstSocialReport 2016 forthefirsteditionofBP The analysiswascarriedoutin of theirgraphicrepresentation. greater concisenessforthepurpose sues assessedusingthecriterionof and byaggregatingsomeoftheis- ception oftheindividualsinvolved, stakeholders, accordingtotheper most relevantforthebankandits account theaspectsidentifiedas qualitative analysis,bytakinginto by combiningaquantitativeand The materialaspectswereidentified cally inthematrixofmateriality. representedgraphi- cial Report, inthe So- aspects to bereported allowed ustodefinetherelevant Suppliers. The materiality analysis ministration, theLocalAreaand religious institutions, Public Ad- the CatholicChurchandother third sector), Human Resources, (retail customers,businessesand customers public local suppliers human members the catholic
stakeholders
area administration Social Report |2016 Social Report
resources
and church –
retail shareholders
and
customers
of other and
banco
other
religious –
businesses interlocutors
- popolare
institutions or theirrepresentatives, ortoin- resentatives, tradeunions and/ any otherbenefittopolitical rep- money orusing simulated forms, for anyreason,evenindirectly, or it isforbiddento“promise orpay cifically, according to theCode, tration andotherinstitutions.Spe- operation withthePublicAdminis- ties andontransparencyco- non-involvement inpoliticalactivi- tions, andcriteriaaresetonstrict andwiththePublicInstitu- parties therelationswithallexternalerns and quality. TheCode alsogov- values ofhonesty, transparency with explicitstandardsbasedon suppliers arerequiredtocomply isfaction must be pursued, while the highestlevelsofcustomersat- The CodeofEthicspointsoutthat business. outtheir potential” whencarrying of interest,whetherrealoreven themselves in“situationsofconflict vent Code recipients from finding phasis placedontheneedtopre- ity. Anotherkeyaspectistheem- with theprincipleofconfidential- within areas of specific reference, andatthesame time,information transparency andcompletenessof compliance withtheprinciplesof ity. TheCodealsorequiresstrict legality,- andimpartial fairness the respectforprinciplesof in thecallonresponsibilityand Code maybesummarisedfirstly The distinguishingtraitsofthe without discrimination. all individuals and for freedom transparency,fairness, respectfor Group’s business:honesty, loyalty,
and
third
sector • • • Customers Objectives achieved tual progress. main actionsandcheckstheirac- The table summarises theReport. following chaptersoftheSocial will beexaminedindetailthe the Group’s stakeholders,which of abroadersocialexchangewith cial Responsibility, whichispart Group’s 2016ActionPlanonSo- the Banco Popolarejects formed Overall,thesepro- departments. launched by the leading corporate sponsibility) projectsandactions, a set of CSR (Corporate Social Re- containedThe 2015SocialReport CHECKING OF2016PROJECTS tion. sec- the CorporateGovernance available atwww.bancobpm.it in the BoardofDirectors,whichis Code ofEthicswasapprovedby creation ofBancoBPM,thenew 2017, following the In February fence whichleadstosanctioning. of- by employeesisadisciplinary ViolationoftheCodebe reported. ics, towhichanybreachesmust visions setoutintheCodeofEth- the promptapplicationofpro- Authority isinchargeofensuring respect ofsuppliers.ASupervisory guarding theenvironment,alsoin ment towards protecting and safe- Code ofEthicsdefinesthecommit- of non-discrimination.Lastly, the in whichtheGroupoperates)and tothelocalareas(also pertaining individual andcollectiveinterests for theindividual,offreedom, ciples ofprotectionandrespect totheprin- constantly conforms business relations”.TheGroup as aresultoffamily, personalor dividuals relatedtotheseparties els; high customersatisfaction lev- quality inordertomaintain Strengthen theexistingservice consulting services; through increasingly advanced ers’ savingsandinvestments custom- measures supporting Continue tostrengthenthe the currenteconomiccontext; tail customersandbusinessesin re- Continue toactivelysupport rate cultural change and so make ing activitiestofacilitate corpo- projects andorganisednew train- ued topromoteWLBexperimental Work-Life Balancestructurecontin- and2016 theEqualOpportunities achieved. Infor the most part The objectives set for 2016 were • Human resources • • Environment achieved Objectives partially • • • • • Human resources • • the company. nities forbothemployeesand - nity inordertocreateopportu effective managementofmater Promote anewpolicyforthe ing ofnewledlightingsystems. Technical evaluationandtest- devices; and thermal ing ofremote-controlelectrical Technical evaluationandtest- vices. rate Welfare productsandser development of Corpo- Further the Group; tween talentedresourcesand and developing meetings be- with Universitiesbyfostering ing activitiesandpartnerships Increase theEmployerBrand- the company; nities forbothemployeesand - nity inordertocreateopportu effective managementofmater Promote anewpolicyforthe model testsinthemainoffices; WorkingDisseminate the Smart talents; offemaleand empowerment inclusion, work-lifebalance environment gearedtowards forbuildingawork necessary corporate culturalchangeport ing activitiesinordertosup- Continue thepromotionoftrain- ers. private andbusinesscustom- the Bankimplementsforboth product innovation project that the technology, processand Continue thesimplificationand needs; and moreclosertocustomers’ more the bankanditsservices plications that are able to bring egy throughproductsandap- Develop amulti-channelstrat- - - - • • Customers 2017 ACTIONPLAN fices. and alsotosomelarge-sizedof- tend the project to other branches ued tobelow. Ouraimis to ex- a newLedlightingsystemcontin- lighting systemwasreplacedwith The numberofbrancheswherethe the projecttoall of ourbranches. extendtested. Theaimisto further the air-conditioning systemswas where theremotemanagementof tests conductedat50branches were reachedonthebasisof excellent energysavingresults achieved,eventhoughpartially The environmentalobjectiveswere vice quality and multi-channelling. andstrivetoimproveser start-ups nomic crisis.We alsoofferhelpto facing thisdifficultperiodofeco- disasters, inadditiontocustomers andnaturalhit byearthquakes private customersandbusinesses specific, subsidisedloansbothto withprovide ongoingsupport and atacquiringnewones.We the needsofourloyalcustomers petitive productsaimedatmeeting yeartodesignnewcom- every tial prioritywhichencouragesus needs continuestobeanessen- Focus oncustomersandtheir throughout 2017. achieved andwillbecontinued managementwaspartiallyternity motion ofthenewpolicyforma- The objectiveregardingthepro- business objectives. theat thesametimesupporting ple whoworkfortheGroupand proving thewell-beingofpeo- motes sustainablework,trulyim- an organisationalmodelthatpro- completed. Theprojectconfirmed el intheGroup’s mainofficeswas Testing Working oftheSmart mod- ment. and toimprovediversitymanage- it easiertobalanceworkandlife, ously taken to support familiesously takento support Maintain thecommitmentprevi - lished BancoBPM; ers, throughthenewlyestab - toallcustom- broader service an efficientandincreasingly tion processinordertoensure Complete theBPMintegra- - evolutionary linesof sustainability evolutionary ing sector”aimedattracing the analysisintheItalianbank- the art –StateofSustainability Reporting conductedon“2015 to thesurvey 2016, BancoPopolarecontributed aspects inthebankingactivities.In ronmental, social and governance and integrating economic, envi- workgroup dealswithreporting grant relations”.Thesustainability and socialinclusionbank-mi- “Sustainability” and“Financial ofworkgroupsdealingwithpart out by ABI. Specifically, Banco is Responsibility) activitiescarried intheCSR(CorporateSocialpart The BancoPopolareGrouptakes ABI CSRworkgroups resources. our internal ing corporateculturalchangefor - levelsandsupport tomer service will be placed on improving cus- BPM Group.Keyfocus,however, needs andprioritiesoftheBanco newly definedbyintegratingthe have setforthenextyearwillbe the HRandcustomerdepartments Popolare diMilano,thegoalsthat Following themergerwithBanca • • • • Human resources • welfare services. welfare services. Improve theuseofcompany and thecompany; for both employeesportunities inordertocreate op- paternity tive managementofmaternity/ Issue anewpolicyfortheeffec- other offices; Workingof theSmart modelin Implement thedissemination female talentsandwell-being; oflife balance,empowerment geared towards inclusion, work- for buildingaworkenvironment rate culturalchangenecessary corpo- tivities inordertosupport develop thetrainingac- Further and businesscustomers. contracts, etc.)forbothprivate and payments,digitalsignature, areas (e.g.e-money, collections ready implementedincertain product innovationproject,al- the technology, processand Continue thesimplificationand cate economicsituation; struggling inthiscurrentlydeli- and businessesthatarestill Social Report |2016 Social Report 31
social responsibility social responsibility policy forthiscustomertarget. a financialandsocialinclusion cant aspectsthatmayhelpdefine in ourcountry, highlightingsignifi- cation processforforeigncitizens monitor overtimethebankingedu- Inclusion” ofmigrants,seekingto onFinancial tional Observatory conductedbythe“Na- survey lare alsocontributedtotheannual in thebankingsector. BancoPopo- 32 Social Report |2016 Social Report Popolare had106,000members, As at31December2016,Banco MUTUAL AID SHAREHOLDER SERVICESAND COMPOSITION OFSHARECAPITAL, them (Members’Day). and culturalinitiativesorganisedfor and the calendar of corporate events la NotiziaPopolare(PopolareNews) rial includingthemonthlypressreview, tional content, communication mate- andview institu- obtain information forthemto bancobpmspa.it) reserved ty toaccessthewebsitesection(www. - tion. Membersalsohadtheopportuni assessments andrequestsforclarifica- submitting proposalsandpresenting the lattertomaketheirvoicesheardby lation forListedCompanies)allowed envisaged bytheCodeofSelf-Regu- bers andShareholders(aposition in chargeoftherelationswithMem- the Manager meetings. Furthermore, expression duringtheshareholders’ bers thatweregivenampleroomfor to its relations with Mem- importance Banco Popolarehasalwaysgivenkey Company. intoaJoint-Stock transformation Popolare diMilano,withsubsequent ber approved the merger with Banca Shareholders’ Meetingof15Octo- Banco Popolare:theExtraordinary yearfor 2016 wasanimportant and members Veneto Lombardy Piedmont Emilia Romagna Total Other Valle d’Aosta Friuli Venezia Giulia Trentino AltoAdige Campania Lazio Sicily Liguria Tuscany Presence ofmembersbyregion
investors , shareholders
capital increasetransactionwasap- proxy. Duringthismeeting,ashare 2,947 personallyand16,489by was attendedby19,436Members, meetingof7May The extraordinary charity and public interest purposes. profits tobeallocatedassistance, distribution ofprofits,theamount December 2015,theallocationand statements fortheyearendedon31 garded theapprovaloffinancial The mainitemsontheagendare- personally and37,087byproxy. 7,898ofwhich Members tookpart, in Verona. On19March,44,958 Lodi, andon7May15October meetings wereheld:on19Marchin the resolutions.Overyear, three in to enhancingdirectparticipation to attendthemeetings,withaview holders aspossibleareencouraged collective democracy, asmanyShare- In compliancewiththeprincipleof shareholders. al institutionalinvestorsamongthe - number of national and internation to 311,000.Thereareasignificant holding shares amounting of parties Shareholders, withatotalnumber had around205,000non-member ers, at the endof 2016, Banco also tion toaround106,000sharehold- solid relationshipofloyalty. Inaddi- their customers of Banco, confirming cany andatthesametimearealso Piedmont, EmiliaRomagnaandTus- its historicroots:Veneto, Lombardy, Group’s fiveregionsthatrepresent mostly residentinBancoPopolare at theGroup’s banks.Membersare 89.69% ofwhomholdtheirshares No. Members 106,072 26,634 26,283 17,588 16,846 1,057 1,256 1,592 3,712 8,762 831 312 584 615 25.1% 24.8% 16.6% 15.9% 100% 0.8% 0.3% 0.6% 0.6% 1.0% 1.2% 1.5% 3.5% 8.3% % commerce portal) includesover400 commerce portal) prizes. Thisonlinecatalogue(ane- forrequesting the vative platform byaninno- ing pointsissupported traditional mechanismofassign- formembers.The gramme reserved YouShop Premiumistheloyaltypro- Members dedicatedto Products andservices the bankintoaJoint-StockCompany. of currently withthetransformation and BancaPopolarediMilano,con- merger betweenBancoPopolare by proxy)approvedtheplanned bers (4,364personally and 23,138 held on15October, 27,502Mem- shareholders’meeting extraordinary 1,000,000,000. Lastly, duringthe proved foranoverall amount of Euro (*)Other individualand/orgroupmeetings,telephoneconferencesandvideo As regardstheRoadshows,numberofeventsmeansdaysdedicatedtosaidactivitybyfinancialteam/branchinvolved. involvedmeansthenumberoflegalentities(investmentfunds,analysishouses,ratingagenciesetc.). The numberofparties Total includingpresentationsincallconferences/webcasts Presentations incallconferences/webcasts Total Meetings withratingcompanies Other meetings(*)(bondmarket) Other meetings(*)(stockmarket) %oftotal Roadshows (stockmarket) No.events conference(bondmarket) Industry conferences(stockmarket) Industry Communication mixmanagedbyInvestorRelations Moody’s InvestorsService Rating company Fitch Ratings DBRS Type ofrating Long Term onDeposits Short TermShort Debt Long Term onSenior Unsecured Long Term (IDR) Short TermShort (IDR) Long Term Short TermShort According to information available According toinformation and institutionalinvestors. the cooperative nature of the Group, level offragmentationthatreflects held byprivateinvestors,withahigh Banco Popolare’s sharecapitalis SHAREHOLDER STRUCTURE through theYouShop brand. logics, Bank customers,withvarying items and is madeavailabletoall (Stable Outlook) Ba1 NP (Negative Outlook) Ba2 (Stable Outlook) BB- B (Stable Trend) BBB low (Stable Trend) R-2 middle aiga t3/221 Ratingasat31/12/2015 Rating asat31/12/2016 84 12.8% 78 61.6% 10 48 6 5 5 3 7 the yeartopresentGroup’s finan- were heldwithaudiowebcastsover to these,6telephoneconferences lysts andratingagencies.Inaddition 379 investment funds, financial ana- ment, which involved meeting with ment oftheGroup’s topmanage- 78 events,usuallywiththeinvolve- Relations teammanagedatotalof In 2016,BancoPopolare’s Investor INVESTOR RELATIONS capital. over 3%ofBancoPopolare’s share tional investorswithaninvestmentof cember 2016,therewerenoinstitu- on theConsobwebsite,asat31De- 100% 6.4% 6.4% 3.8% 9.0% (Under reviewforpossibleupgrade) Ba3 NP (Stable Outlook) Ba3 (Stable Outlook) BB B (Stable Trend) BBB low (Stable Trend) R-2 middle No. parties No. parties Social Report |2016 Social Report involved 379 31.4% 119 36.0% 136 124.0% 10 91 18 5 % oftotal 100% 1.3% 2.6% 4.7% 33
social responsibility social responsibility spectively as“Ba2” and“Ba3” re- ratingswereconfirmed long-term ble upgradeatthesametime. The co Popolareunderreviewfor possi- line CreditAssessment“b2” ofBan- ior debt“Ba3”,as well as the Base- “Ba2”, theLong-Term ratingonsen- put theLong-Term ratingondeposits quently, on13April 2016, Moody’s giving itaStableOutlook.Subse- raising itfrom“Ba3”to“Ba2”and which beganon29October2015, lare’s LongTerm ratingonDeposits, for possibleupgradeofBancoPopo- concluded the Review vestors Service 2016,Moody’sOn 25January In- Moody’s (Moody’s) Investors Service rating agency. belowdividedby 2016 arereported volved theBancoPopolareGroupin The ratingreviewactionsthatin- GROUP RATINGS total of84events. 2016/2019, thereforereachinga the BancoBPMBusinessPlanfor the PlannedMergerwithBPMand at 30September2016,aswell 2016, asat30June2016and 31 December2015,asatMarch tothemarketasat cial performance 34 The requiredratingsofGroupcompaniesthathavedebtissuesareindicated. DBRS Fitch Ratings Service Moody’s Investors Type ofrating Rating company Social Report |2016 Social Report Support Assessment Support Intrinsic Assessment TermShort Long Term Support ratingfloor Support Viability rating TermShort (IDR) Long Term (IDR) Baseline CreditAssessment(BCA) TermShort Long Term onSeniorUnsecuredDebt Long Term onDeposits Outlook from “Negative” to“Sta- lare from“BB”to“BB-”,revising the IDRratingofBancoPopo- long-term December 2016,Fitchchanged the On 23 Rating “bb” were confirmed. Term rating “B” and the Viability tive”. Onthesamedate,Short- the Outlookfrom“Stable”to“Nega- BancaAletti,howeverchanging ary both BancoPopolareanditssubsidi- the Long-Term IDR rating “BB” for On 21April2016,Fitchconfirmed Fitch ratings(Fitch) “Not-Prime”. as ratingwasconfirmed short-term Assessment from“b2”to“b1”.The Outlook) andtheBaselineCredit “Ba3” to“Ba2”(withaNegative ratingonsenior debt from long-term “Ba1” (withaStableOutlook),the rating ondepositsfrom“Ba2”to the agencyupgradedlong-term Banco Popolare. More specifically, which ithadplacedtheratingsof the reviewforpossibleupgradein the twobanks,Moody’s completed Shareholders’Meetingsof dinary Popolare diMilanobytheExtraor between BancoPopolareandBanca 15 OctoberofthePlannedMerger ber 2016, following the approval on as “Not-Prime”.Lastly, on20Octo- ratingswereconfirmed the short-term SA-3 BBB low (Stable Trend) R-2 middle (Stable Trend) BBB low 5 No Floor bb- B (Stable Outlook) BB- b1 NP (Negative Outlook) Ba2 (Stable Outlook) Ba1 Banco Popolare - the subsidiary BancaAletti. the subsidiary the BancoPopolareGroupandto ings assignedattheendof2016to The tableabovesummarisestherat- “2016 annualfinancialreport”. details,pleaserefertothe further new ratings for the new bank; for BPM, theratingagenciesassigned ing themergerbetweenBancoand After theendofyearandfollow- Banco Popolare. alloftheratings assigned to firmed On 31March2016,DBRScon- DBRS as“B”. was confirmed rating “bb” to“bb-”.Theshort-term ble”, andtheViabilityratingfrom 3 n.a. n.a. B (Stable Outlook) BB- Banca Aletti and by the Italian banking index, recorded on PiazzaAffari in Milan 12 months.Thisfall,similartothat and recordingafallof75.9%over average ing morethantheindustry the plannedmergerwithBPM,suffer- the fi of rsthalfoftheyearaspart capital increaseofeuro1billionin Banco Popolaresustainedashare BANCO POPOLARE’SSTOCK ------9 8 7 6 5 4 3 2 1 0 0 0 0 0 0 0 0 0 0 % % % % % % % % % %
30/12/2015
09/01/2016
19/01/2016
29/01/2016
08/02/2016
18/02/2016
28/02/2016
09/03/2016 with theFTSEItalyAll-Shareindexona100basisandMIB.
19/03/2016 Performance ofBancoPopolarestockandcomparison Performance 29/03/2016
08/04/2016
18/04/2016 were achieved for the EBA 2016 was concluded, excellent results in whichthesharecapitalincrease second halfoftheyear, theperiod of6.9%inthe recorded arecovery 1.786, theBancoPopolarestock record lowon28Novemberofeuro sequently, eventhoughittoucheda stock lost77.4%of its value.Sub- of theyear, aperiodinwhichthe was focusedonthefi rstsixmonths B
P 28/04/2016
08/05/2016
18/05/2016 F T S
E 28/05/2016 M I
B 07/06/2016
17/06/2016
27/06/2016 F T
S 07/07/2016 E I T 17/07/2016 a l l - s 27/07/2016 h a r e 06/08/2016 B a n 16/08/2016 k s 26/08/2016
05/09/2016 around euro1.9billion. on thatdatetoacapitalisationof 827,760,910 and corresponded sued as at 31/12/2016 numbered shareholders’ meetings.Sharesis- was approvedbytheextraordinary stress testsandthemergerwithBPM
15/09/2016
25/09/2016
05/10/2016 Social Report |2016 Social Report 15/10/2016
25/10/2016
04/11/2016
14/11/2016
24/11/2016
04/12/2016
14/12/2016 35 24/12/2016
social responsibility social responsibility • • versal” customers: classified into“Affluent”and“Uni- least onemillioneuroandarefurther whose personal assets are at parties “Retail” customersmeansallprivate Operator (SBO)customers. Retail CustomersandSmallBusiness Businesses. Privatecustomersinclude ro-segments: Private Customers and Customers are divided into two mac- Aletti asregards“Private”customers. andbyBanca Sector Department”, the “Institutions,EntitiesandThird and the “CommercialDepartment” trolled bytwoseparateDepartments, Banco Popolare’s customersarecon- SEGMENTATION SERVICE MODELANDCUSTOMER a keyissuefortheGroup. tomer needshasthereforeremained tomers andbusinesses.Focusoncus- bothprivatecus- actions tosupport measures and with extraordinary natural disastersofthesepastyears, hit bytheeconomiccrisisand localeconomy,to support severely Group hascontinueditscommitment cover adequateliquiditysources,the cially asregardstheabilitytore- an extremelycomplexphase,espe- Although Banksaregoingthrough needs andtheirlevelofsatisfaction. as wellwithfocusoncustomers’ vice modelsandrangeofproducts, distribution structure(channels),ser ofits with agradualharmonisation jectives itsetsmustgohandin effectively placed.Achievingtheob- Group’s are productsandservices young people,andensuringthatthe customers tobereached,especially typesof branches, allowingfurther been added to thethick network of of reference.“Newchannels”have customer relationsinthelocalareas mitted toincreasingthequalityofits The BancoPopolareGroupiscom- customers 36 “Universal”: with overallindivid- euro 100thousand; deposits greaterthanorequal to to euro 50 thousand, or overall holders) greaterthanorequal of deposits(intheevent joint all individualdepositsorportion “Affluent”: customerswithover Social Report |2016 Social Report - - the ageof65 was 26%. whereas the share of customers over ment, whichin2016settled at 14%, to growintheretailcustomer seg- people (0-30 years of age) continues over 10years.Theshareof young the majority of customers (57%) lasts relationship withtheBankwhichin Retail customershaveanongoing ment) andotherminorsegments. 5% consistofBusinesses(SBOseg- tail (91%naturalpersons),whereas Private customersmainlyincludere- ers whoarecurrentaccountholders. manages around2.5millioncustom- The Privatecustomerdepartment Private customers CUSTOMER COMPOSITION Large Corporate). exceeding euro 5 million (Mid and through tobusinesseswithaturnover (Small Business) with lowerturnovers sand andincludesmallerbusinesses overeuro 250 thou- with aturnover customers insteadincludebusinesses those ofprivatecustomers.Business and operating needs are similar to 250 thousandandwhosefinancial notexceeding euro with aturnover erator” customersareallbusinesses needs. “SBO – Small Business Op- 1 million)andbearersofcomplex with significantassets(thresholdeuro Private customersarenaturalpersons 100,000 than euro100thousand. overall depositsoftheunitlower lower thaneuro50thousandor its (intheeventofjointholders) ofdepos- ual depositsorportion 20,000 40,000 60,000 80,000 0 Loans tocustomers(gross) 83,182 85,338 (in millionsofeuro)asat31December2016 Loans andfunding 80,447 Direct funding significant assets(euro1million vate” segment,naturalpersonswith The customersbelongingtothe“pri- Private customers 82,141 by segment* Percentage ofcustomers by agegroup* Percentage ofcustomers 18.1% 25.7% 36.8% * Customersunderstoodasnaturalandlegalpersons. Other Retail SBO Af uent Universal 66 andover 46 -65 31 -45 <= 30 * Customersunderstoodasnaturalpersons. 5.1% 69,202 Indirect funding 71,095 3.7% 14.1% 2015 2016 23.4% 73.1% ber 2016.Thebreakdownofcustom- to theBusinesssectorasat31Decem- Over 171,000customersbelonged Businesses males and46%females. areas. 54%ofthesecustomersare es, especiallyintheGroup’s home and resideinallmainItalianprovinc- sible for, amounttoaround13,000 of 33privatebankingunits is respon- needs, whichBancaAletti’s network threshold) andbearersofcomplex by lengthofrelationship* Percentage ofcustomers 35.7% customers byagegroup Breakdown ofPrivate 22.3% 29.7% * Customersunderstoodasnaturalpersons. > 21 16-20 11-15 6-10 3-5 Less than2 12.2% >70 61 -70 41 -60 26 -40 0 -25 1.6% 8.8% 7.9% 13.6% 14.6% 38.5% 15.0% is supervised atGrouplevelbythe is supervised ofcustomerswhich The category Third Sector Institutional customers,Entitiesand agricultural sphere. andtothe the constructionindustry share, followedbythoserelatedto ties continuedtorepresentthelargest commercial andmanufacturingactivi- down of customers by business sector, previous years.Asregardsthebreak- (around 97%),alreadyrecordedin ofuptoeuro25million category the substantialconcentrationin bracket confirms account) byturnover ers (single customers with a current customers bybusinesssector Breakdown ofbusiness customers by2016turnover Breakdown ofbusiness 5.0% 1.3% 22.6% 1.2% 2.4% Other (rental activities, social assistance, sport, education…) Other (rentalactivities,socialassistance,sport, Financial andinsuranceactivities Healthcare andsocialassistance andcommunicationservices Information services Rental, travelagencies,businesssupport Transport andstorage Professional, scienti candtechnicalactivities Hotel andcateringservices Real estateactivities and shing Agriculture, forestry Construction Manufacturing activities Retail andwholesaletrade;Vehicle repair 2.4% 1.5% 3.4% Over 150mln 100 -150mln 50 -100mln 25 -50mln 0 -25mln 0.3% 4.4% 5.7% 0.5% 0.9% 8.0% 96.8% 20.9% 11.0% 11.7% among themaincategories. 57,000 asat31December 2016) (amounting to over customers served shows breakdown by number of profit” organisations).Thegraphic companies andtheThirdSector(“no panies andNon-bankingFinance” nancial Institutions”,“Insurancecom- “Religious Entities”,“Entities”,“Fi- the followingbusinesssegments: comprises Third SectorDepartment Institutional Customers,Entitiesand entities andthirdsector Breakdown ofinstitutionalcustomers, 50.4% External AllianceCustomers External Entities Third sector Religious entities Institutions Social Report |2016 Social Report 1.7% 8.2% 5.1% 34.6% 37
social responsibility social responsibility The Territorial Consultationand tion withthelocalcommunity. itsconnec- its historicbrandsconfirms local areas.Thedecisiontomaintain itself as a bank of reference in many in smaller municipalities, positioning vices notonlyinurbancentresbutalso long-standing presence.Itoffersitsser the provinceswhereGrouphasa knit networkofbranchescovering The Groupoperatesthroughaclosely LOCAL AREA STRONG CONNECTIONWITHTHE 38 10.0% 10.0% 12.0% 14.0% 12.0% 14.0% 2.0% 6.0% 2.0% 4.0% 6.0% 8.0% 4.0% 8.0% 0 0 Social Report |2016 Social Report
Verona 9.6% Milan 12.8%
Milan 8.7% Verona 7.3%
Bergamo 6.4% Rome 6.7%
Modena 5.1% Bergamo 6.6% - 73.3% ofdepositsregardthefirst20provincesasat31/12/2016.
Genoa 4.3% Modena 4.6% 70.9% ofloansregardthefirst20provincesasat31/12/2016. co PopolarediNovara”Committee Committee basedinLucca;the“Ban- diLuccaPisaLivorno” di Risparmio Committee basedinLodi;the“Cassa ena; the“BancaPopolarediLodi” Prospero” CommitteebasedinMod- rona; the“BancoS.Geminianoe di Verona” Committee,basedinVe- are in place: the “Banca Popolare At present,thefollowingCommittees stakeholders intheareaofreference. tween Banco Popolare and its main to ensureadequateconnectionbe- Credit Committees were established Rome 4.0% Brescia 4.2% Breakdown ofdepositsbyprovince Reggio-Emilia 3.9% Turin 3.0% Breakdown ofloansbyprovince
Lucca 3.5% Reggio Emilia 2.7%
Novara 3.5% Vicenza 2.6%
Brescia 3.3% Lucca 2.5%
Cremona 2.7% Genoa 2.1%
Turin 2.6% Bologna 2.1%
Lodi 2.6% Cremona 2.0%
Venice 2.4% Pisa 1.9% events heldintheseareas. inthemostsignificant participation operators oftheareasandactive with themainsocialandeconomic take theshapeofdirectrelationships nection withthelocalareas,which outactionsestablishingacon- carry signed tothem,theCommitteesalso as- thetasksformally performing based inBergamo.Inadditionto “Credito Bergamasco”Committee Committee based in Rome; and the based inNovara;the“CentreSouth”
Pisa 2.2% Florence 1.8%
Bologna 1.9% Monza-Brianza 1.7%
Varese 1.8% Novara 1.6%
Vicenza 1.7% Venice 1.6%
Naples 1.6% Naples 1.6%
Monza-Brianza 1.4% Parma 1.6% as thedevelopmentofintranet cially forNetworkstaff,aswell 2016 within the bank and espe- training programmescontinuedin of40% oftheunits.Thedelivery tive programme,itrewardedover improve itsscoringfortheincen- organisationalunittoing every of eachsinglebranchandallow- Aimed atenhancingtheresults tem wasintroducedin2015. The SalesNetworkincentivesys- oped forthem. tiveness oftheprogrammesdevel- providing evidenceoftheeffec- contribute tothispositiveresult, isfaction. Businesses,aboveall, scenario asregardscustomersat- at thetopofnationalbanking Group, initsareasofreference, of 70/100.Thisvalueplacesthe the TRI*Mindexandatotalresult tive results,withanincreasein tion, allowedittoachieveposi- at increasing customer satisfac- implemented by Banco, aimed Once againthisyear, theactions bank’s competitivepositioning. measurement tounderstandthe action and, finally, competition after an over-the-counter trans- ship, instant satisfaction shortly global satisfactionoftherelation- with theresearchinstituteTNS): were assessed(incollaboration million. Three main measurements exceeded thethresholdofone (perceived quality)programmes of the satisfaction measurement fromthestart ers interviewed In 2016,thenumberofcustom- quality Service SATISFACTION CUSTOMER AWARENESS AND Total Other Anatocism: ifnoprod.usesc/a toRisksCentre Reporting Application ofconditions toCustomers Communication andinformation Conditions Execution oftransactions Fraud andlosses andsimilar Creditworthiness 2016 complaintsbyreason introduced which, on the basis of IVASS complaintsmanagementwas management process.Secondly, – wereincludedintheComplaints the ContactCentreindependently – whichwerepreviouslyhandledby firstly,Department): webcomplaints for theirmanagement(Complaints responsible action ofthedepartment aging Complaintsandtothescopeof made tothemethodsusedforman- During 2016,somechangeswere possible reputationalrisks. customer relations,andalsoreduces offers, re-establishesanddevelops improvesthequalityof disservices, agement ofcomplaintsremovesany its relationswithcustomers.Theman- it todetectpossiblecriticalareasin allowing tant sourceofinformation, ment ofcomplaintstobeanimpor The Groupconsidersthemanage- Complaints faction. regarding customersatis- portal 10 20 30 40 50 60 70 0 2008 52 2009 TRI*M =Overallsatisfaction:theindex 56 2010 62 2011 64 - 2012 65 In 2016theGroupreceived5,323 treated asbankingcomplaints). (previously acted asintermediary forwhichthebankhas and services plaints relating to insurance contracts IVASS complaintsincludeallcom- ofinsurance products. intermediation others, anycomplaintsrelatingtothe and analyse,independentlyofthe ance complaintsinordertoconsult ment ofspecificallydedicatedinsur provide fortheseparatemanage- Bankstherefore must ment services), sob (complaintsrelatingtoinvest- andbyCon- products andservices) Italy (complaintsrelatingtobanking already envisagedbytheBankof the complaintsmanagementprocess of As part Financial Intermediaries). (Banks and Register ofIntermediaries registered inSectionDoftheSingle 24/2008) also tothe intermediaries these complaints(ISVAP Regulation Regulation onthemanagementof 2016, extendsapplicabilityofthe “IVASS provisionno.46”of3May 2013 Number 66 4,693 1,091 1,149 229 215 878 317 323 440 51 Social Report |2016 Social Report 2014 68 2015 69 2016 70 Weight% 18.7% 23.1% 24.5% 100% 4.9% 4.6% 6.8% 6.9% 9.4% 1.1% 39 -
social responsibility social responsibility 2 (5,524) than thosereceivedin2015 complaints, slightlylower(-3.63%) 40 the BankingandFinancialArbitra- During theperiodofoperation 55% ofwhichinfavourtheBank. Banking andFinancialArbitrator, peals submittedfordecisionbythe tially accepted.In2016,158ap- complaints wereacceptedorpar At Grouplevel,52%ofthetotal relating tobankingservices. privacy andlossofconsumerdata regarding thepossibleviolationof There wereninecomplaintsin2016 application of conditions (18.7%). of transactions(24.5%)andthe main reasonsregardtheexecution complaints receivedin2016,the ence tothereasonsforbanking cash collection(9.2%).With refer loans (12.4%) and debit cards for accounts (42.8%),followedbyhome shows agreaterweightofcurrent of complaintsbytypeproduct Banking Complaints,thebreakdown Regarding thelargestcategory, i.e. mately 15days. number ofcomplaintswasapproxi- average ofdaysagainstthetotal by law: 60 days). The weighted vices was22days(limitenvisaged complaints regardinginvestmentser by law:45days)andtoprocess complaints was23(limitenvisaged days setbylaw),toprocessIVASS plaints was15(againstalimitof30 quired toprocessbankingcom- The averagenumberofdaysre- increasedby43%. vestment services whereas thecomplaintsrelatingtoin- (476 complaintsless,equalto-9%), dropped relating tobankingservices *variations inabsolutevalues Total Banca Italeaseandsubsidiaries Banca Aletti Banco Popolare Complaints bytype
The 2015figurehasbeenrestated fol this year. from classified ascomplaintsstarting dissatisfaction resulting from the web, of lowing theinclusionofreports 2 . Thenumberofcomplaints Social Report |2016 Social Report - - - - 9001:2015 version. in ordertoimplementthenew ISO ity ManagementSystemactivities in all Qual - and lastly participation changesoverthepastyears; latory implemented thecredit-related regu- fective interestrates(AOER)”which of the average overall ef- reporting new “Instructionsforthequarterly ures resultingfromissuingofthe updatingmeas- ance andregulatory involvement intheoperatingcompli- work regarding Anatocism; internal inthe Bail-in) inItaly;participation and ResolutionDirective”(so-called to implementthe“BankRecovery provision onthemeasuresrequired compliancewiththe cial services; actions andofbankingfinan- of ItalyontheTransparency oftrans- comply withtheProvisionofBank measures tobetakeninorder ucts; evaluationofthecompliance control tools for retail banking prod- and EBA documentongovernance analysis ofthe ance intermediaries; on complaintmanagementbyinsur examination ofthenewregulations sumer creditsecuredbyrealestate”; thefollowingissues: “Con- cerning comply withthenewprovisionscon- In 2016,projectswerelaunchedto products and Banking andfinancialservices reported. securitywere to productandservice the codesandregulationsrelating no significantcasesofviolation 31/12/2015). Duringthepastyear, of vour oftheGroup(AnnualReport favour ofcustomersand41%infa- appeals weresuccessfullysettledin the Bank.Atsystemlevel,68%of of customersand59%infavour Arbitrator, 41% of which in favour sion oftheBankingandFinancial customers andreferredtothedeci- 830 appealsweresubmittedby tor (15/10/2009-31/12/2016), Total 2016 5,311 5,323 3 9 banking services - 4,688 4,693 2016 trol measures as regardstheprovi- In 2016,theGroupextended itscon- services Market investment and brokerage tion andtheMarket. the Anti-Trust AuthorityforCompeti- trust andmonopolisticpracticesby regarding unfair competition, anti- ing totheBancoPopolareGroup tiated against companies belong- Finally, no legal actions were ini- der advisement. decidedtotakethecaseun- Court discussion was held, after which the 2017,ahearingfor on 12January by theappellantsandConsob, submission oftherespectivebriefs ber 2016torespond.Followingthe Consob was given until 15 Decem- 15 November2016torespondand end, theappellantsweregivenuntil question statedintheappeal.To this the reasonsforoppositionin resentatives) to summarise in abrief co Popolareandthecompanyrep- Appeal invitedtheappellants(Ban- of dated 7October2016,theCourt rejection oftheappeal.Inanorder the opposingparty, requestingthe as sob appearedbeforethecourt the finespaidinmeantime.Con- fines andtorecovertheamountof voke theprovisionrelatingto ofAppealtore- competent Court resolved tofileanappealthe tives, togetherwithBancoPopolare 261,500. Thecompanyrepresenta- able, onBancoitself,totalledeuro Banco Popolareand,asjointlyli- several company representatives of all amountofthefineimposedon and relativeprovisions.Theover Legislative Decreeno.58/1998 21ofItalian leged violationsofart. to applyadministrativefinesforal- 2016)resolved fied on26January dated 17September2015,noti- Consob (resolutionno.19368 On conclusionofaninspection, 3 2 investment services 2016 502 509 0 7 complaints IVASS 121 121 0 0 - • • • initiatives: in difficultyconsistsofthefollowing Banco Popolaretoretailcustomers offeredbyscenario. Thesupport tinuation ofthenegativeeconomic ficult situationsfollowingthecon- who werefacingobjectivelydif- aimed athelpingretailcustomers Banco Popolaredevelopedactions onitsowninitiative, Furthermore, Entities andTrade Associations. aswellbyInstitutionalernment agreements proposedbytheGov- customers bysubscribingtovarious thelocalareaandretailto support In 2016BancoPopolarecontinued ers forprivatecustom- Credit support PRIVATE CUSTOMERS SUPPORT ANDPROTECTIONFOR Abuse Directive(MADII) called “MAR”andbytheMarket ment andCouncil596/2014so- Regulation oftheEuropeanParlia- introduced from3July2016bythe legislation regardingmarketabuse, to bringtheGroupinlinewithnew activities continued throughout 2016 Lastly, with regard to the markets, process. entire product governance was enhancedwithregardtothe and distributionofcomplexproducts tomers. Controloverthestructuring toitscus- sion ofinvestmentservices main tradeunions, regarding tween ABI, Confindustria and entered intoinApril2009 be- ABI Agreement:agreement more sustainable; payment, making the mortgage period andlowerthemonthly lengthen theresidualrepayment This schemeallowscustomersto payments.paid home mortgage lare forretailcustomerswithun- created in 2010 by Banco Popo- SOS RetailCustomers:ascheme 18 monthsoverall; any eventforaperiodofupto a maximum of twice and in paymentsforhome mortgage to obtainasuspensionoffirst meet specificrequirements, customers indifficulty, who Finance (MEF),whichallows ofEconomyandthe Ministry ance withtheRegulationsof lished in2010accord- fund estab- Solidarity Fund: by customers thanks tothespreads Premium” were highly appreciated ing” andthen“MutuoYouBanking motional offer“MutuoYouBank- of real-estateinvestments.The pro- gages andloansforthefinancing - tinued tooffercompetitivemort During 2016,BancoPopolarecon- ments retail customers’liquidityrequire- to The valueofahomeandsupport zero interestrates. books and/orschoolmaterialat created tofinancethepurchaseof Loan) toitscustomers,specifically lare offered“PrestitoLibri”(Book children’s education,BancoPopo- curred byretailcustomersfortheir expensesin- purpose ofsupporting In additiontotheseschemes,forthe • • the mainhome. cated nationwideandusedas lo- energy efficiencyofproperty work, orworktoincreasethe for purchaseorrenovation customers aidedbytheFund loanstoretailtial mortgage the grantingofhome/residen- itself andABI),whichregards lated betweentheDepartment randum ofUnderstandingstipu- (in implementationoftheMemo- Finance-Treasury Department ofEconomyand the Ministry agreement enteredintowith to inJuly2015thanksthe Banco Popolaresubscribed ian Law147/2013andwhich home: fundestablishedbyItal- Guarantee Fundforthefirst Law, foryears2015–2017; set out in the 2015 Stability compliance withtheprovisions loans,inof medium-longterm pending theprincipalamount customers indifficultybysus- measuresforretailthe support by ABIandaimedatextending tail customer credit: promoted Agreement forsuspensionofre- creasingly; of socialshockabsorbersisin- ing andreorganisation,theuse continuous corporaterestructur a timewhen,inordertotackle aidatextension isanimportant until 31December2015;the “CIGS” in derogation, renewed employment Benefits)andthe Un- the “CIGS”(Extraordinary Blu: pantone295C-quadricromia:100M80 Y 20K40 Azzurro: pantone542C-quadricromia:62M22 Azzurro: Y 0K3 - Thank you CUSTOMERS PRODUCTS ANDSCHEMESFOR reaching amaximum30years. related tothelengthofloan Conto you of 2017. ers during the first quarter will bemadeavailabletocustom- programme isbeingupdatedand TheThankyou banking services. ticularly advantageousrangeof customers iscompletedbyapar and exclusivebenefitsforthese rewards. Therecognitionofspecial are theneligibletoreceivefurther of capitaltheyholdwiththeBank, and ontheincreaseofamount and, basedontheirlevelofloyalty initially receive a welcome reward visage that the customers involved tinued toplayakeyrole.Theyen- ou” and“ThankYou Premium”con- The loyaltyprogrammes“ThankY avoid thesameleavingbank. cific customertargets,inorderto length ofitsrelationshipwithspe- lare focusedonmaximisingthe Once againin2016,BancoPopo- entertaining wayand, ontheentertaining and interactwiththebank inan the onehand,teachhow to save ers throughprogrammesthat, on relationship withyounger custom- specific focuswasplaced onthe able sectionsofthepopulation; cial inclusionofthemostvulner gave greatattentiontothefinan- Once againin2016,theGroup Accounts foryoungcustomers contributed toitsgreatsuccess. favourable conditions,particularly nature ofContoYou, owingtoits accounts opened.Theexclusive account, with around 68,000 new asthemost successfulconfirmed Again in2016,ContoYou was Social Report |2016 Social Report Nero BIANCO 41 - - -
social responsibility social responsibility mised. penses ofthebusinessto be opti- which enablesthepettycash ex- business and “YouCard Business”, be managedoutsideoftheplace of Mobile”, whichenablestakings to rent account‘package’:“YouPOS included inthe“You Business”cur were tive technological services by customers,twohighlyinnova- strategy and meet the needs shown themulti-channelorder tosupport “You Business” currentaccount.In tinued tooffernewcustomersthe In 2016,BancoPopolarecon- business operators forSBO-Small Products andservices banking needs. catalogue) and more traditional banking offer(specificrewards year, ofthenon- bothinterms targetarerevisedeachimportant addressedtothisand theservices 30” with Let’s Bank. The products “0-11” withBrucocontoand“12- ful productstocustomersaged years, Bancohasofferedsuccess- ers tomanagetheirsavings.For other, allowstudentsandwork- 42 natural personinapp”and“nottheholder’s addressbook”user. incentralItaly,tions hitbytheearthquake throughthecreationofa“non med andthefund-raisingproject(P2B)waslaunchedtohelppopula- year, thefirst“masscommunicationtoChat&Cashusers”wasperfor Duringthe cloud andsensitivedataisneverstoredonthesmartphone). high valueofsustainability, safety(thewalletisinasecured inperfect Chat&Cashsimplifiespaymentmanagementandbringsafurther terms. highsocialcost,especiallyinenvironmental to cash,whichhasavery isausefulalternative andwidespreadtoolsuchassmartphones, modern Award inthe“IndirectImpact”category. Exchangingmoneythrougha In 2016Chat&CashhadaprominentroleintheGreenGlobeBanking (whether theyareexistingorprospectiveBancoPopolarecustomers). can bedownloadedandactivatedbyanyonewhohasasmartphone available forthemainiOS,AndroidandWindows and Phoneplatforms messaging apps.Theapplicationis the mostcommonandwidespread “use experience”thatcharacterises and intuitive,asthey adopt thesame Transactions areextremelysimple address bookoftheholder(P2P). inthe se subscribingtotheservice enables instantpaymenttoalloftho- which application forsmartphones, Chat&Cash istheBancoPopolare Chat&Cash Social Report |2016 Social Report - from the agreements signed with lo- the growingneedforcreditresulting eration, providingsolutions to meet placed specific focus on social coop- cial Cooperatives.Thestructure also around 20,000,including the So- Third Sectorcustomersamountto • • • illustrated below: themaindriversofwhichare forts, its customersthroughcoordinatedef- to the “ThirdSector”offeredservices to theCustomersegmentknownas The commercial structure dedicated THIRD SECTOR work. totheCommercialNet- support providing specialised advice and tures oftheNetworkDivisions, ment andPrivateCustomersstruc- Collaboration withtheDevelop- CGM andConsorzioCo&Si; eratives belongingtoConsorzio paign addressing SocialCoop- Launching ofapromotionalcam- Cooperatives; tomers ofBanco,includingSocial Non ProfitOrganisations,cus- Redefinition oftheperimeter - instalment was agreedwithoutthe The suspensionofthepayment ofthe were locatedinoneoftheTowns hit. office oroperationalheadquarters ed this,onconditionthatthe head loans forthosethateffectively need- pend thepaymentofinstalments corps, Banco Popolare agreed to sus- and theordersofCivilProtection cordance withlegislativeprovisions occurred in September 2015). In ac- Nuoro and Ogliastra (for events that Veneto, Lombardy, OlbiaTempio, 2016, especiallytheprovincesof hit byexceptionalclimaticeventsin itscustomersthatwerehard support occasionsto onfurther intervened The BancoPopolareGroupalso of Emergency. Towns declaredasbeinginaState locatedinthe who ownproperty ties alsotonon-residentcustomers scope ofbeneficiariessaidfacili- specific requestandexpandingthe out the customer having to make a measure onitsowninitiative,with- 12 months,applyingthesuspension out anyfee,foralongerperiodof aged thesuspensionofloans,with- regard. Morespecifically, itenvis- by thelegalprovisionsissuedinthis tions with respect to those prescribed improved andmoreextensivesolu- application, onitsowninitiative,of 2016, BancoPopolareapprovedthe and byalateroneon30October on24August by theearthquake Umbria andAbruzzoRegions,struck to theareasinLazio,Marche, In order to provide maximum support NATURAL DISASTERS SUPPORT TOAREASSTRUCKBY by theItalianDonationInstitute. prizes established in the call issued were awardedwiththemonetary organisations which threeimportant inCentralItaly,earthquake following construction intheareashitby the raisingoffundsforsocialre- tion Institute.Theeventpromoted cooperation withtheItalianDona- tion inthe2016GiftDay, inclose - istheparticipa special importance promoted throughoutthearea,of recourse”. Amongthemanyevents cally arrangedtransactions“without migrants, bysettinginplacespecifi- to handlethe“initialwelcome”of cal Territorial Offices Government ficult economiccontext,theGroup it andassistcustomersinastilldif- In ordertopromoteaccesscred- BUSINESSES SUPPORT TOCREDITOF 2216/2013). System inVeneto (RegionalDecree the developmentofProduction intheSingleProvisionsfor set forth using theRegionalRotationFunds events of thesummer2015,by the SMEsdamagedbydisastrous measurefor financialsupport dinary pated in the extensionof the extraor of 2016,inVeneto,- Bancopartici to rebuild property. At the beginning tional insurancecontributions,and ties and/orsocialsecurityandna- bothtopaytaxes,du- earthquake, and Rovigo,whowerestuckbythe ena, Ferrara,Mantua,ReggioEmilia in theProvincesofBologna,Mod- guaranteed bytheStatetoresidents loans, atadvantageousconditions, order toobtainfundsusegrant with theDepositsandLoansFundin attention tothespecificagreements the financialaidprovided,wedraw of their production activities. Of ery by natural disasters, for the recov- companies workinginareasstruck continuedtoassist 2016, efforts toSMEs,in Regarding support in 2013and2014. later floodsandexceptionalevents inMay2012 and bythe earthquake Lombardy andVeneto hitbythe the populationsofEmiliaRomagna, loanswasagreedfor of mortgage suspension oftheinstalments further Lastly, for thewholeof2016, the sion chargedtothecustomer. application ofanycostsorcommis- that carry outhighlypollutingactivities,withknowledge thereof”. that carry alsoappliesto“counterparties ration providedforinLaw185/90 andsubsequentamendments”.Thisreserve and warmaterial,inrelation totransactions,andfromforeigncountries,involving goods subjecttothedecla- engagedinthetradeand/orproductionofweapons, ammunition outstanding loansrelatedto counterparties of ‘prioropinions’tothesubsidiariesonpossibleproposals regardingfirstgranting,revisionorvariationtothe Board ofDirectorswith“theresolutiononproposalssubmitted bytheParentCompany’s structures,ortheissue loans”.Theseregulations–asregardsthegrantingofloansentrusts ParentCompany’sand non-performing in its “Regulations for Limits of Autonomy in the granting of loans and Powers for the management of problem industry,The BancoPopolareGrouppayscloseattentiontothefinancing ofthearms providingspecificprovisions financing industry Arms - strument portfolio, Bancosignedstrument portfolio, guarantee ofthe Risk Sharing In- million inloanssecuredbythe bursement ofatotaleuro120 After havingcompletedthedis- Guarantee instruments conditions. interesting ity tobusinessesatvery liquid- also able to transfer further economy, Banco Popolare was disbursement ofloanstothereal theaged bytheECBtosupport measureenvis- the extraordinary Operation” (TLTRO) programme, geted LongerTerm Refinancing vestments. Afterjoiningthe“Tar system andencouragingnewin- tiveness oftheItalianproduction towards increasingthecompeti- is directedment with special terms called Sabatinibis);thisinstru- the “CapitalGoodsCeiling”(so- quirements ofbusinesses through the financial re- tinued to support BancoPopolarecon- Furthermore, • • at: of itscommercialpolicies,aimed has setupvariousactionsaspart the DepositsandLoansFund. Bank forInvestmentsandwith stipulated withthe European a resultofspecificagreements Medium-Long Term loans,as dressed tothegrantingof available for businesses, ad- Making facilitatedfinancing ropean InvestmentFund-EIF). ropean Union(throughtheEu- SGFA andSACE)theEu- antee FundforSMEs,ISMEA/ (through the Guar Government ties, forexample,theItalian guarantees issuedbythirdpar Acquiring “eligible”system - - - subsidised fundsactiveasat31 cial companies.Loansfinancedby through theafore-mentionedfinan- the Regionalauthoritiesthemselves the useoffundsmadeavailableby dised loanstolocalSMEsthrough bardia, forthegrantingofsubsi- Sviluppo, FinpiemonteandFinlom- cial companies including Veneto Banco operateswithvariousfinan- euro 110 million. At regional level, for adisbursedamountofaround new operationswereconcluded tal GoodsCeiling”,around400 ofthe“Capi- 430 million.Aspart disbursed amountofaroundeuro erations wereconcludedfora in 2016,around2,200newop- regard tothelatteragreement, works/Production Chains.With and businessesbelongingtoNet- programmes ofSMEs,MidCaps forinvestmentBusiness Platform), Fifth ABI/DLF Convention (called and LoansFund(DLF),underthe funds obtainedfromtheDeposits disbursed loanswiththeuseof domestic level, Banco Popolare loans toMid-CapsandSMEs.At euro 434million,usedtogrant an InvestmentBank(EIB)totalling of fundsobtainedfromtheEurope- Banco disbursedloanswiththeuse At supranationallevel,in2016, Soft financingtools Investments. by theEuropeanFundforStrategic InnovFin SMEGuarantee,backed cific guaranteemechanismcalled and developmentthroughaspe- technological innovation,research prises thatarehighlyfocusedon the Juncker Plan, to sustain enter ofInvestment Fund (EIF), as part an agreementwiththeEuropean Social Report |2016 Social Report 43 -
social responsibility social responsibility 44 • • two measuresweresetup: jor Trade Associations.Specifically, ABI, Confindustriaandtheotherma- “2015 CreditAgreement”signedby ued, asaresultoftheimpact “moratorium”contin- called industry In 2016, activities relating to the so- 2015 Creditagreement Region toSMEs. equipment grantedbythePuglia butions forinvestmentinplantand Spa and the contri- Artigiancassa terprises in Liguria, disbursed by en- lower interestratestoartisan “Credit Now”,contributionsat nesses underaninitiativecalled trial, commercialandtouristbusi- investments, aswelltoindus- hotel andcommercialsectorsfor located tobusinessesinthetourist, rates oftheLombardyRegional- contributions atlowerinterest legislation, such as, for example, envisaged bynationalorregional channels statesubsidiestoSMEs In additiontotheabove,Banco to around10,000transactions. euro 2.2billion,corresponding December 2016totalledaround event ofspecificcircumstances, forexample,maternity, seriousillnessofthe femaleentrepreneurorfreelancer. andforaperiodofupto12 months,inthe be suspended,onlyonceduring theentireperiodofamortisation feature oftheloansdisbursed usingtheOrizzonteDonnaceilingisthatrepaymentof thecapitaldisbursedmay distinctive businesseswithamajorityfemaleshareholding.A further of theGuaranteeFundforSMEs tosupport OrizzonteDonnaloansmaybenefitfromtheGuaranteeof theSpecialSection nancial balancing.Furthermore, toworkingcapitalandfi- toinvestments,thelaunchingofnewenterprises, thesupport regarding thesupport interestingconditions,forpurposes The Ceilingisusedforthedisbursementofunsecuredloans atparticularly oftheCouncilMinistersandmain Associationsinthebusinessworld. ofEqualOpportunities Department forEconomicDevelopment,the female shareholdingandself-employedwomen”,inagreement withtheMinistry of UnderstandingpromotedbyABI,called“Memorandum ofIntentforthegrowthbusinesseswithamajority oftheMemorandum elancers, regardlessofwhatsectortheyworkin.Orizzonte Donnawasestablishedaspart preneurs andwomenfreelancers,addressedtoproviding fundingtobusinessesrunbywomenandfre- Banco Popolare has made a global ceiling “Orizzonte Donna” of euro 100 million available to women entre- bywomen The rangeofloansforthedevelopmentbusinessesrun es bythePublicAdministration. and payable, owed to enterpris- liquid ascertain, bles “certified” courage thereleaseofreceiva- “Enterprise andthePA”, toen- lengthening ofexistingloans; garding thesuspensionand/or re- “Enterprise inRecovery”, Social Report |2016 Social Report specific registerheldbyConsob. aged byacompanyenrolledon man- made throughtheonlineportal business bymeansofsubscriptions of collecting thefundsfor the service The bankhandlestheadministrative tiatives, throughaspecialisedportal. ed infundingbusinessorsocialini- put incontactwithinvestorsinterest- that needacapitalcontributionare ter. Non-listedinnovativebusinesses rolled onthespecialConsobregis- en- with manyofthemainportals ing, byenteringintoagreements benchmark forEquityCrowdfund- itsrole asthe Popolare confirmed during2016,Banco Furthermore, Customers. Sviluppo” dedicated to Corporate PackStart and “CorporateService dressed toSmallBusinessCustomers new customers,“EasyBusiness”ad- twoproductsfor Popolare confirmed As regardscurrentaccounts,Banco al factors,theinvoicingcycle,etc. type ofbusinessactivity, anyseason- option basedonfactorssuchas:the tomer tochoosethebestrepayment loan, withaviewtoenablingthecus- a highly-personalisedmedium-term the investmentandendswith support an analysisofthefinancialflowsto with isaloanthatstarts Mortgage for businesses,theFlexibleBusiness Among themostinnovativeproducts Products AND SCHEMES LOAN ANDFUNDINGPRODUCTS mi Industria,andanagreementwas in 2016betweenBancoandConfi- novation. Anagreementwassigned prises that investinresearchand in- enter Parks Associationtosupport Italian Scientific and Technological continued throughout2016withthe Business Networks.Cooperation Upshadjoined104 innovative Start works: asat3December2016,122 to their interaction with Business Net- Ups, also with regard novative Start Special focuswasalsoplacedonin- work. inaNet- of theenterprisetakingpart helped improvethecreditworthiness bined withalreadyexistingonesand qualitative indicatorsthatwerecom- obtainedhelpedidentify information dressed to“inRete”enterprises.The ject: aquestionnairewascreatedad- Networks andBancoPopolare”Pro- versities continuedinthe“Business withUni- prises’ needs.Partnerships specifically createdtomeetenter pricing wasenrichedwithproducts InRete trademark and favourable Business Networks,featuringthe vides toenterprisesbelonging The offerthatBancoPopolarepro- Parks andOutdoortourism Business networks,Technological tivities. dressed toEquityCrowdfundingac- ad- portal manage thefirstInternet company authorisedbyConsobto agreementwitha sign apartnership Banco PopolarewasthefirstBankto - - transport tickets,parking ticketsand transport shops,suchaspublic participating maybepurchasedfromall services With authorised foronlinepayments. ers of Visa cards or Mastercards app formobilepayments for allhold- YouPay Mobile isBancoPopolare’s YouPay Mobile COLLECTIONS ANDPAYMENTS PRODUCTS ANDSERVICESFOR new investment. liabilitiesandtosustain term short measurestoconsolidated further the “MilkDecree”whichincludes to theMinisterialDecreeknownas loans,andiscorrelatedlong term the paymentofexistingmedium/ a suspensionofupto30months envisages theoptionofrequesting in thissector. TheMemorandum come thecurrentperiodofdifficulty ducers sothattheyareabletoover tocowmilkpro- to providesupport by ABIandtheAgrifoodMinistry Sector”,promoted launch theDairy randum ofUnderstandingtore- Banco Popolarejoinedthe“Memo- sector the dairy andrelaunch Schemes tosupport that optimisewatermanagement. the constructionofirrigationsystems roofing orple thedisposalofEternit environmental protection,forexam- that makeinvestmentsinthefieldof dressed to agricultural enterprises ness production;thesecondisad- using thenaturalwaste of theirbusi- or intendtobuild a biogasplant, cultural enterprisesthathavebuilt ucts: thefirstisaddressedtoagri- offered twospecificlendingprod- cultural businesses,BancoPopolare In ordertoassisttheneedsofagri- investments in thissector.to support customers severalfinancialsolutions care oftheenvironment,offeringits energy andtheattentionto mote thedevelopmentof“clean” Banco Popolarecontinuedtopro- protection Loans addressingenvironmental products andcreditlines. providing membercompanieswith and equipmentforoutdoortourism, tity that represents dealers of vehicles entered intowithAssocamp,anen- YouPay Mobile,productsand - offered bythe Groupparticularly tointernationalisation The support sation - tobusinessinternationali Support OTHER SCHEMESFORBUSINESSES istration throughoutItaly. make paymentstothePublicAdmin- which willenableallcustomersto the AgencyforaDigitalItaly(AgID), wassignedwith Gateway” platform An agreementtojointhe“Payment equal toavalueofeuro500million. (around 2,600,000itemsmanaged used andappreciatedbycustomers banking, web),isamongthemost bank’s channels(branch,home tices or car motortax through the postal ordersand/orpaymentno- ers”) the option of collecting their (so-called“Bill- Banco offersparties throughwhich E-billing, theservice E-billing selected byBancoPopolare. services and indexingtoexternal can assigntaxdocumentscanning and hardwareupdating,sincethey need toinvestlargesumsinsoftware of dematerialisation.Theynolonger allows SMEstoaccessthebenefits vice” processwasimproved,which the“FullSer clients. Furthermore, byitsmembers and/orplatform dependently manageaccesstothe countants, associations,etc.)toin- ac - (e.g.chartered intermediaries whichallowed equally important, of the“ContoTerzi” functionwas network to accreditationfromtheEuropean electronically wasintroduced,thank fully manageordersanddocuments During theyear, thepossibilityto with legalobligations,continued. voice electronically, inaccordance tothosethatneedin- platform to proposethe“YouInvoice”Efforts Youinvoice Bambini. Italia andAssociazioneAmicidei ana Rogazionsita,FondazioneAnt Dravet Italia, Fondazione Antoni- Culturale SanPietro,Associazione the non-profitorganisationCentro one ItalianaStudioOsteosarcoma, set upandlaunchedwithAssociazi- the year, collaborationswere further tickets forshowsandevents.During OpenPeppol. The upgrade - with customers. of thebranchinhandlingrelations alongsidethetraditionalrole portant vices arebecomingincreasingly im- In BancoPopolare,multichannelser MULTICHANNEL SERVICES ment. economic conditionsfordisburse- thecredit andwhendetermining sessing theenterprise’s access to taking due accountofit when as- ratings assignedtoitscustomers, theuseof any legaldure togovern proce- to adoptaspecificinternal text, Banco Popolare continued rising by 48%. Within this con- to 2,118against1,427in2015, gal Ratingtoenterprisesamounted The requestsforassignmentofLe- Legal rating SACE. a SupplierCreditPolicyissuedby recourse, ofbillsguaranteedby transfers, forthediscount,without tal, anddiscountsonSACEpolicy regarding fundingworkingcapi- notingIT.EX,with SACE,itisworth products designedincollaboration antee providedbySACE.Ofthe to accesscreditthankstheguar which made it easier for businesses es ofForeignTrade) wererenewed, - SACE (InstituteforInsuranceServic – continued.Theagreementswith market fortheGerman tion services - cialises inofferinginternationalisa Chamber ofCommercethatspe- – acompanyoftheItalo-German laboration withDEInternational col- eign operators.Furthermore, between Bancocustomersandfor ing businesstomeetings Chambers of Commerce, organis- Italo-Chinese andItalo-Lithuanian cooperation agreementswiththe pose, BancoPopolareenteredinto contact withICE.Forthesamepur bringing over1000customersinto interestingconditions, vice atvery andspecificad- services formation objective ofwhichistoprovidein- nies abroad)for2017-2018,the of Italian compa- ternationalisation (Agency forthepromotionandin- renewed itscollaborationwithICE involved SMEs.BancoPopolare Social Report |2016 Social Report 45 - - - -
social responsibility social responsibility • • garded: activities conductedin2016re- pecially socialmedia.Themain e-mail andnewtechnologies,es- IVR (InteractiveVoice Response), customers mainly by telephone, The Group’s ContactCentreassists Contact centre functioning badgesandcards. types ofwastesuchasnolonger ready collected)aswellother addition to the 190,000 pieces al- 120,000 tokenswerecollected(in real “greentrack”.During2016, generated aprocessthatledto cific disposalprocess.Theproject no longerfunctionalneedaspe- from thebankbutonceobsoleteor those itemsthattheyhavereceived branches wheretheycanplaceall vide customers with a container at sustainability. Theideasistopro- in moneybutenvironmental co Popolarethatdoesnotinvest You EcoboxistheprojectbyBan- YouEcobox Logo the market”. are among the most convenient on advantages andconditionsthat of theyear”forits“richoffer award“MobileBankinternational YouApp receivedtheprestigious greater accessibility. In2016, technology, ensure allplatforms more, asaresultofresponsive it clearerforcustomers.Further content wasdisplayed,making improved thewayinformation benefited fromananalysiswhich functions available,theservices dition toincreasingthenumberof online easilyandquickly. Inad- tomers tohandletheirrelations YouWeb andYouApp allowcus- YouWeb/YouApp YOU SERVICES 46 (including finalising accounts regard toYouBanking products tocustomerswithsales support Providing before-andafter- YouApp users; able fromNovember2016 for channel avail- new information The managementofchats,a You Social Report |2016 Social Report Ecobox - to thechanges inlegislationwith theGroupisattentiveFurthermore, • • • • through: Authority, continuestobestrong provisions oftheDataProtection ing management,accordingtothe of correctpersonaldataprocess- ment towardsraisingawareness customers. TheGroup’s commit- of trustbetweentheBankandits as keyaspectsfortherelationship curity areregardedbytheGroup se- and ofdatainformation The protectionofconfidentiality PRIVACY ANDSECURITY • • • and clearinginstitutions). nancial markets,andsettlement customers,specificfi- primary companies, mainsuppliers, (otherGroupcounterparties the company or some of its catastrophes whichcouldstrike incidents andfromextended sulting bothfromsector-wide ing anycriticalsituationsre- capable ofeffectivelycontrast- tured BusinessContinuityPlan The availabilityofawell-struc- physical security; regard tologicalsecurityand cyberspace risks, both with measures aimedatreducing organisational andprocedural oftechnical,The performance from theminoperationalterms; organisational impactsarising analysis ofthetechnicaland provisionsandthe regulatory The ongoingimplementationof from dataprocessing; also asregardstherisksarising updated operatingprocedures ing actions, with theuseof mentation ofadequatetrain- nal regulationsandtheimple- The adoptionofspecificinter ence. of the CustomerExperi- part to newprivatecustomersas ing themainpackagesoffered “Welcome” phonecallsregard- launched duringtheyear; ers withregardtonewschemes Providing assistancetocustom- media; ofsomesocialThe governance for prepaidcards; support opened online) and after-sales - both actions onfraudpreven- network. This scenario included as mobiledevicesandthe social technologies oncustomers, such not least,ontheimpactofrelevant ures, onlinkingITincidents and, procedural digital-identitymeas- the technical, organisational and cus wasplacedonstrengthening ing technology. Inthis context,fo- theuseofexist- rules governing specific projectsandthroughnew ures wereappliedboththrough For thispurpose,securitymeas- in ordertosafeguardoperations. the new types of emerging risks, cybercrime andspecificallyon mation, theprojectsfocusedon With regardtodigitaltransfor IT SECURITY duration. ganisational disastersofdifferent complicated technologicalandor tions inconditionsofincreasingly to preparetestssimulatingopera- operating competitors, in order network anders, theinformation bodies, leading suppli- ernment referents, criticalstructures,gov- ios requiresgreatcohesionwith The developmentofthesescenar anteeing theprovisionofservices. pected events,withaviewtoguar conditions whenfacedwithunex- ofchanging workingalso interms specific conditionsofuse,but systems toadapting information ofis intendednotonlyinterms operations. Resilience,therefore, oping cyberresilienceasregards er, increasingattentionondevel- with criticalsuppliers,ontheoth- cus: ontheonehand,interaction were developedwithatwofoldfo- The businesscontinuityprojects BUSINESS CONTINUITY pretation byMemberStates. EU levelwithoutadditionalinter regulation isunivocallyappliedat a globaldigitalmarketwherethe tection ofresources,guaranteeing is moreorientedtowardsthepro- rective 95/46/EC. The Regulation data processingwhichreplacesDi- the newEuropeanRegulationon regard totheimplementationof - - - - - identity managementandsecu- analytics), andactions regarding the actionscarriedout(so-called understanding thecorrectnessof complex automaticreasoning,for tion, throughuseofincreasingly allows effectivecontrol,through the automaticcorrelationofevents aged assets.Theuseoftoolsfor tion filters/shieldstoprotectman- of increasingly elaborate protec- rity architectures,forthecreation web environment. operating contextincludingthe logics, ofadynamicanddifficult Security OperationsCentre(SOC) Social Report |2016 Social Report 47
social responsibility social responsibility legislative provisionsinforce. themselves, inaccordancewiththe oftheresources and theexpertise improve thequalityofourservices innovative approacheswhichhelp are implementedwithincreasingly ing, developmentandpaypolicies man resourcesmanagement,train- general, ourstakeholders.Ourhu- benefitting ourcustomersand,in for successfullyfacingthemarket, sources continuetobekeyvariables and generalgrowthofallourre- ment. Indeed,theprofessionalism Welfare andpersonnelmanage- personnel, aboveallintheareaof plementing policiestoinvestinits not prevented the Group from im- scenario inwhichweoperatehas The complexeconomicandsocial human 48 Quali cation 2016 1,000 2,000 3,000 4,000 5,000 6,000 7,000 0 Secondary school Secondary School leaver’s certi cate University degree 4.1% Social Report |2016 Social Report Breakdown byagegroup2016(average46.8years) 30 years
Up to resources Men 58.5% da 31a 40 anni Women 37.4% 50 years 41 to Total trend envisagedbythePlan, tinue tobepursued,inlinewiththe The efficiency goals for 2017 con- signed. tradeunionagreements important taken oninaccordancewiththe in theGroupwith112newrecruits of93resources to theconfirmation madeled ees. Thesignificantefforts ing incentivesofferedto89employ- andtheleav- social securityreform, met therequirementsimposedby darity Fundof300employeeswho through thesubscriptiontoSoli- Plan for2016werealsopursued over, the objectives of the Business - As wellasthroughregularstaffturn lare Groupisillustratedinthetables. 2016 as regards the Banco Popo- andgenderasat31December gory The breakdown of personnel by cate- THE WORKFORCE BREAKDOWN ANDEVOLUTIONOF 50 years Over 1,000 2,000 3,000 4,000 5,000 6,000 7,000 0 Breakdown byseniority2016(average20.3years) 10 years Up to ber 2016. 2015 to 16,381.9 as at 31Decem- from 16,731.1 as at 31 December that in2016thetotalworkforcefell noting ards) requirements,itisworth AccountingStand- lent -International line withFTEIAS(FullTime Equiva- es inthenumberofemployees, To ofthe chang- provideanoverview residual leavetobeusedup. accumulated leave,alsoenabling timising provisionsforholidayand ofcontainingandop- results interms made itpossibletoobtainexcellent personnel costs,acommitmentthat were made to manage variable forts to generationalturnover. In2016,ef- ganisation isplanned,withaview tion ofyoungerpeopletotheor turnover. theintroduc - Furthermore, the solidarityfundandregularstaff of requirements, theresidualportion those that have already met pension retirement of means of the voluntary Men 20 years 11 to Women 30 years 21 to Total 30 years Over - Supply contracts Fixed-term contracts Fixed-term Permanent contracts Permanent Job trainingornewrecruitcontracts Apprentices Of which: Total workforce Supply contracts Protected categories (like-for-like basis*) Protected categories(like-for-like Up to30yearsofage Breakdown byagerangeandlevel * Excludingcompaniesabroad Total 18Law68/99) Orphans, widows,refugees(art. 1Law68/99) Disabled (art. 31 to40yearsofage Total no.ofemployees Companies abroad 41 to50yearsofage Over 50yearsofage Other personnel Total Administrative staff Middle Managers Supply contracts contracts Fixed-term contracts Permanent Job trainingornewrecruitcontracts Apprentices Of which: Total workforce Supply contracts Total Companies abroad Other personnel Administrative staff Middle Managers Executives 2016-2015 Difference Breakdown ofPersonnel Executives 31/12/2016 Breakdown ofpersonnelasat ultm attm oa ultm attm Total time Part Fulltime Total time Part Full time ultm attm oa ultm attm Total time Part Fulltime Total time Part Full time ,4 2 ,6 ,4 ,7 ,2 16,990 7,122 1,974 5,148 9,868 123 9,745 ,0 54633531725259,908 5,215 1,702 3,513 4,693 85 4,608 ,5 5481165221876,778 1,887 272 1,615 4,891 35 4,856 ,5 2 ,7 ,5 ,7 ,2 17,007 7,128 1,974 5,154 9,879 123 9,756 ,5 2 ,7 ,5 ,7 ,2 17,007 7,128 1,974 5,154 9,879 123 9,756 202 28-42 6 -330 -62 -310 -61 22 22 -84 -83 -268 22 -249 22 -290 -271 222 20-72 5 -305 -55 22 -77 -250 -235 22 -36 -272 17 -53 -199 21 -220 3 0271 6253 16 0 16 237 0 237 Executives 1 1 10- -20 -1 0 -20 -1 -1 -19 -62 0 0 -12 -27 -1 0 -19 5 -19 0 -32 0 0 -35 -19 -12 1 0 -36 -12 14 134 47 3 0 3 44 3 41 40- -3 1 0 1 -4 0 -4 0 0 0 0 0 0 0 15 6 0 6 9 0 9 2 0 0 0 2 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 30- -2 0 -3 -3 0 0 -3 0 2 -3 0 0 1 1 -3 0 0 0 0 0 1 1 0 0 1 0 0 1 193 256 Men Men 62 0 1 Managers 47 14 Middle 2,846 3,294 6,788 640 8 Professional Women Women 2,628 3,091 3,300 areas 2016 1,213 9,963 Social Report |2016 Social Report 329 884 944 21 7 Total Total 17,007 3,269 5,999 6,787 1,210 2015 Total 351 859 952 49
social responsibility social responsibility 50 Internships Freelance contracts staff External Total Women * Ratio between the total number of employee terminations andthetotalheadcounton31/12ofpreviousyear.* Ratiobetweenthetotalnumberofemployeeterminations * Excludingcompaniesabroad. * Excludingcompaniesabroad. Men and region-2016* Absenteeism ratebygender Total Other reasons Leave formeetings Strikes Blood donation Union leave Personal reasons Childcare andpostpartum Illness, injuriesandmedicalappointments Number ofdaysabsencein2016* Over 50years 41 to50years 31 to40years Up to30years By age South Centre North By region Women Men By gender Professional areas Middle Managers Executives By role General Terminations Italy* -turnover * Includingsupplycontracts Emilia Romagna Regional distributionofpersonnel* Lombardy Piedmont Tuscany Veneto Other Regions Overseas Total Social Report |2016 Social Report e WmnTtlMn oe Total Women Men Total Women Men Units 0 4 As at31/12/2016 17,007 1,988 5,054 2,040 1,781 2,991 3,124 2016 29 155,681 216,131 22,954 29,462 5.73% 4.99% 1,902 5,239 North North 5.29% oa Prepoe 06Peremployee2015 Peremployee2016 Total Total 180 697 418 385 117 383 232 242 500 0 0 17 25 30 27 51 64 26 % 100.0% 11.7% 29.7% 12.0% 10.5% 17.6% 18.4% 0.2% 0 4 Centre 6.44% 0.40% 0.84% 2.73% 3.96% 2.38% 2.90% 1.63% 3.79% 2.32% 3.45% 9.81% 7.29% 6.54% 2.89% 6.93% 12.67 2016 Units 1.35 0.11 1.73 0.31 9.13 0.00 0.01 0.04 3 5 As at31/12/2015 17,337 2,045 5,136 2,066 1,807 3,021 3,221 2015 41 2 0 % 100.0% 11.8% 29.6% 11.9% 10.4% 17.4% 18.6% 8.56% 8.02% 9.10% 0.64% 1.36% 1.90% 5.04% 4.23% 3.72% 2.70% 4.72% 3.52% 4.35% 5.36% 8.17% 3.89% South 13.36 2015 0.2% 1.33 0.11 1.75 0.39 8.96 0.66 0.13 0.03 5 5 network. and strengthenthecommercial guarantee generationalturnover in theirfirstjob,thegoalbeingto year weremainlyyoungpeople this, the resources hired duringthe provided tocustomers.Inviewof with an eye on the level of service number ofemployees,butalways objectives toreducetheoverall sources, in line withthe envisaged work ontherepositioningofre- In 2016,theGroupcontinuedto MOBILITY MANAGEMENT OFPROFESSIONAL RECRUITMENT POLICYAND * Ratiobetweenthetotalnumberofemployees hiredandthetotalheadcounton31/12ofpreviousyear. Over 50years 41 to50years 31 to40years Up to30years By age South Centre North By region Women Men By gender Professional areas Middle Managers Executives By role General Hires -Turnover Italy* * Excludingcompaniesabroad. Employees thattookparentalleaveduringtheyear Parental leave* still onleaveatyearend of which: returned fromleaveduringtheyear returned released attheendoftheirleave Rate of people returning attheendofparentalleave Rate ofpeoplereturning Still employed12monthsafterreturn Retention rate mains thecompanyintranet,which is communicatedtoemployeesre- main channelbywhichinformation TheHuman ResourcesDepartment. the strategiesestablishedby all messages,inaccordancewith ity, consistencyandtimelinessof - centrally toguaranteetheuniform lars, agreements)wereproduced circu- news,information, (articles, ees onHumanResourcesthemes ties. Allcommunicationstoemploy- panied bycommunicationsactivi- monitoring ofresults,wereaccom- planning tomanagementandthe All HumanResourcesprojects,from HUMAN RESOURCES INTERNAL COMMUNICATIONS Total 164 182 141 181 201 15 17 15 60 18 e WmnMnWomen Men Women Men 5 4 2 0%10 0%100% 100% 100% 100% 0%99.4% 100% 2016 5 0 5 0 7 potential candidates:in2016 to students,graduatesandhigh- free gifts) to presentthecompany veloped (brochures,billboards, a communicationsprojectwasde- To incentiviseemployerbranding nications activitiesalsocontinued. theLinkedIn Departments, and RecruitmentAssessment Together withtheCommunications plify thejobapplicationprocess. order tospeedupandgreatlysim- electronic versionofyour CV in is alsonowpossibletoattachan to make it more engaging and it the “Careers”pagewererevisited entire workforce.Thegraphicsof can be accessed in real time by the is split intospecificsectionsthat 454 149 305 331 16.58% 0.08% 0.24% 0.48% 0.31% 0.56% 1.37% 0.84% 1.39% 1.81% 0.26% 0.75% 1.16% 2016 0 Social Report |2016 Social Report n.a. n.a. 2015 8 1 7 0 commu- 23.62% 0.13% 0.26% 0.65% 0.52% 1.37% 1.78% 1.26% 1.86% 2.59% 0.30% 0.00% 1.62% 2015 523 190 333 n.a. n.a. 51 0
social responsibility social responsibility • • and interactivemethodologies. and creationofinnovativetools resources, alsothroughthetrial boost thedevelopmentofallGroup in numerousinitiativesaimedto In 2016,BancoPopolareinvested HUMAN RESOURCEDEVELOPMENT the Group’s variousbusinesses. training andguidanceexperiencein a who hadthechancetoundertake ates andfinal-yearuniversitystudents to beausefultoolforyounggradu- again proved continued. Internships guide publishedbyJobAdvisoralso ” publication inthe“CareerDirectory tional safetystandards.Theeditorial - line with the most exacting interna andthereforefallinto participants to illustrateevacuationprocedures eventorcourse, the aimbeing every classes andinauditoriumsbefore curity tobeshowninalltraining together withGroupSafetyandSe- During theyear, filmswereproduced lished onthecompanyintranet. career daysviaLinkedIn disseminated duringtheuniversity future aspirations;thevideoswere fessional pathinBancoandtheir in whichtheydiscussedtheirpro- wascarriedoutwiththem interview jects wereidentifiedandavideo in managementdevelopmentpro- young professionalsthattakepart was launched:12high-potential es, the“NicetoMeetYou” project resourc- developing internal further aim ofpromotingapplicationsand time onLinkedIn.Againwiththe cities, publishingtheeventseach university career days in26Banco Popolareparticipated 52 and learning aboutthejobsand learning the variousareasofbank outworkexperiencein carrying es” ofprofessionalguidance by the Groupwhoaregiven“dos - ative aimedatTop in Performers ploration Daysproject,aniniti- the continuation of the Job Ex- markets; international onthedomesticanding firms making companyvisitstolead- tive management,aswell training inbankingandinnova- tial resourcesundergointensive ence”, inwhich65high-poten- ject called“StudyTour Experi- the launchofanewTalent pro- Social Report |2016 Social Report in 16 Italian and pub- tionship withthe workenvironment. basis), thecontinuityoftheir rela- also duringleave(onavoluntary andguaranteeing,tivational terms from leaveinbothpractical and mo- thosereturning aim ofsupporting wasdevelopedwiththepaternity effective managementofmaternity/ ment initiatives,anewpolicyforthe oftheDiversityManage- As part Novara andVerona sitesin2016. alled attheBergamo,Lodi,Milan, professional life,continuedtobetri- method thatreconcilesfamilyand Working,Smart a flexible working WORK LIFEBALANCE EQUAL OPPORTUNITIES AND ing, developmentandpaypolicies. of recruitment, assessment, train- on personnelinitiativesinthearea dedicated tosharinginformation access theYou&Us whichis portal, the yearallresourceswereableto positions wereidentified.During ing theGroup’s mainmanagement sidered asmostsuitableforassum- process, groupsofresourcescon- al careerpaths.Attheendof greater transparencyinprofession- talentand achievedevelop internal es, theobjectiveoftheseplansisto guiding principlesandbestpractic- management levels;inlinewiththe positions butalsoforthevarious in 2016notonlyfortopexecutive Succession plansweredrawnup MANAGEMENT POLICIES • • share multimediacontent. was usedtogatherideasand ic field.A Web Appcommunity engagement withintheirspecif- strengthen their knowledge and to developusefulinitiatives aboard), which enables people mat called“Tutti abordo”(All the first half of 2017, of a for the trial,whichwillfinishin works; ter insightintohowthebank gave numerousresourcesabet- shadowing programmewhich Stage,aprofessional mentary the completionofComple- them; and theskillstheyrequiretodo by their colleagues performed - which professionalism andethics increasingly competitivemarket in projects aimedatpreparing foran objectives throughspecific training achieving the company’s strategic for on guaranteeingfullsupport The traininginitiativesalsofocused provided in2016. of 775,520 hours of training were inquestion.AtotalDepartments of representativesthevarious rect involvementintheclassroom Training School and with the di- teachersemployedbytheternal the contributionofteamin- tivities weremostlyprovidedwith In 2016,theGroup’s trainingac- TRAINING holidays. to minorsalsoduringtheschool dedicated of recreationalservices the Lodi area through the creation familiesinthe aimofsupporting up bytheMunicipalityofLodiwith also joined the Local Alliance set ance ofBergamo,Banco Working-Smart Companies intheSmart and itsparticipation tion toitsinvolvementinValore D policies. Morespecifically, inaddi- develop reconciliationprojectsand nies workingtogethertoshareand of privatesectorandpubliccompa- ties alsocontinuedwithnetworks continued. The networking activi- female andinclusiveleadership introduced andprojectcourseson andnutritionwereempowerment particular, newcoursesonfemale continued throughouttheyear:in tion of female talent and wellbeing, the work-lifebalance,promo- ronment gearedtowardsinclusion, for thecreationofaworkingenvi- change inthecompany, necessary and guidingtheprocessofcultural training initiativesforsupporting personal andworkperspective.The a pathofimprovement from both a situations withtheaimofdefining ple thatfreelyrequestitfordifficult topeo- project offersahelpservice tifunctional CentreofVerona. The ciation withtheDonCalabriaMul- the workplacecarriedoutinasso- the wellbeingofallemployeesin initiative tomaintainandpromote The PersonProjectcontinued:an Popolare Alli- by the newUNIENISO9001:2015 ance withthestandardsenvisaged adopted inpreviousyearscompli- implementation ofthequalitysystem tivities, issuedbyCertiquality, forthe fortrainingac- Quality certification ic year. TheannualauditforIQNET schools forthe2016/2017academ- ject, othercontactsweremadewith applications. Followingthepilotpro- shops intheclassroomandpractical project involvesexperientialwork- er an80-hourtrainingcourse.This schools, BancoPopolareputtogeth- experience coursesbysecondary activationofjointschool-work tory and schools.Followingthemanda- trade associationsandinstitutions, withuniversities, its partnerships The Training Schoolconsolidated • • • • cused on: Based onthis,trainingprioritiesfo- providedtocustomers. the services same timeimprovingthequalityof rules mustberespected,whileatthe Executives trained in2016 -resources Anti-corruption * Datadonotincludethetrainingofemployeescompaniesabroad. Total Professional areas Middle Managers Executives Level Average no.hoursoftraining percapitain2016* Middle Managers Professional areas Total Affluent segments. thoseinthePrivateand particular with privatecustomersandin enhancing theabilitytodialogue offices; various positionsinthecentral skills ofallresourcesholding enhancing anddevelopingthe monitoring; thiness analysisandperformance enhancing theareaofcreditwor work managers; of theGroup’s keysiteandnet- developing themanagerialskills - nical assessmentoftheexpertise tion with the Training School a tech- incollabora- course. Furthermore, ofapersonalisedcoachingas part fromjuniorresourcesers learning continued withanumberofmanag- ing Project,launchedlastyear, For someover-55’s theSkillCoach- the StudyTour Experience inyoung professionals to take part with theselectionofagroup was focusedonthetalentpipeline attentionof theGroup.Particular these strategic figures for the future ing andpromotingthepotentialof sion planswithaviewtoidentify- on theresourcesincludedsucces- rial assessmentswerecarriedout actions wherenecessary. Manage- targeted traininganddevelopment withtheaimofplanningexpertise skills andanalysetheirtechnical signed tomaptheirmanagement tomer Managers in a project de- volved around1,500AffluentCus- During 2016theseactivitiesin- RECRUITMENT ANDASSESSMENT for allGroupresources. tion oftheonlinecoursedeveloped the CentralOfficesandcomple- or offices in departments of services, course dedicatedtonewmanagers 231/01, continuedwithaclassroom lished bytheModel pursuant to Law on anti-corruptionprocedures,estab- also in2016.Thetrainingactivities standard, wassuccessfullypassed North North Men 187 203 47 49 31 48 15 1 Women Project. Centre 46 51 34 47 25 26 1 and theirpotential.Theincentive ofourstafftion, theperformance takes accountofcompanyposi- The applicationofthesecriteria • • • • provisions,seekto: tory national andsupranationalregula- well as the principles contained in and companycollectivecontracts,as the rulesestablishedbynational inaccordance with cies, formulated Popolare pursueswithitspaypoli- The guidelinesandgoalsthatBanco GROUP PAY POLICIES ISO 9001/2015,wasrenewed. the standardsestablishedbyUNIEN ment activities,incompliancewith fication forRecruitmentandAssess- Finally, thecompany’s- QualityCerti network. resources toaddthecommercial the aimofidentifyinghigh-potential young peopleintheirfirstjobwith cruiting processwasdedicatedto defined beforehandwhilethere- plicants mustmeettherequisites company’s differentoffices.Allap- to thevariousrequirementsof it possibletoproactivelyrespond all Groupcompanieswhichmakes lated by a standardised process for Recruitment activitieswereregu- together. of BancaAlettiresourceswasput qualities expressed. the professionalandmanagerial ence betweenremunerationand guarantee suitablecorrespond- requirements; reconcile personnelcostcurbing pected ofthem; risk levels, achieve the results ex- pliance withtherules,valuesand knowledging thosewho,incom- thecompanygoals,ac- support Bank anditscompetitiveness; guarantee thedevelopmentof requiredto es withtheexpertise attract andretainhumanresourc- South Social Report |2016 Social Report 8 8 Total 220 237 53 16 1
social responsibility social responsibility resulting intheincreasinglyinte- network ofPeopleCareinitiatives, sible to extend and strengthen the es, theseagreementsmadeitpos- management ofstructuralsurplus- through the exclusively voluntary as protecting employment levels cost/revenue structure;aswell approach closelyfocusedonthe corporate economicgovernance ments that were consistent with a made itpossibletocomeagree- negotiations withthetradeunions Once again,inthecourseof2016 INDUSTRIAL RELATIONS dated FinancialStatements. incentive policies”intheConsoli- onGrouppayandthe “Report incentive schemesiscontainedin on paypoliciesandtheGroup’s sion plans.Detailedinformation pen- insurance andsupplementary house andfamilyreasons,health include loansforthepurchaseofa of theiroverallpaypacket;these parttake advantageofalsoform efits thatBancoemployeescan lations. with respectforcomplianceregu- aswell activities undertaken, out the liquidity required to carry ance with the levelsofcapitaland of riskandisassessedinaccord- separately fromthemeasurement meeting ofgoalsisnotevaluated with thecompany’s results.The able products)andareconnected disinvestment indicator of unsuit- qualityandthe ests (e.g.service guarding ofthecustomer’s inter and qualitativegoalsthesafe- the achievement of quantitative reward teamwork;theyincentivise acknowledge individual merit and specialists, managers)andaimto (commercial network,headoffice, tivity andprofessionalcategory schemes accordingtoareaofac- systems have diversified reward 54 ** Average inFTE. * Netofcompanybonusandincentive/reward system-excludingcompaniesabroad. Professional areas Executives andMiddleManagers men(%)** salary women/averagegross Average grosssalary Social Report |2016 Social Report The variouskindsofben- - ties, facilitating negotiations and ventive technicalanalysisactivi- the abovebodiescarriedoutpre- with theirnon-negotiatingnature, on healthandsafety. Consistent the year. The committees also focus activeduringfare wereparticularly and CommercialPolicies,Wel- Training, SustainableDevelopment The specificjointcommitteeson tees Company/trade unionjointcommit- Insurance Fund. to activateloansbytheBankand ments aimedatworkers,designed ing individualworkers;theagree- respecting and protect- expertise, the developmentandgrowthof tive companyclimatebasedon ers whileguaranteeingaposi- trusting relationships with custom- an eyeonestablishingstableand mercial goalsarepursuedwith designed toguaranteethatcom- the principlesandinstruments cies agreement which reiterated velopment andCommercialPoli- Group level;theSustainableDe- ata singledocumentharmonised employees throughthesharingof forfinancial conditionsreserved ing: changesinthe law onthe social issues, includ - important gotiations alsofocusedonother During theyeartradeunionne- and familyissues. ularly thosewithspecificpersonal - personal livesofemployees,partic help reconciletheprofessionaland was regulatedinsuchawayasto ing toatotalof120,000days, ofcontributionsandamount- terms remuneratedalsoindays, partially accessibilityofthese voluntary access totheSolidarityFund: resignations duetoretirementand the yearinrelationtovoluntary oftivity wasdrawnupatthestart of dayssuspendedworkingac- corporate welfaresystem.Aplan grated developmentoftheGroup’s 101.8% 2016* 85.4% them anextensionoftherightsand ees moreefficiently, alsoensuring the pensioninvestmentsofemploy- will makeitpossibletomanage which will be launched in 2017, tainer”. TheSingleGroupFund, designed toactasasuitable“con- BP GroupPensionFund,specifically ready activeatcompanylevelinthe ofwelfare al- pre-existing forms Pension Fund,concentratingthe tive creation of the Single Group pensionsledtothedefini- mentary pany’s offerintheareaofsupple- The activitiestostreamlinethecom- WELFARE code”. “disciplinary ance withtheprovisionsof rights ofemployeesinaccord- respecting theprerogativesand our, and consistency, impartiality characterised bycriteriaofrig- the competentauthorities,were procedures,implementedbynary in thecompany’s favour. Discipli- the majorityofwhichweremade quested oftheJudicialAuthority, not bereached,rulingswerere- settlement ofthedisputecould of theyear);incaseswhicha putes weresettledoverthecourse pany policy, conciliation(7dis- possible andinlinewithcom- were handled,prioritising,where average.Labourdisputesindustry andbelowthefore inthenorm, level oflabourunrestwasthere- to 165asat31/12/2016).The (from 189asat31/12/2015 compared withthepreviousyear bour disputesatGrouplevelfell In 2016,thetotalnumberofla- measures Labour disputes and disciplinary above. areas ofcompetence,asdetailed come to quick agreements in their toenabling thenegotiatingparties 100.4% 05 Var. 2016/2015 2015* 84.9% 1.5% 0.5% with the further expansion ofthewith thefurther count ofeachemployee,together budget allocatedtotheWelfare Ac- solidation ofa“figurative” annual Healthcare Assistance; the con- option tousetheSupplementary forthesick;extending services tion ofthecompanytoimprove increasing theeconomiccontribu- 2017, ofthelifeinsurancepolicy, alsoforentailed: theconfirmation, cific PeopleCareschemes,which through theestablishmentofspe- impetussystem receivedfurther development oftheGroupWelfare Following thepositiveresults, ed fortheuseofsaidservices. increasing thosealreadyallocat- “figurative” economicamounts, quotas ofthecompanybonusinto monetary euro 50,000toconvert employees whoseincomeisunder ees, andtheindividualoptionfor ready establishedforallemploy- “figurative” economicamountsal- es available through the use of extension oftheWelfare- servic boththeenvisaging inparticular Welfaretary stipulatedin2015, pany bonusesandsupplemen- increase the value of the com- Stability Law, itwaspossibleto benefits envisagedbythe2016 to specifictaxandsocialsecurity agreements, throughwhich,due Group Welfare, reachingspecific schemestoimproveimportant alsoagreedonseveralPartners At thesametime,Social relevant legislation. a greaterlevelofcompliancewith tial economiesofscale,aswell lining ofcostsbecausethepoten- them, andwillguaranteethestream- for reserved choice opportunities N.B.: ThedatarefertotheGroupcompaniesinItalythatappliedcreditsectornationalcollectivelabouragreement(CCNL)asat31/12/2016. Workers withoutTUmembership Workers withTUmembership UIL CA UGL SINFUB FISAC-CGIL UNISIN (mergerFalcri-Silcea) FIRST -CISL(mergerDircreditoFibaCisl) FABI Table ofTUmembers corrugated fingerboard tocommu- made ofuncolouredandrecyclable including thechildren’s gifts,were the materialusedduring party, celebrate Christmastogether. Allof visit theirparents’workplace and 10 andunderwhowereableto comed around4,000childrenof business areasandbrancheswel- cember thevariousGroupsites, the themeofecology. On15De- was heldforthesixthtimewith dren ofemployeeswhichthisyear dedicatedtothechil- the party The BancoNatalefamilydayis TIATIVES FOREMPLOYEES CULTURAL ANDRECREATIONAL INI- of personnel. need tolimitthestructuralsurplus the BPMGroup,withregardto made for the merger process with lished atthetimeofagreements work,subsequentlyestab- part-time requestsforcant numberoffurther company, andreceivedasignifi- option, alreadyestablishedbythe thecriteriafor useofthisfirmed whichcon- of theSocialPartners, ployment wasalsoaspecificfocus em- should beallocated.Part-time for whichtheavailableresources examination of the requirements campaigns, as well as a closer communication andinformation of employeesthroughcompany also entailedtheactiveinvolvement riched thecompany’s Welfare Plan, These schemes,whichthereforeen- more comprehensively. of employeesandtheirfamilies needs view tomeetingthevarying range ofWelfare witha Services, Members 2016 14,422 2,126 2,182 4,381 4,889 2,479 150 598 96 14.74% 15.13% 30.38% 33.90% 14.67% 85.33% 0.67% 1.04% 4.15% Members2015 % dren of members participated indren ofmembers participated Summer Camp, es of Villa Guerina it hosted the a thousandmembers;inthe spac- close to20eventsinvolving over in Italyandabroad,fora total of dinner, tripsofoneormore days withhappenings: musicalparties various recreationalandsocial The VillaGuerinaClubpromoted involved over600participants. whichheld inDonoratico(Livorno) ‘BancoRun’,aracewas thefourth know eachother. Alsoorganised all overItalytomeetandget forcolleaguesfroman opportunity Tournament,third Departmental es ofMisanoAdriaticohostedthe sections. InMay, thefootballpitch- national ormanagedbythelocal whethertiatives andpartnerships, on allini- and containsinformation ued: thenewwebsitewaslaunched Employees’ Club(CRAL)contin- The worktostrengthentheGroup all childrenpresent. and thepurchaseofEastereggsfor the donationofregistrationfees lymphoma andmyeloma)through sociation forcombatingleukaemia- tino sectionofAIL(theItalianas- theTrenof Bancowhichsupported - employeestives andretiredformer event aimedatallemployees,rela- ski meeting, anvenue for the fourth In March,Bressanonewasthe ous ongoingprojects. itsvari- 30,000 toABIOsupport ties. BancoPopolaredonatedeuro raise awareness with their activi- theiryoungguestsandto entertain intheeventorganisation tookpart ABIO ItaliaFoundationnon-profit mental impact. Volunteers of the nicate themessageoflowenviron- 14,510 1,995 2,203 4,656 4,830 2,692 Social Report |2016 Social Report 278 185 363 atwhichthechil- 13.75% 15.18% 32.09% 33.29% 15.65% 84.35% 1.92% 1.27% 2.50% 55 %
social responsibility social responsibility the contributionsofitsathletesit Tournament.partmental Thanksto various activitiesincludingtheDe- year. TheBergamoCluborganised its employees/membersduringthe mote recreationalactivitiesamong Lodi Club also continued to pro- ofnote.Thetition wasalsoworthy “Nautical Mile”swimmingcompe- in thenationalbankingindustry ing competitions.Itsparticipation competitions, andinnationalfish- national roadcyclingandMBK Skiing Championships, in Industry the EuropeanandItalianBanking ena Clubwasheavilyinvolvedin children ofemployees.TheMod- saw 173prizesawardedtothe school awards ceremony which initiativewastheOne important fishing, swimmingandcycling. in football,tennis,golf,athletics, with 300peoplegettinginvolved events insporting participation and abroad. There was plenty of ganised plannedtripsinbothItaly dimension. TheNovaraClubor inthe lastofwhichinternational and LuccaComicsGames, Pucciniano, theSummerFestival ofViareggio,Festivalthe Carnival to themainlocaleventssuchas andcontributions‘Befana’ party mountains. Initiativesincludedthe cities, aswelltwoweeksinthe around 15tripstoItaly’s principal bers. TheLuccaCluborganised soccer schoolforchildrenofmem- Camp”, theChievofootballclub bilingual teachers, and “Chievo with Englishmothertongueand 4-week Englishcoursesorganised 56 South-Women South-Men South Centre-Women Centre-Men Centre North-Women North-Men North Banco PopolareGroup-Women Banco PopolareGroup-Men Banco PopolareGroup Indicators Social Report |2016 Social Report - tion services (ATMs)tion services hasbeende- - withdrawal, paymentandinforma made availabletothepublicfor The securityofthetechnologies Physical security tional andproceduralstructures. the Group’s technical, organisa- and intentionalthreatstoprotect It focusesoncombatingaccidental and risksofacomplexscenario. and thebusinessfromthreats ment workstoprotectcustomers - The BancoPopolareSafetyDepart HEALTH ANDSAFETY national level. Shooting Sectioncamesecondat various nationalcompetitions.The creation ofasuccessfulteaminthe ing sectionwaslaunchedwiththe Championships. In2016theFish- Marathon ing/Insurance Industry won firstplaceinthe ItalianBank- Number ofcasestheft The figuresshownareinlinewiththoseoftheindustry. Comparison 2016-2015 Robberies andtheft: Number ofrobberies General total Injuries whilecommutingandonbusiness Injuries intheworkplace Comparison 2016-2015 Injuries: Injury frequencyindex Injury (x1,000,000) first classroomcourseonhealthy per ItalianLeg.Decree81/08,the of promotinghealthypractices,as 47,000 traininghours.Interms carried outin2016comprised The specific training activities previous year. rose in 2016 compared with the The numberofworkplaceinjuries Health andsafety significantly, asseeninthetable: ies, forexample,whichhavefallen be seeninthenumberofrobber The success of these measures can tistic heritage. launched toprotectvaultsandar projectswerethe yearfurther continued. Morespecifically, over on companydatanetworks,has systemsand centralisedalarm time-delayed cashdisbursement the safeguardingofvaluables, at theentrancestobranches,for the useofprotectionmechanisms veloped and strengthened, while 062015 2016 062015 2016 12.90 151 200 8.90 9.89 8.80 8.92 7.04 9.30 7.44 9.93 9.33 7.76 8.16 36 24 49 Injury severityindex Injury 2 +22,8% 123 6 +18,3% 169 0-28% 50 6-48% 46 6+6,5% 46 Variation Variation (x1,000) 16-15 16-15 0.31 0.24 0.32 0.44 0.18 0.18 0.22 0.22 0.26 0.38 0.18 0.22 - - conducted onnightworkers. operators and9check-upswere by thecompanydoctorsonVDU medical check-upswereconducted night workers;inthisregard1,178 company hasVDUoperatorsand established bythesamelaw, the As regardsriskassessment,as gether withthecompanydoctors. diets was developed in 2016 to- the Verona areaandthecatchment are locatedinNovara;9/30 to Division whose management offices area andthecatchment ofthe cated inLodi;8/30tothe Novara whose managementoffices arelo- the catchmentareaofDivision ratios: 8/30totheLodiareaand lowing corporate and geographical public interest”accordingtothefol- sistance, charityandactivitiesinthe approved financialstatementstoas- of itsnetprofitsderivingfromthe Banco Popolaremayallocatepart shareholders’meetingof ordinary of Associationestablishesthat“the 5ofBanco’sthis end,art. Articles suing itssolidarityobjectives.To corporate goalsandawayofpur resented oneofBancoPopolare’s the publicinteresthavealwaysrep- out charitableworkandin Providing assistanceandcarrying TO SUPPORT LOCALINITIATIVES CHARITABLE WORKANDACTIONS lay downroots. Group isestablishedorintendsto social interestintheareaswhere tions andinitiativesofcommon institu- it alsopromotesandsupports ofAssociation, lished bytheArticles their needs.With themeansestab- ers and,asaresult,seekstosatisfy stakehold- communities as important Group regardslocaleconomiesand the banksofwhichitcomprises, anddevelopmentof spired thebirth Consistent withthevaluesthatin- and sport. of culture, conferences, publishing tectural heritageandthepromotion andarchi- the protectionofartistic social solidarityinitiatives, support, ferent areas, including educational civil andsocialfabricinvariousdif- the into multipleinitiativestosupport Its focusontheCommunitytranslates takes variousforms. of itscompanymissionand gral part the Groupbanksoperate,isaninte- tions locatedintheareas which out bythepublicandinstitu- social andculturalactivitiescarried munity, as in theseries of economic, The Group’s commitmenttotheCom- community - recorded inthe 2015financialyear Unlike inpreviousyears,the profit and activitiesinthepublicinterest Allocations forassistance, charity association. of definedinthearticles portions of referenceaccordingtothepro- nected withthespecificcommunities initiativescon- to beusedsupport and activitiesinthepublicinterest, statements, toassistance,charity by theapproved financialfirmed of thenetprofitforyear, as con- ity ofallocatingamaximum2.5% shareholders’ meeting,thepossibil- ing theapprovalofordinary give theBoardofDirectors,follow- ofAssociation BPM GroupArticles Popolare diMilano,thenewBanco Following themergerwithBanca lishing andsport. and thepromotionofculture,pub- and architectural heritage of artistic solidarity initiatives,theprotection social include educationalsupport, munities. Theirspecificactionareas tivities onbehalfofthelocalcom- outcharitableac- all seektocarry distinctive traits,theFoundations different timesandwiththeirown atthe Groupitselfsetup.Formed lare, andviatheFoundationsthat through theactionsofBancoPopo- charitable activitiesbothdirectly, The Groupthereforecarriesoutits credit committee”. respective localconsultationand opinion orontheproposalof association, willbetakenwiththe of accordance withtheirarticles use the funds allocated to them in by thecompany, whowilldirectly wasorwillbepromotedformation tion ortheotherFoundationswhose the CreditoBergamascoFounda- Novara FoundationfortheTerritory, Foundation, the where notentrustedtotheBipielle on theaforementionedinitiatives, also statesthat“thedecisions article and expenditurepolicies.Thesame to theGroup’s socialresponsibility guidelinesrelatingtors formulates The BancoPopolareBoardofDirec- masco Foundation. initiatives oftheCreditoBerga- port Religious Foundation;4/30tosup- Banco S.GeminianoeProspero initiativesofthe 1/30 tothesupport ment officesarelocatedin Verona; area oftheDivisionwhosemanage- Social Report |2016 Social Report Banca Popolaredi 57
social responsibility social responsibility ing eachinstitution. the mostsignificantinitiativesinvolv- tions, withadescriptionofsome Popolare GroupanditsFounda- in thevariousareasby the Banco oftheactivitiescarriedout overview The followingpagesprovidean Foundations Group banksortheirassociated ing the2016financialyearby and activitiesofpublicinterestdur sums allocatedtoassistance,charity Below isanindicativeoutlineofthe context. of the underlying socio-economic to help meet the needs termination the financialcrisis,underlinesitsde- of still conditioned by the aftermath the Group’s owneconomicresults, still turbulenteconomicclimateand darity initiatives,notwithstandingthe wish to allocate such a sum to soli- of CreditoBergamasco.TheGroup’s during themergerbyincorporation dation aspertheagreementsmade ed totheCreditoBergamascoFoun- of whicheuro2millionwasallocat- therefore cametoeuro6,765,000, budget. Theoverallfigureallocated in theCommunicationsDepartment sum fromtheresourcesallocated tors decidedtodrawanadditional tion oftheprofits,BoardDirec- sociation; inadditiontothepropor ofAs- 5oftheArticles to applyart. enabled theShareholders’Meeting 58 4 3 area
tually disbursedin 2016. basis, i.e.thesumspledgedand/or ac- the Group’s mainactivitiesonacash intherelevantperiod,and as earned the sumsavailableforcharityin 2016 from thecommunicationsbudget, i.e. charitable purposesbytheBoardtaken takes account of the sums destined for tements, this edition of the Social Report fits recordedinthe2015financialsta- Banco Popolarestemming from thepro- charity bytheShareholders’Meetingof In were alsotakenintoconsideration. commitments madeduringtheyear ofassociation,thespending articles diture regulationsestablishedbytheir cause ofthepeculiarityexpen- sources allocatedbyactionarea,be- analysis ofthecompositionre As regardstheFoundations,inthis 4 . addition to the sums allocated to Social Report |2016 Social Report 3 , accordingtoaction - - - Verona regardingatrainingproject ties includedthoseattheDiocese of for studenttrainingactivities. Activi- University PastoralCentre(Verona) sions (ItineraProject),and for the their trainingandprofessional deci- na” toassistyoungpeopleinmaking Professional Guidance-COSPVero - vincial CommitteeforSchooland forthe“Pro- was continuedsupport education courseinGeriatrics.There theorganisationofahigher porting ing annual study grants and sup- medicalresearchbyestablish- port contract. TheBankcontinuedtosup- businesses thatsignupforanetwork to studythegrowthpotentialof works andBancoPopolare”project to continuewiththe“BusinessNet- search doctorates,madeitpossible ing sponsorshipofthree3-yearre- of Verona, aswellthecontinu- withtheUniversity The partnership educationandresearch Supporting BANCA POPOLAREDIVERONA diImola. Risparmio encompasses the area of Cassa di niano eSanProspero,whichinturn Territorial ofSanGemi- Department Popolare delTrentino as well asthe eas ofBancoSanMarcoandBanca BPV Divisionencompassesthear the BancaPopolarediVerona, the by dition tothehistoric area served ating in therespectiveareas.Inad- with those of the Foundations oper di Verona Divisionareintegrated The activitiesoftheBancaPopolare DIVISION BANCA POPOLAREDIVERONA for charitablepurposes Indicative distributionofsumsallocated 37.2% Sport Promoting culture andarchitecturalheritage Protecting artistic Social andsolidarityinitiatives Healthcare education Supporting 5.1% 8.0% 9.8% 31.1% 8.8% - - families inneed and to the Congre- free distributionofessential items to of the‘SolidarityEmporium’, forthe theestablishment bursed tosupport Famiglia” project.Fundswere dis- Study Centreforthe“Colle perla and withtheOperaDonCalabria ject “TheGreatChallenge2016”, pro- Centre fortheHandicap&Sport dale” project,withtheItalianSports “Il Samaritano”forthe“CasaSoli- to work with theSocial Cooperative of rescuedogs.We alsocontinued organisation ofacoursefortrainers and NPO Progetto Serena for the construction ofthe“RondaCitadel” NPO(Verona)di Bernardo forthe to the Ronda della Carità Amici provided social fieldsawsupport and charitableorganisationsinthe The activities in aid of associations Social andsolidarityinitiatives ultrasoundexams. performs specialised healthcare worker who course tobecomeaSonographer, a (Vicenza) forthemanagementofa sociazione AmicidelMondoNPO school studentsinVerona andtheAs- functionofsecondary the respiratory hospital ofNegrarforaprojecton ed totheSacroCuoreDonCalabria project.Fundswerealsodonat- Arts) SpecialTalents(Eurythmy: accessthe Talenti SpecialiaccedonoalleArti” promoterofthe“Euritimie: M. Arte, wasprovidedtoAssociazione port for updatingactivitiesonautismsup- ana Soccorritori–Verona Section; (Trento) andtheAssociazioneItali- Associazione OrsaMaggioreNPO Sanitario NPO of Sona (Verona), the Operativo for theServizio support NPO ofBadiaCalavena(Verona), Sociale diSolidarietàMonteverde Garda (Verona) andtheCooperativa Italian RedCrossBardolinoBaldo tions to theLocalCommitteeof These disbursements included: dona- healthcare trainingandresearch. ing the elderly andthe disabled, and - lances andminibusesfortransport equipment andinstruments,ambu- towards thepurchaseofhealthcare organisations andassociationswent The donationstolocalhealthcare Healthcare versity (Venice). rona Fedele”,andatCàFoscariUni- promoted byweeklyperiodical“Ve- for high school students in journalism entitled “San Zeno Maggiore a Ve - Honour ofSanZenoforthe book the CommitteeforCelebrations in contributionsweremadeto: ported, Of thenumerousculturalevents sup- romoting culture religious buildings. to someParishesforthe protection of Cross. Various donations weremade MuseumoftheRed the International Sala Mine,andtheorganisationof (Mantua) fortherestorationof mittee ofCastiglioneDelleStiviere the ItalianRedCross - LocalCom for therestorationofhistoriccapitals, FAI” project,theCapitei TNTGroup ment Fund (FAI) with the “I 200 del theItalianEnviron- Bank supported toric andarchitecturalheritage,the ofhis- As regardsthepreservation and architecturalheritage Protecting andpromoting artistic those afflictedwithAlzheimer’s. for grammes toprovide daily support mer NPOsinVerona todeveloppro- ciazione FamiliariMalatidiAlzhei- to theAssociazioneABCandAsso- “The RightoftheElderlytoSmile”; la PaceNPOforaprojectentitled and discrimination;totheMediciper cation campaignongenderviolence Telefono Rosa NPO for a communi- to theAssociazioneVolontarie del asbigahome”project; “A heart those totheDioceseofVerona forthe the poor. Othercontributionsinclude to manageasoup kitchen for tory gation oftheSanFilippoNeriOra- intellectual disabilitiesandtoraisetheawarenessofcolleaguescustomersaroundtheseissues. results enabled usto identify newwaysofworkingtowardsthe autonomy andindependenceofpeoplewith wasestablished togethersuitable profilewith fortheeducator. inviting into thecompanyon aninternship The thanks tothecollaborationbetweenCooperativepsychologistandbranchmanager. Afterthis,themost During theinitialphaseofprojectbranchactivitiesthatcouldbedelegatedtopersonwereidentified inourcompany.beneficiary (Verona). ThegoalwastounderstandthefeasibilityoffutureandongoingemploymentaCooperative attheBancoPopolarebranchinSanGiovanniLupatoto educator fromtheCooperativewithatraininginternship of aworkingandproductivecontext.To thisendaworkpreparationcoursewaslaunchedwiththehelpofan of being part mic viewpoint; the path towards autonomy is complete with the understanding and the opportunity so that its beneficiaries can be independent from both apracticaland econo- social inclusion and participation Foundation carries out diversified activitieswiththe aim of developing individual abilities and ensuring complete ages withintellectualdisabilitiesandDownsyndrome,theirfamilies.Accordingtoagerequirements,the its associated“Vale aretargetedatpeopleofall unSogno”SocialCooperative,whoseactivitiesandservices In 2016atrialprojectwascarriedoutintheBPVDivisiontogetherwith“PiùdiunSogno”Foundationand VALE UNSOGNO Soave andRecioto Wines (Verona) fortheProtectionof the Consortium tional Wine Makers Congress,and ers andWinefor the Na- Experts Association ofItalianWine Mak- the useless livesorcornerstones?”), pietre angolari?”(“Rejectedstones: viteinutilio tled “Lepietrescartate: for the conference on disability enti- NPO Associazione LePietreScartate Beauty -TheMastersoftheSpirit”, IDEM Associationforthe“Festivalof Contributions were also made to the Conference on economics. ertinger nology” SymposiumandtheWolp - “Grapevine Physiology and Biotech- sity ofVerona forthe XInternational ofDante;totheUniver ofthebirth ry events linked to the 750th anniversa- eVino”exhibitionandfor the “Arte ronese” (Verona SummerTheatre), of Verona for“EstateTeatrale Ve- contributions to: the Municipality In 2016theBankcontinuedtomake publishing activities Organisation ofevents,showsand students fromtheVerona area. overseas studygrantfordeserving theInterculturaNPOtofundan port 2016 theBankcontinuedtosup- - “Tocati” StreetGamesFestival.In ciation forAntiqueGames(Verona) tural associationsincludingtheAsso- forvariouscul- continued support Foundation (Venice). Therewasalso to theStudiumGeneraleMarcianum photographic exhibitiononintarsia; Maria inOrgano(Verona) fora rona”; theParishChurchofSanta - zano Association(Brescia). and theNuovoEnsembleof Desen- city-Territory” CulturalGroup(Trento) wasalsoprovidedto:the“Man- port for the“SoaveVersus” event.Sup- “New lifestyles”. ItfundedtheVero - the DioceseofVerona dedicatedto the projectforschoolspromoted by ical-hospital sector. Itcontributedto entitiesinthemed- other important of DownSyndromeChildren and the Verona Association of Parents theatre shows for, among others, tion sponsoredseveralmusicaland ofsolidarity,In terms theFounda- economic developmentofVerona. tributed tothecultural,socialand of BancaPopolarediVerona, con- administrative lifeand,asChairman city, contributingto itspoliticaland the gio Zanottoalive.served andtheidealsofGior the memory Zanotto Foundationseekstokeep Established in 2001, the Giorgio GIORGIO ZANOTTOFOUNDATION athon Club(Venice). and, once again, A.S.D. Venicemar club(Udine) tignacco A.S.D.sports Trophy”, Mar Libertas Polisportiva mittee (Venice) forthe“XXXSailing Marco RizzottiTrophy Com- Sports eventssponsoredinclude: portant and disabledathletes.Themostim- on youngpeople cusing particularly fo- for the world of amateur sport, The Bankdemonstrateditssupport andleisure Sport Social Report |2016 Social Report 59 - - -
social responsibility social responsibility Volontari del Soccorso Modena NPOandtotheAssociazione erta Ap- NPO, totheAssociazionePorta of Modena,totheFondazione CEIS to theUNICEFProvincialCommittee In 2016contributions were made tiatives Social, solidarityandhealthcareini- tutes inModena. students athighereducationinsti- study grantstothemostdeserving merit) initiative,whichawarded79 edition ofthe“ConMerito”(with Banco promotedandfundedtheII educationandresearch Supporting S. PROSPERO BANCO S.GEMINIANOE of thePeterMaagFund. ed toMariaCallasandtheinitiatives in theorganisationofeventsdedicat- a responsiblecommitment”.Ithelped understanding theproblemstomake world: entitled “The contemporary Mazza women’s universitycollege ences organisedbytheDonNicola uted toproducingthecycleofconfer Mountain FilmFestival”andcontrib- thefirsteditionof“Veronaported StoriesforaYear”.in Short Itsup- randello. Realtyandrepresentation on thethemeof“ThreemirrorsforPi- double eventforschoolsandcitizens theorganisationofa It supported academic Marcella Lorenzini. born “Credit andnotaries”bytheVerona- uted to the publication of a study on diVerona”“Governanti andcontrib- tation oftheLucianoRogninibook moted thepublicationandpresen- Association. The Foundation pro- Fronte” bytheGinoFranziCultural of anexhibitioncalled“Albumdal theorganisation it alsosupported ised bytheUniversityofVerona, and ferences ontheGreatWar organ- for theannual cycle of con- support World War. Therewascontinued Veneto oftheFirst andthecentenary ofannexthe 150th anniversary historicevents:the of twoimportant initiatives relatingtothecelebrations The Foundationpromotednumerous subjects attheUniversityofVerona. doing degreesineconomicsorlaw Zanotto, tosponsoryoungpeople study grants,namedafterGiorgio “I Fantastici15”.Itawardedthree promoted bytheVerona-based NPO na legofthefilmandautismfestival 60 Social Report |2016 Social Report - portant activitiesinthe Archdiocese portant Emilia-Guastalla, Carpi.The most im- ceses of Modena-Nonantola, Reggio theactivitiesofDio- supported e S.Prospero Religious Foundation In 2016,theBancoS.Geminiano RELIGIOUS FOUNDATION S. GEMINIANOEPROSPERO the celebrationsofPatronSaint. of ReggioEmiliareceivedfundsfor tains”). TheBasilicadiSanProspero sipario” (“The screen behind the cur dietroil event entitled“Loschermo canda of Vignola (Modena) for the and toculturalassociationFabri- of EnzoFerrariMuseumFoundation totheHouse ganisation ofconcerts, mote theHistoricCentreforor “Modenamoremio” Society to Pro- contributions includedthosetothe Choir AssociationofModena.Other Emilia andtheGioacchinoRossini the TheatresFoundationofReggio Theatre ofModenaFoundation, theMunicipal The Banksupported publishing activities Organisation ofevents,showsand tion ofthe“GalleriadeiBronzi”. Academy ofModenafortherenova- Petronio (Bologna)andtheMilitary age includedthosetoBasilicadiSan herit- made tosafeguardourartistic Bello” competition.Contributions Emilia topromotethe“IlTema più Dante AlighieriSocietyofReggio tributions wereagainmadetothe in honourofElioMonducci.Con- Reggio Emiliatoorganiseinitiatives Valbonesi, and to the Municipality of hibition ofworksbyMasterGianni the organisation of an ex- support Creativo AssociazioneCulturaleto Funds weredistributedtoConsorzio architectural heritage and Promoting cultureandartistic and assistance. andinfancycare ject formaternity theMIREpro- gio Emiliatosupport Donna edelBambino NPO ofReg- - Associazioneperl’Ospedaledella “La CasadiFausta”,andtoCuraRE Oncology forthesocialcareproject ChildHaematologyand to Support of the Polyclinic, to the Association stalled inthepaediatricsdepartment purchase ofanEEGsystemtobein- University Hospital of Modena for the NPO. Donationsweremadetothe - - (Pavia) to support their specific civil (Pavia) to support Jackets AssociationofCorteolona social fragility”;theLombardy Green the“SolidarityFundfor na tosupport in need;theMunicipalityof Cremo- centre foryoungpeopleand families theassistance evening tosupport CAF NPOofMilanforabenefit Codogno section; the Associazione to bedonatedLodiHospital– purchase of a “Blood gas analyser” nuovo Boccad’Adda(Lodi)forthe Il Volo degliAngeli NPOofCastel- cluded thoseto:theAssociazione The contributionsmadein2016- and solidarityspheres Initiatives inthehealthcare,social BANCA POPOLAREDILODI dation. Banca PopolarediCremonaFoun- Association fortheTerritory andthe Foundation, thePopolareCrema both directlyandthroughtheBPL to donations,theBPLDivisionworks WithLucca PisaeLivorno. regard di those oftheCassadiRisparmio Genoa and Chiavari, as well as cover theareasofCrema,Cremona, activities oftheBPLDivisionalso In additiontoitshistoricareas,the DIVISION BANCA POPOLAREDILODI by theearthquake. bursed torestorestructuresdamaged Diocese ofCarpi,fundsweredis- parish churchofMontecavolo.Inthe Poviglio and building work on the oftheparishchurch the rectory on restoration workwasperformed Diocese of Reggio Emilia-Guastalla, tro StudiMajestas–Modena).Inthe gious signsintheCity’s districts(Cen- research andpublicationsonreli- the “VivereilSapere”Foundation; pella MusicaledelDuomothrough training of thestudents of theCap- Rubbiano; themusicalandliturgical linago andtheoldparishchurchof ofS.AnnainPo- and oftheOratory Teresa (Modena) and Montecuccolo churches inCognento(Modena),S. Panaro, the restoration of the parish church ofS.GiuseppeinFelicesul tic restorationofthe mosaic inthe - ofS.Clementeandtheartis tuary and the Sanc- church of Bomporto consolidation worksattheparish of Modena-Nonantolaincluded:the University ofMilan toanalyseand project launchedin2015 with the 2016 saw the continuation of the FOUNDATION BANCA POPOLAREDILODI Strada (Lodi)foryouthbasketball. in A.S.D. OldSocksofSanMartino Livraga Ciclismocyclingcluband includedtheU.S. ciations supported eventforfamilies.Theasso- sports the IVeditionof“PlayallDay” of Lodi,whichcontributedtostaging Italiano,also C.S.I. CentroSportivo e Veterani cluband the delloSport as theLodi-basedLodigianoPionieri clubssuch made toamateursports Contributions wereonceagain andleisure Sport the AbbeyofSanDonato. (Varese) therestorationof tosupport nato ParishChurchofSestoCalende ing thedonationmadetoSanDo- of thelocalparishchurchesinclud- activities werecarriedoutonbehalf shareholders/customers. Numerous age initiativesaimedattheBank’s Foundation inCremonatoencour Antonio StradivariViolinMuseum Foundation inCremonaandtothe to theAmilcarePonchielliTheatre Contributions wereonceagainmade heritage artistic Promoting cultureandsafeguarding associations from2020. for newregistrationstoprofessional quirements oftheEuropeandirective the onlyoneinItalythatmeetsre- ritorial Management”forsurveyors, Degree CourseinBuildingsandTer a viewtofinancing“Three-year Technological Institution (Lodi) with tino BassiTechnical Economicand also disbursedfundstotheAgos- education ofadolescents.TheBank the publicationofabookonfood ImpreseofCremonafor fartigianato include the funds disbursed to Con- out byvariousorganisations;these numerous projects carried supported Banca PopolarediLodi’s activities educationandlearning Supporting serious disabilities. a residentialcentreforpeoplewith Pavia” NPOforthedevelopmentof tion madetothe“UnNuovoDonodi ties. Alsoofnotewasthecontribu- and environmentalprotectionactivi- - - sector andto organisationsthat entities thatoperateinthe health Foundation allocatedfunds both to The BancaPopolarediCremona FOUNDATION BANCA POPOLAREDICREMONA be organisedattheFoundation. (artist’sd’Artista tiles)continuedto mercy. Theexhibition ofMattonelle olare connected with the theme of masterpieces ownedbyBancoPop- there was an exhibition of Flemish afield.Finally,cal areaandfurther fromthelo- associations andartists exhibitions incollaborationwith space,organisingnine Bipielle Arte eventsstagedinthe art ed important year,every theFoundationpromot- Tempio dell’IncoronatainLodi.Like of theilluminatedmanuscripts nated totheFAI fortherestoration from thesalesofbooksweredo- for BolisEdizioni.Theproceeds Historic ResidencesoftheLodiArea heritage, itpublishedabookonthe public dormitory. Asregardsartistic Caritas Lodigianatoopenanew were initiativesincooperationwith tion ofCodognowassponsored,as oration withtheOperePieFounda- renovationprojectincollab- portant period 2015-2017.In2016,anim- euro 1.6millionforthethree-year which allocatedacontributionof called bytheCariploFoundation, Work andtheHome,wonatender which regards the spheres of Food, dation alsocontinued.Thisproject, collaboration withtheCariploFoun- Social Value” initiativefundedin cation anduse.The“Re-generating ing anappwhichindicatestheirlo- tors intheLodiarea2017,creat- to expandthenetworkofdefibrilla- was launchedwiththeASSTofLodi aprogramme dren. Furthermore, continued, assisting235newchil- disabilitieschildren withlearning to ofLoditoprovideITsupport try ofChildNeuropsychia- Department exam in2016.Theprojectwiththe took theirhighschooldiploma studentsthat to themostdeserving the aimofawardingstudygrants schools intheprovinceofLodiwith Lodi, involving year 5 students from together withBancaPopolaredi merit) projectcontinuedthisyear retail trade.The“ConMerito”(With reuse surplusfoodfromthemajor Cathedral. which beingthe work on the city’s oftic heritage, the most important - restoration ofmonumentsand artis thebutions weremadetosupport with disabilities.Numerous contri- tre foractivitiesdesignedthose the EquestrianRehabilitationCen- aswas2016” eventwassupported the “CremaEuropeancityofsport ofsport, saving day”.Interms ofthefifth“trainingonas part cluded thestudygrantsawarded food festival.Otherinitiativesin- tural associationforthewineand cul- area, and the “Imondidicarta” Museum ofCremaandthe nual catalogueeditedbytheCivic tion of“InsulaFulcheria”,thean- thepublica- Association supported collection.Alsoin2016,theart ing severalworksfromitsprivate first halfofthe20thcentury, loan- inthean exhibitiononCremaart tre, contributedtothecreationof oftheS.DomenicoThea- partner sphere, theAssociation,afounding hospital of Crema. In the cultural device totheOspedaleMaggiore massagenated anautomaticheart of theItalianRedCrossanddo- theworkthe Associationsupported regard tohealthcareassistance, perilVolontariato.Servizio With unteers” promotedbyCentrodi sponsored the“FestivalofVol- The PopolareCremaAssociation FOR THETERRITORY POPOLARE CREMAASSOCIATION Torriani. ity ofCremonaexhibitiononJanello contribution madetotheMunicipal- education andcultureincludedthe The variousactivitiesintheareaof bled bytheRedCrossofCremona. motorised wheelchairforthedisa- Community; thepurchasingofa the disabledbySanDanielePo purchasing ofavehicletotransport Incontro DonneAntiviolenza;the domestic violencebyAssociazione a safehouseforfemalevictimsof made towards:theconstructionof Robbiani NPO.Contributionswere organised bytheFondazioneCasa forthedisabled mini-apartments the“Afterus”the worktofurnish Activities inthissectorincluded of socialandindividualhardship. provide assistanceforvariousforms Social Report |2016 Social Report 61
social responsibility social responsibility Stimmatizzato enabled a charity Provincia Toscana diSanFrancesco Viareggio. Thecontribution made to filmontherailwaydisasterof short contributed totheproduction ofa to IlMondocheVorrei Association bled people.Thedonationmade tled “DaysofPuccini”,shotbydisa- filmenti- the productionofshort healthcare andsocialfacilities, for thespreadofclassicalmusicin Psychology AssociationofLucca and tion wasagainmadetotheArt rodegenerative disease.Acontribu- afflicted byararecongenitalneu- titled “AhouseforMatteo”,achild funds toberaisedforaprojecten- AICS Music Association enabled days. Thecontributionmadetothe holi- children fromBelarusonshort ciation whicheachyearwelcomes Project” asso- ARCI 690“Chernobyl commodate thedisabled,andto alsodesignedtoac- of anoratory La CalamitaNPOforthecreation were madetotheAssociazione In thesocialsphere,contributions Social andsolidarityinitiatives E LIVORNO CASSA DIRISPARMIO DILUCCAPISA ofGenoa. atory - and theNiccolòPaganiniConserv Amici delCarloFeliceassociation seasonpromotedbythe the concert in to young people that participated talent. Studygrantswereawarded in Genoaforthetrainingofyoung Drama School”attheTeatro Stabile sponsored the“MariangelaMelato Centre inMalawi.TheBankalso its commitmenttotheNutritional of Sant’EgidioinGenoaregarding theCommunity continued tosupport forthedisabled.Italso reserved of Chiavaritobuildasandyshore ject promotedbytheMunicipality pro- in “Thebeachforeveryone” working world.Bancoparticipated difficulties and helps them enterthe young peoplewithdisabilitiesand aninstitutionthattrainsCogorno, del Ragazzo di San Salvatore of Madonna delBambino-Villaggio theOperaDiocesana supported In thesocialsphere,itonceagain numerous entitiesinthelocalarea. Ligure madecontributionstosupport Banco di Chiavari e della Riviera RIVIERA LIGURE BANCO DICHIAVARI EDELLA 62 Social Report |2016 Social Report Union ofVeterans forthecel- ofSport sailing championships;theNational nai AssociationfortheOff Shore tion; theA.S.D.Diversamente mari- mal childreninthetopicof integra- with disabilitiesandtoinvolve nor works withschoolstohelpchildren non-profit associationwhichactively students; PuntoHandy, asocialutility dedicatedto organise adayofsport San FrancescodiSalesInstituteto to: the The Cassa provided support andLeisure Sport pality ofButi. eventsinthemunici- artistic-cultural cultural association for Artarchia Battle ofNikolajewka,andtothe ofthe mark the73rdanniversary the NationalAlpineAssociation,to Other contributionsweremadeto Safety for “Pisa loves safety 2016”. activities, andtheItalianInstituteof tion of Viareggio for its conference also madeto:theHoteliers’Associa- Contributions were show inFornaci. the organisationofFirstMay and totheFirstofMayCommitteefor ganisation oftheNotteBiancaevent Confcommercio ofLuccafortheor Contributions weremadetoAscom publishing activities Organisation ofevents,showsand Livorno. ceses of Pisa, Florence, Lucca and the work of the Archdio- supported food exhibition.Finally, theCassa Lucca SummerEdition”wineand Association helpedfundthe“Extra- fortheMaestroD’Olio The support High SchoolsofLuccaandModica. involved thestudentsofMusical ings entitled “To work, kids”, which organisedaseriesofmeet- ratory ofthe Cassa,theBrumierLabo- port and thekeyplayers”.With thesup- The events,thenews,economy Twentieth intheprovince. Century ofthe entitled “LuccaXX-Thehistory lication ofabookonlocalhistory Misericordia diMarialedtothepub- di The contributiontotheFraternità titled “TheGhostsofAuschwitz”. for thephotographicexhibitionen- agnana Photo-CinemaAssociation - Funds were disbursed to the Garf Promoting culture Bethlehem. a homefortheelderlyin supports gala to be held for the project that - - II Focolare NPO of Vigevano and the II FocolareNPO of Vigevano andthe Diocese ofNovara;forprojects ofthe of essentialitemsfortheCaritas and for theunemployed;purchase to assistfamiliesandprovide work esia, NovaraandVarallo forprojects society: themunicipalitiesofBorgos- ed toassistingtheweakersectionsof manyinstitutionsdedicat- supported The FoundationandtheBPNDivision Social andsolidarityinitiatives healthcare programmes. abilities andfortheimplementationof of people with dis- the transportation made forthepurchaseofvehicles addition tothese,contributionswere In tions toimprovepatientcomfort. Hospital ofAlba-Brareceiveddona- of healthcareequipment,whilethe forthepurchase received support ero andtheHospitalofAlessandria of Novara,theHospitalBorgoman- The “MaggioredellaCarità”Hospital Healthcare Foundation, AILandLILT). the sphereofoncology(Humanitas Valle d’Aosta, and to research in young businessesinPiedmontand a competitionbetweeninnovative Cup2016, organisation ofStart cubator ofTurin Polytechnicforthe to theI3P-InnovativeEnterpriseIn scientific researchandinparticular A specific commitment was made to by providingschoolITequipment. Foundation ofNovara),aswell projectoftheLucreziaTangorrary” the “RoboticEducationalLaborato- (Mirafiore FoundationinAlbaand schools omy” project)andprimary school pupilstowardsthenewEcon- schoolchildren(“Novara secondary tivities onbehalfoftheUniversity, withac- Education wassupported educationandresearch Supporting sphere. sports theamateur inparticular supporting worked alongside the Foundation, Banca PopolarediNovaraDivision The velopment oftheareaitserves. the economic,socialandculturalde- dation focusesoninitiativesaimedat The BancaPopolarediNovaraFoun- FOUNDATION BANCA POPOLAREDINOVARA its founding. of ebrations tomarktheanniversary which itoperates. and social progress in theareas in works topromotecultural,scientific Credito BergamascoFoundation FOUNDATION CREDITO BERGAMASCO dria for“Monferratoinmusica”. Eventi SonoriAssociationinAlessan- Stresa NarrativeAward, andtothe Pro LocoAssociationinStresaforthe award the2016PeacePrize,to dation inRome,fortheceremonyto tions weremadetotheDucciFoun- Coccia NPOinNovara.Contribu- of thetheatreseason the Teatro Jazz Festivalandfortheorganisation tions wereagainmadetotheNovara active intheculturalsector, contribu- other smalldonationstoassociations all’Opera”. Inadditiontonumerous the programmeentitled“Lascuola sor theTeatro RegioinTurin for the Foundationcontinuedtospon- As regardstheculturalsphere, Promoting culture event inPescopagano(Potenza). the“Ofantiadi”sports ued tosupport associations.Itcontin- sized sports Novara) andsmall-medium- nacria) androllerhockey(Azzurra like gymnastics,running(AtleticaTri- sports The BPNDivisionsupported andleisure Sport rini MuseuminVarallo. Museum in Vercelli andtotheCalde- weregiventotheBorgogna of art restoration andpromotionofworks Synagogue ofBiella.Fundsforthe restoration oftheSacredScroll Jewish CommunityofVercelli forthe nificant contributionwasmadetothe Vergine Assunta of Grignasco. A sig- toration oftheparishchurch res- these includedtheconservative heritage intheDioceseofNovara; for projects relating to buildings and The Foundation provided support and architecturalheritage Protecting andpromoting artistic and exploitation. the victimofviolence,badtreatment which helpswomenwhohavebeen azione eSperanzaNPOofNovara, dren ofNovara-Vercelli andtheLiber sociation ofParentsAutisticChil- was alsoprovidedtotheAs- Support 1515 AssociationofTurin.Certosa - tributing tothe fundingofgrantsfor Associazione InterculturaNPO, con- the area. TheFoundationsupported Palazzo Crebergandinthe local also promotingrelatedinitiatives in fromthisera, and othergreatartists with worksbyGiambattistaTiepolo was organised eighteenth century Another exhibitiondedicatedtothe head officeofCreditoBergamasco. painter EvaristoBaschenisatthe a showdedicatedtoBergamo-born its exhibitionactivitiesbyorganising of celebrated the10thanniversary Lombardia. InMay, theFoundation in Lodi,BergamoandRomanodi connected withthethemeofmercy of worksownedbyBancoPopolare lee ofMercy2016,withthedisplay travelling exhibitiontomarktheJubi- ised numerousshowsincludingthe Over theyearFoundationorgan- Promoting culture tumours. neo” for the earlydiagnosisofskin theresearchproject“Cliccail port the Fight against Tumours, to sup- was madetotheItalianLeaguefor contribution Bergamo. An important at PapaGiovanniXXIIIHospitalin radioterapia intraoperatoria”project the “IORT - Acceleratore lineare per in 2016theFoundationsponsored anteed thehospitaloveryears, ithasguar In additiontothesupport research Supporting students. one, alsoorganisingacourseforthe school inBergamothatdidn’t have secondary these devicestoevery masco Foundationdonatedoneof with adefibrillator),CreditoBerga- racing... latore” (Iwillgetyourheart ilcuore…condefibril- battere forte ofthe projectentitled“Tipart farò forSolidarity.Academy ofSport As ment ofthesoupkitchenandto monks of Bergamo for the manage- ciation ofBergamo,totheCapuchin kaemia, to the Palliative Care Asso- Association forthefightagainstleu- contributions made to the Paolo Belli tive issues.Otherinitiativesincluded by prisonersonpedagogicallysensi- “Spazio”, containing pieces written the publicationofamagazine, legality atBergamoprisonthrough for are-educationprojectin support The projectssponsoredincludethe Social andsolidarityinitiatives - niano The management of Banco S. Gemi- youngsters. protagonists weresporty with “OpenDays”atwhich the real Scaligera Basket and Blu Volley clubs the HellasVerona, was focusedontheyouthsectionsof arealotsofattention In thesports to ColognaVeneta school. primary youths, andtodonate cinema spacein Legnago, toconstructareadingand eas ofCorte it possibletorenovatethegamesar tives. Someoftheseprojectsmade localinitia- funds collectedtosupport ture and“CommunityProjects”,with cul- initiatives dedicatedtosport, through was supported The Banca Popolare di Banca PopolarediVerona Division THE LOCALAREA AND PROMOTIONALACTIVITIESIN SPONSORSHIPS, PARTNERSHIPS Club-Bergamo Section. ics club(Brescia),theItalianAlpine club (Bergamo),theParaticoathlet- the Valle Brembana-Zognoathletics these includedRunnersBergamo, clubs: by numerousamateursports andsocialspheresorganised sports in 2016tosponsorinitiativesthe Contributions wereonceagainmade andleisure Sport of Zandobbio(Bergamo). intheparish church wooden furniture Clusone (Bergamo),aswellsome in theChiesadelParadisochurch ered intheCappelladell’Addolorata ration ofacyclefrescoesdiscov- Foundation alsosponsoredtheresto- (Bergamo) wasalsosignificant.The ria churchinDesenzanoalSerio in theChiesadellaNativitàdiMa- and the Lunetta by Enea Salmeggia toration work carried out onthePala by GiovanBattistaMoroni.Theres- lo Cavagnaandtwomasterpieces don, threepaintingsbyGiovanPao- the workonapaintingbyParisBor and managed Foundation supported (Great Restorations) initiative, the of the“GrandiRestauri” As part and architecturalheritage Protecting andpromoting artistic students. serving study programmesabroadforde- S. Prospero supported asd S. Prosperosupported Social Report |2016 Social Report Molon andSanVitoin Cerea fordisabled Chievo Verona, a defibrillator Verona area numerous 63 - -
social responsibility social responsibility diso ofCamogli, ASDChiavariTig- Volleyeschi ofCogorno, GolfoPara- Entella Calcio, ASD Real Fi - Virtus clubs agement involvedthesports Chiavari edellaRivieraLigure man- The sponsorships of the Banco di Confcommercio Pisa. Confcommercio LuccaandAscom withAscom note wasthepartnership pollini cyclingrace.Finally, alsoof cio andtheGranFondoMarioCi- of Florence,Tau CalcioofAltopas- at youthsectors:IMediceiRugby initiativesaimed club, itsupported CRLucca withtheVirtus partnership as the continuation of the historic clubs,aswell Festival. Asforsports Lucca, andthe19thLuccaSummer “Conversations atSanFrancesco”in various culturalinitiativesincluding supported mio diLuccaPisaLivorno The managementofCassadiRispar schoolpupils. ondary project aimedatsecond-yearsec- “Guessing life”,aschoolguidance Lodiinitiative the Confartigianato of Gallarate.Itcontinuedtosupport school to theCesareBattistiprimary interactive multimediablackboards the localcommunity, donatedtwo bytheBankand the fundsupported Parents’ Associationwhich,thanksto project promotedbytheAGAMICA the“Wesupported cultivatelife” The BancaPopolarediLodiDivision Banca PopolarediLodiDivision roles, basedonmerit. women in high-level professional the balancedpresenceofmenand tion thatpursuesthegoaloffostering Reggio EmiliaModena, Finally, itcollaboratedwithEwmd school ofUnindustriaReggioEmilia. ed by the CIS business management tional ManagementMaster’s promot- - 2016/2017 editionoftheInterna the the trainingareaitsupported with highbusinesspotential,andin a competition for Start experimentation. youngsters andmusicalartistic Festival, apubliceventdedicatedto theEleva ing, andalsosupported ing meetingonthethemeofsav- Arci ofReggioEmilia In theculturalsphereitworkedwith ties orthatliveinchildren’s homes. olds, hostingchildrenwithdisabili- summer campsfor7to17 Gallesi whichorganisesmulti-sport 64 Cup EmiliaRomagna2016, Social Report |2016 Social Report for innovativeprojects There was support There was support with atrain- an associa- year- - which was“Language andcommu- sored “Cartolandia”, In 2016CreditoBergamasco Credito BergamascoDivision intheareaofwelfare. Consortium tribution was made to the SOL.CO clubsandacon- ofsports in support Sicily prioritywasgiventoactivities dation andneglect.Intheareasof replant 20treesdestroyedbydegra- ment helped ASSOCOMM Lanciani capital throughwhichthemanage- of thefirstCommunityProjectin was the development importance Centre.Ofparticular Services tary Clinica MediterraneaandtheVolun - tion ofHaematologyVolunteers and such ashealthcarewiththeAssocia- area, contributedtosocialissues and,intheNaples Observatory” the“ManlioMasiFoundation ported abuse, bullyinganddoping.Itsup- get togripswiththethemesofdrug schoolpupils which sawsecondary ised bytheMagistratesAssociation, della legalità”eventinRomeorgan- ed tothestagingof“LaNotteBianca Central-South managementcontribut- on theSestanteAzzurrotrophy. The of Pavia,andworkedwithschools the residential centre for the disabled let FoundationofAlessandriaand Community ProjectswiththeUspida- in VigevanoandNovaraonthe ciations ontheTraders campaigns Novara. It worked with local asso- skating world championships in vision wasmainsponsor The BancaPopolarediNovaraDi- Banca PopolarediNovaraDivision ment forthepaediatricdepartment. Navale ofChiavaritoprovideequip- beach inPagana,andfortheLega tion of a defibrillator onSanMichele Soccorso ofRapallofortheinstalla- of VillaBorzino,fortheVolontari del development ofthebasketballcourt for PallacanestroBusallathere- munity Projects”,fundswereraised dell’Aveto. Asregardsthe“Com- vari topromotetheareaofParco ject ofthetechnicalschoolsChia- Accoglienza nelParco”forthepro- Ospitalità Diffusa“UnaMontagnadi tablets andworkedwithConsorzio fordoinghomeworkusing platform hensive schoolfortheeducational families oftheChiavariIIcompre- the Genoa. TheBankalsosupported Volleyullio OutdoorandSerteco of the themeof of theice spon- of journalistic reports onthesuc- reports of journalistic the production and broadcasting and theirbusinessactivities through visibility ofcustomers,shareholders initiatives designedtoimprove the was anincreaseinthenumber of and projects.Atthesametime,there onsocialthemes ing theinformation broadcasters continued,consolidat- tional andlocalradiotelevision munities. Thecollaborationwithna- that operateinthevariouslocalcom- companies, entitiesandassociations or incollaborationwithinstitutions, either carriedoutdirectlybyBanco mote events,projectsandinitiatives conferences wereorganisedtopro- the localbanks.Numerouspress and through the historic brands of by BancoPopolarebothdirectly and socialinitiativesimplemented aspects ordedicatedtothecultural sitive, commercialandcorporate ten andissuedrelatingtopricesen- Over 200pressreleaseswerewrit- tion onprojectsofsocialrelevance. and locallevel,withspecificatten- on adailybasisatbothcorporate happenings, programmes and events works, sharingnewsandcontenton its activepresenceonthesocialnet- tional communicationchannelswith to supplementitsactivitiesviatradi- In 2016BancoPopolarecontinued RELATIONS COMMUNICATIONS ANDEXTERNAL families. geted at the youthsectorsandtheir forinitiativestar support particular and Atletica club, Volley BergamoFoppapedretti Atalanta Bergamasca Calcio football of severalleadingteamsincluding the localarea,bankwaspartner numerous amateurclubsin porting aswellsup- In theareaofsport, of theBresciaIndustrialAssociation. theGeneralMeeting also supported tators duringtheseason.TheBank which welcomedover 50,000 spec- sor “Creberg Teatro Bergamo”, also continuedtosuccessfullyspon- Festival ofBresciaandBergamo.It ofthe 53rdInternational part the ChamberOrchestraofEuropeas by Brescia itsponsoredtheconcert of Bergamo.AtTeatro over 70 schools from the province nication”. Thecompetitioninvolved Bergamo 59,showing Grande in Piano - local NPOs,which arededicatedto tives, incollaborationwith several and the“PastainSquare” initia- in Verona, Lodi,NovaraandLucca, unteers’ Festivals,whichtook place charity events:inparticular, theVol- Foundations involved in organising saw Banco Popolare and the local were held:variouslocalinitiatives work organisations and voluntary the worldofassociations,non-profit on conferences focusingparticularly of over 8,000 people. Around 600 different citiesandtheparticipation held with 20 appointments in 15 Popolari” (MeetingthePeople)was Another successfulseriesof“Incontri audio andvideoconferencingtools. through management andchairman inthemeetingsoftop participate to enableallcolleaguesremotely was usedonanumberofoccasions munication channel “Diretta Banco” companyevents,thecom- important of theGroupandsharingmost ticipation ofallcolleaguesinthelife objective ofencouragingthepar have donetogether. Inlinewiththe members anddescribewhatthey a spacetopromoteinitiativesforits of pensionersinthelocalareahas association launched, whereevery the websitewww.noipopolari.it was photographic content.Inthespring, ship, whichcontributedwrittenand ofitsreader greater participation to beproducedandinvolvedthe daily interesttoitstarget,continued lare workers which covers issues of publication forretiredBancoPopo- Noi Popolari,the4-monthlypaper average numberofdailyaccesses. cial events,andrecordedariseinits cial initiatives, local events and so- ers varioustopicssuchascommer daily newspaperforemployees,cov- tent. BANCO&NOIFlash,theonline and thequickconsultationofcon- new toolsforsearchingdocuments ulations, atthesametimeoffering content to the various company pop- porate, commercialandregulatory made itpossibletocommunicatecor more user-friendly companyintranet During theyearnew-lookand it), andalsothroughthespecific app. and online(www.lanotiziapopolare. newspaper, availableinpaperform “La NotiziaPopolare”,Banco’s free also to the ongoing publication of 130 business stories in total), thanks cess storiesofItalianSMEs(around - - - - Master donated byClotildeVenturi exhibition of some drawings by the es, which was accompanied by the rona site”bookattheVerona offic- Scarpa fortheBancaPopolare Ve- saw the presentation of the “Carlo in BergamoandLodi,thisyearalso to theexhibitionsonFlemishworks individual communities.Inaddition more accessibleandfamiliartothe with theaimofmaking our legacy the Bank’s collection completeart ings, drawingsandsculptures,from hosted manyworks,includingpaint- Mantua, Crema,Verona andLoreto Turin, Bergamo,Rovereto, Lodi, venues, as previously mentioned. Bergamasco Foundationatvarious exhibition stagedbythe point ofthe“Misericordiae -werethefocal of the17thcentury that spenttimeinGenoaatthestart close-knit groupofFlemishartists one of the leading figures of the del Wael -togetherwithVan Dyck, The Works ofMercybyCornelis Palazzo RealeinMilan. ” exhibitionat Genius andMemory Boccioni. on paperatthe“Umberto studies and oneofhispreparatory ternità was theexhibitionoffamousMa- importance exhibitions. Ofparticular vate institutionstobedisplayedat13 the Group’s workstopublicandpri- In 2016theBank“lent”over40of OF ARTISTIC HERITAGE CONSERVATION ANDPROMOTION recipes. was dedicatedtopastaand the Christmasbook“Pastaintavola” dedicatedtoanimals.Finally,Diary families withthe2016-17School for again. There was also support account with our bank, was held beach towelstothosethatopenan paign, whichinvolvedgivingaway di MareDiventaPopolare”cam- Year”. Lastyear’s successful“Voglia Storiesfora the well-known“Short with oneofhismostfamousworks, dedicated towriterLuigiPirandello lare”, producedinthespring,was ond volumeof“LaBibliotecaPopo- different seasonsoftheyear:sec- ers weredesignedaccordingtothe The promotionalproductsforcustom- have beenmarginalised. assisting peopleindifficultyorthat painting byGaetanoPreviati Credito Vultus” tico.bancopopolare.it. can beseenatwww.patrimonioartis- sheets. TheentireGroupcollection mous works, and toidentify original anony- tribute aseriesofotherwise to a close, making it possible to at- cataloguing of154drawingscame covered andrestored.Thescientific the 1964Venice Biennale,werere- Tavernari, oneoftheprotagonists Vittorio fibreglass sculpturebyartist 20th paintingsandamonumental drawings,some Some 19thcentury areas ofthefloor. positioned onundecorated the artist designs by twist with colourful ern idea ofrecreatingthemwithamod- rugs.Thisledtothe to moremodern the ancientPatricianvilla,precursors in closedialoguewiththemosaicsof kon. ThesnakesofDario specific installation called “Pharma- venue. Thecuratordevelopedasite- vocationasanexhibition particular ited initsentirety, demonstratingits of PiazzaNogara,whichcanbevis- was breathedintotheRomanDomus -newlife moter of‘outsider’artists ration withtheLAOFoundation-pro chio Museum.Thankstothecollabo- Carlo ScarpaArchiveofCastelvec- Scarrazai andValter Rossettotothe Social Report |2016 Social Report Righetti”, 65
social responsibility social responsibility counts, waslaunchedandrefined. the financialcostsofdebt-riddenac- accounts’andlowering ‘virtuous added advantage of remunerating management,withthe mise treasury ies thatmakesitpossibletoopti- pooling operationforreligiousbod- Together withtheSalesianscash also signed. Schoolswas Federation ofNursery of the Italian part schools forming to around2,000privateCatholic advanced paymentofcontributions laypersons. Anagreementforthe neto forthetrainingofpriestsand the TheologyFacultyofTrive- tival andtheteachingactivitiesof theBiblicalFes- The Banksupports Institutions. Associations, schools and Religious Religious Congregations,Voluntary Religious Entities,ParishChurches, theactivitiesof tal thatsupports ship withReteSicomoro,thefreepor In 2016itconsolidateditspartner Pence. the depositsofFaithfulforPeter’s and since2016it has also received of Pope Francis to the mostneedy parish churchestodistributethealms suing thechequestodeliver priests. OurBankwastaskedwithis- it paysthesalariesof35,000Italian Sustenance oftheClergy, forwhom with theCentralInstitutionfor 2016 itconsolidateditsrelationship ian EpiscopalConferenceandin banksoftheItal- one ofthetreasury cese. Foroveradecadeithasbeen collaboration withtheItalianDio- In 2016ourinstitutionrenewedits tions. relations withlocalreligiousinstitu- has promotedthedevelopmentof For severalyearsBancoPopolare institutions and catholic 66
other Social Report |2016 Social Report
church
religious
- - into taxcredits. laws inforce,ofdeferredtaxassets pursuantto thetax transformation, credits mainlyduetotheeffectof expenses asithadaccumulatedtax previous yeardidnotleadtonet activities. Thepositiveresultsofthe of thevalueaddedgeneratedbyits taxes it owed, corresponding to 44% ment, mainlyregardingtheindirect - euro 268.7milliontotheGovern Popolare Groupmadepaymentsof 2016 financialyear, theBanco Despite the losses it postedinthe GOVERNMENT of financialservices. pany andtax-payer, andasupplier in itsguiseasbotharesidentcom- and localinstitutionsbusinesses tains relationswithpublicauthorities The BancoPopolareGroupenter and public (*) Total Indirect taxesandduties Income tax Taxes andduties IThe 2015figureshavebeenrestatedincompliancewithIFRS5andtoenablealike-for
other
administration
stakeholders
- Office processed1,811cases. theTaxlice Departments, Assessment Tax AuthorityorfromItalianTax Po- assessments receivedfromtheItalian Giustizia. Asregardsrequestsfortax the Single JusticeFundfrom Equitalia aged 6,909registrationrequestsfor people. ThesameOfficealsoman- 14,026 ordersregarding24,112 ies Officereceivedandprocessed the BancoJudicialAuthorityInquir from theJudicialAuthority, in2016, regards managingrequestsreceived money launderinglegislation.As and requirementsrelatingtoanti- regards investigations,assessments Administrative andTax Authoritiesas with theJudicialAuthorityand The Groupofficesactivelycooperate ACTIVITIES AND ANTI-MONEYLAUNDERING RELATIONS WITHTHEJUDICIARY 11/0631/12/2015(*) 31/12/2016 -240,273 -268,716 -28,443 -like comparison. -251,798 750,595 498,797 - cated above,inapplicationoflegal ronmental andsocialproblemsindi- safety andsoon.Aswellastheenvi- areas ofquality, theenvironment, inthe of supplierswithcertification also reflectedinitsincreasinguse safeguarding oftheenvironmentis Group regardingtheprotectionand The principleimplementedbythe employees andtheenvironment. safety regulations regarding their with completerespectforhealthand work withhighqualitystandardsand ties tonewsuppliersintheareathat - and offering development opportuni historic suppliers both confirming the historicareasoflocalbanks, Popolare’s purchasesweremadein In 2016around60%ofBanco suppliers 1,000 1,500 2,000 2,500 500 0 727 2007 60.9% 1,170 2008 Number of certi ed suppliers and year-on-year %growth suppliersandyear-on-year Number ofcerti ed 3.4% 1,210 2009 3.1% storage ofthedocumentsproduced production ofwasteandscrap,the tion oftonerwiththeconsequent thispaper,transporting theconsump- in additiontothecostofstoringand equivalent of 300,000 sheets of A4, of almost600reamspaper, the it possibletoavoidtheconsumption ised the entire process. This made electronically, havingdematerial- aged theentiresupplierrelationship man- Last yearthePurchasesService correctly managetheiremployees. that theypaytheircontributionsand ance) bycompaniesasaguarantee ofsocialsecuritycompli- (certificate the presentationofavalidDURC es ourGroupsystematicallyrequests contracts andthepaymentofinvoic- during thephasesofsigning employees ofsuppliercompanies, approachinordertoprotectthe ary requirements andwithaprecaution- 1,248 2010 20.8% 1,507 2011 12.7% 1,699 2012 13.5% 1,928 2013 • • • • • verification ofsituationsconcerning: involve the prior Purchases Service all thepurchasesmanagedby Finally, itshouldalsobenotedthat far from environmentally-friendly. aspects thatmadetheoldprocess in specificarchivesandmanyothers 10.8% 81/08 (formerly no.626). 81/08 (formerly controls resultingfromLaw tive Decreeno.231/2001; aforementioned ItalianLegisla- principles establishedbythe respect fortheprovisionsand thorities; ties connectedwiththepublicau- transactions carriedoutwithpar laundering legislation; the applicationofanti-money conflicts ofinterest; 2,136 2014 Social Report |2016 Social Report 3.5% 2,211 2015 12.4% 2,486 2016 67 -
social responsibility
THE ENVIRONMENT environment ing one piece of hazardous waste. ing one piece of hazardous waste. was collectedandprocessed,includ- 1,221,922 kgof“specialwaste” cording tothelawsinforce;total sible companiesanddisposedofac- periodically collectedbytherespon- es, expiredmedicinesetc.)whichis - products, inkribbons,inkjetcartridg andsimilar defective tonercartridges ment of“specialwaste”(usedand/or focusonthemanage- with particular carried outusingtheusualmethods ofwasteis The collectionandsorting WASTE COLLECTION AND DISPOSAL respect environmentallegislation. lare Groupin2016foritsfailureto ties wereissuedto the BancoPopo- themes). Nosignificantfinesorpenal- with environmentallysustainable project financeinitiativesconnected energy ortheattentionitfocuseson hoc forthefinancingofphotovoltaic ties (suchastheproductscreatedad newable sources)andindirectactivi- or thepurchaseofelectricityfromre- ties (e.g.theuseofregeneratedtoner system. Itcarriesout both directactivi- its operationscouldposetotheeco- ties tocombatthebiggestthreatsthat outactivi- the environment,carrying Banco Popolarestrivestosafeguard environment respect 70 Type paper:comparison2016-2015 Consumption oftonerandcartridges, 2016 Disposal bymaterialtype(kg) 2015 All materials are subject to recovery exceptformixedpackagingwhich isdisposedof All materialsaresubjecttorecovery (*) Off-lineequipment:calculators, typewriters,moneycountingmachines,faxphotocopiers A3 paper(5.8kg/ream) 4ppr(. gra) 7,4 ,6,8 3,9 2,005,416 835,590 1,862,988 776,245 A4 paper(2.4kg/ream) Toner (cartridges) Social Report |2016 Social Report
for
cardboard Paper and 1,143,570 1,135,940 the
uniyK.Qatt g uniyKg. Quantity Kg. Quantity Kg. Quantity 37,445 ,7 13,787 2,377 packaging 29,740 30,860 2016 Mixed sion basedontheprinciplesofen- In implementingastrategyandmis- The managementofenergysources ENERGY EFFICIENCY thorised wastedisposalcompanies. materials arehandedovertotheau- cording tothe regulations inforce,the process,carriedoutac- the sorting from theofficesandbranches;after regularly on the basis of notifications and maintenancework,iscarriedout cines), derivingfromredevelopment andexpiredmedi - oldforms parts, er, batteries,neonlights,equipment materials (officemachines,usedton- ofvarious The completerecovery the goalofoptimisingconsumption. for thethreemainprintermodelswith management oftonerrefillsisactive kind ofconsumption;theautomatic duce the environmental impact of this the Groupare“regenerated”tore- usedby 80% ofthetonercartridges recycling ofwastematerialistoner. product usedthatderivesfromthe to apapermillforpulping.Themain system), andrecycled;itisthentaken tered withSISTRI(traceabilitycontrol sponsible companies,whoareregis- and periodicallycollectedbythere- Paper iscollectedintransparentbags able bytheindividualmunicipalities. dispose of it in the bins made avail- is managedbycleaningstaffwho the businessunits(rubbishbinwaste) dayby The wasteproducedevery ..36,657 n.a. Used toner cartridges 10,160 5,320 1,568 2015 components hazardous equipment containing Out ofuse 2,200 ,9 16 51.6% 51.6% 9,094 - energy needs (form ofenergy that energy needs(form tion andusedtomeetintermediate erating boundariesoftheorganisa- of energyproducedoutsidetheop- energy;indirectenergy:form mary ofpri- of theorganisation,interms falls withintheoperatingboundaries ofenergy that direct energy:form into theatmosphere,derivingfrom: 12,514 tonnesofCO2equivalent Popolare Group emitted a total of During thesameyear, theBanco 35,423 tonnesofCO2equivalent. the atmosphericemissionofaround the BancoPopolareGrouptoavoid equal to108,784MWh,enabled CVA Trading and AGSM in 2016, amount ofelectricitypurchasedfrom The renewable energycertification. Group with“GuaranteeofOrigin” the electricitytheyselltothe certify of environmentalsustainability. interms quality ofitsenergyportfolio economic conditionsaswellthe to guaranteethemostfavourable identified ascompaniesthatareable and AGSM ket electricitysuppliersCVA Trading dated its relationship with free mar years Banco benefits. For this reason, over the that isabletoguaranteethebiggest sources representsasalientelement ability, theuseofrenewableenergy ofenvironmentalsustain- In terms atives asthemostappropriatetools. electricity andenergyefficiencyiniti- has identifiedthepurchaseof“clean” vironmental sustainability, theGroup n.a. Out of use offline Out ofuseoffline equipment 14,960 30,643 Energia, whichithas Var.2016/2015 Popolare hasconsoli- -7.1% 2.1% (*) removed from Components equipment 23,942 19,235 -7.1% n.a. Both - recover thequantityofheatcon- the heatgeneratedbycombustion, boilers which,aswellexploiting condensation ers withmoremodern the replacementoftraditionalboil- The energyefficiencyplaninvolved energy. ofprimary energy interms ted tothegradualreductionofdirect Banco Popolare,whichiscommit- environmental policyintroducedby 2016 sawthestrengtheningof pursuing energyefficiencygoals, As regards the activities aimed at hire carswithdriver, trainandplane. gy, derivingfrombusinesstripsusing ener ofprimary ganisation, interms the operatingboundariesofor ofenergy outside rect energy:form other indi- energy into other forms); primary was produced converting their global warming potential. their globalwarming (*) Environmentalsustainability parameter usedtocomparetheemissions ofgreenhousegasesconsidered,specificallyCO2,NH4andN20, onthebasisof Scope 1 Utilities Gas, diesel,electricity, districtheatingandwaterconsumption:comparison2016-2015 Total emissions Other indirectemissions-scope3 Indirect emissions-scope2 Direct emissions-scope1 Total consumptionwithinorganisation Scope 3 Total consumptionoutsideorganisation Total energy Scope 2 (*) Direct consumptioninblue,indirectgreen,othergrey (***) (**)
generation ofelectricity. the waterconsumedderivesfromnetwork;amountdrainedisequivalenttodrawnanddischargedinto district renewable energy. undercertified usedfor“residential”purposes).Thisallocationdoesnotmakeitpossibletoincludethisportion company policy(utilitiesforproperty of the total consumption, 349,957 MWh (0.32% of total consumption) is the amount of electricity still allocated to the non-eligible market, as per Gas Kerosene -air District heating(**) Diesel -automotive Diesel -automotive Electricity (*) Diesel -heating Electricity-rail Water (***) heating uses the heat produced by cogeneration thermoelectric heating power uses plants. the The heat emissions produced have by therefore cogeneration already thermoelectric been considered in the - - 2016 u kWh kWh kWh emitted intotheatmosphere. 118.3 tonnesofCO2equivalentnot tion of365,297kWh,foratotal a reductioninelectricityconsump- ing unitsandheatpumps,enabling stallation of high-efficiency refrigerat- dition, thesameplaninvolvedin- emitted intotheatmosphere;inad- 35.9 tonnes of CO2 equivalent not m3, foratotalforecastquantityof of methanegasbyaforecast18,294 possible toreducetheconsumption Group in this area in 2016 makes it The action plan implemented by the atmosphericemissions. sult, harmful recorded inthefield)and,asare- gas byaround15%(averagefigure reduced theconsumptionofmethane them. Theoverallheatperformance tained inexhaustfumesbycooling . TEP m c400594,215,215 4,080,529 mc mc GJ GJ GJ t l l l 11,660 . 12,514 e e t 740 114 0,3,2 114,695,265 109,133,523 ,1,7 3,023,491 2,114,477 ,8,5 1,369,305 1,189,153 7,6 555,382 572,364 7,0 211,149 173,403 9,6 635,140 597,562 5,9 587,823 756,697 8,9 625,171 589,392 54059,528 55,400 55026,648 25,550 Per cap. 2016 8,170 2016/ Tonnes ofCO 95 0.68 0.04 0.01 0.73 2 equivalent(*) 2015 9,969 134 2015 12,509 13,334 2016/2015 708 117 Variation tives. TheBancoPopolareGrouphas andrationaluseinitia- conservation must beappointedtooverseeenergy to Law10/91anEnergyManager threshold of1,000TOE,according annual consumptionexceedsthe sectors,whose andtransport tertiary For consumersbelongingtothecivil, Manager. agement is thefigureof theEnergy in theareaofefficientenergyman- ofnote One finalelementworthy ditional greenhousegasemissions. nificant atmosphericemissionsorad- was installed.There are noothersig- to theclimatetypewheresystem erated duringtheyear, according the basisofactualbenefits gen- avoided emissionswereforecaston The energysavingsandrelative -30.1% -29.3% -13.2% -17.9% -18.1% 28.7% -5.7% 49 ,3. 6,536.8 6,335.4 -4.9% -6.9% -4.1% -5.9% 3.1% 3.2% Per cap. 2015/ Social Report |2016 Social Report e capita Per 0.71 0.04 0.01 0.76 122.7 236.9 2016 33.2 0.01 69.0 10.1 1.48 34.6 43.9 34.2 0.47 3.2 the sewers. 2016/2015 Var. e capita Per -6.79% -2.79% -6.15% 4.49% 172.3 240.2 2015 31.7 0.01 78.0 12.0 1.52 36.2 33.5 35.6 0.57 71 3.4
environment environment tember, many pool cars have been users cantraveltogether. Since Sep- makes itpossibletosharecarsso tuned and,whenbookingatrip, on the company intranet was fine- The procedureforbookingpoolcars passive safetydevices. our fleet are equipped with specific ropean Commission,themodelsin In linewiththeindicationsofEu- ed foranincreasingly‘green’fleet. not exceed120mg/km)wereselect- CO2 emissions(theaveragedoes lution regulationsandwithreduced tions that respect Euro6Fap anti-pol- &Stopfunc- consumption, withStart costs. Dieselmodelswithreduced reducerunning models tofurther gine sizes and low-consumption posed ofvehicleswithreduceden- In 2016thecompanyfleetiscom- Company cars systems (e.g.photovoltaic). sibility studiesonrenewableenergy correction ofelectricalsystems;fea- heating systems;thepowerfactor systems; theremotemanagementof adoption ofhigh-efficiencylighting sation boilersandheatpumps;the conden- lation ofhigh-performance ficiency solutionssuchastheinstal- ally tasked withstudying energy ef- company.service Theyareperson- Management, theGrouprealestate ager was identified at tioned threshold.TheEnergyMan- consumption exceedstheaforemen- ager forallGroupcompanieswhose chosen toappointoneEnergyMan- 72 Average annualdistancetravelledpercarinkm Fuel suppliedinlitres of which:pool for personalandbusinessuse Refrigerating unitsandheatpumps Emission reductionmeasures* Data onlyrefertoItaliancompanies collaborators * Excluding6carsallocatedtoexternal Vehicles available Banco PopolareGroupcompanycars timeframe ofayearfromtheinstallationsystemasreferenceandonbasis ofthedifferentclimatetypeswheremeasureswerecarriedout * Energysavingsandtherelativeavoidedemissionswereforecastonbasisofnumberhoursdaysoperationsystemsconsidering Condensation boilers Social Report |2016 Social Report BP Property BP Property been completely reimbursed) by whose financingoperationshave ing discontinuedprojectsandthose 31/12/2016 (thereforenotinclud- asat the BancoPopolareportfolio graphics showthesegmentationof facilities financedbyBanco.The technology) achievedthankstothe duction inemissions(byfinanced lowing graphic shows the total re- estimated 153,000tonnes.Thefol- of carbondioxidetothetunean with loweratmosphericemissions the Groupgenerated288.2GWh, in 2016thefacilitiesfinancedby in previousyears.Itisestimatedthat ithaddeveloped tain theportfolio electric sector, continuingtomain- inthehydro- activities, particularly toanumberofsmall-scale support facilities. To thisend,Bancolentits new renewableenergyproduction the contractioninfinancingof funding instruments.2016confirmed energies sectorthroughdedicated opment ofprojectsintherenewable thedevel- mental issues,supporting cuses specificattentiononenviron- ment, theBancoPopolareGroupfo- - Through theBusinessFinancedepart tection ofenvironmentalpro- Indirect forms at thesesitesthatneedtoplantrips. still availabletoemployeesworking and BergamositeswithVerona is The busthatconnectstheModena to thetuneof50,000litreswater. zero chemicalresiduesandsavings washed withoutwaterresultingin Num. 92 42 365,297 (kWh) 18,294 (mc) savings Energy installed capacity. cording to number of facilities and financed technology, divided ac- 1,509,865 savings Energy 1,324 24,866 618 2016 460 305 765 Tonnes 118.3 co 35.9 1,586,646 2 e 26,874 2015 323* 415 738 120 150 180 30 60 90 0 W -Wind energy PV -Photovoltaic H -Hydroelectric BM -Biomass BG -Biogas 26.1 BG 9.59% W as at31December2016 of projectsbytechnology % Breakdownofnumber 9.59% BG Projects bytechnology 23.4 CO2 emissionsavoidedin2016-facilities nanced BM BG 56.16% PV BM 24.1 8.22% BM H 16.4% H H PV Thousands oftonnes 23.6 PV 1.91% BM 1.86% BG 5.12% H 12.99% PV W Breakdown ofinstalledcapacity as at31December2016 Capacity bytechnology 55.8 by technologyinMW W Social Report |2016 Social Report 153.0 Total 78.12% W 73
environment
THE ECONOMIC REPORT the economic report 76 Social Report |2016 Social Report consolidation thatincludesthePar regards thewholescopeof report ofthesocial The scopeofreporting value distribution production Diluted EPS Basic EPS - Average - Minimum - Maximum Official closingpricesofthestock Number ofoutstandingshares Banco Popolarestock Leverage ratio Liquidity CoverageRatio(LCR) Tier 1capital/Tangible assets Total capitalratio Tier 1capitalratio Common equitytier1ratio(CET1capitalratio) capitalisationandliquidityratios Regulatory Gross loans/Directfunding Net tradingderivatives(***)/Total assets - hedgingderivatives/totalassets - tradingderivatives/totalassets Derivative assets/Total assets Financial assetsandhedgingderivatives/Total assets Other ratios Net badloans/Shareholders’equity Unlikely topay/Loanscustomers(net) Net badloans/Loanstocustomers(net) Credit riskratios(%) Operating expensesperemployee(**) Operating incomeperemployee(**) Loans tocustomers(gross)peremployee(**) Operational productivityfigures(000sofeuro) Operating expenses/income Net feeandcommissionincome/Operating Financial margin/Operatingincome Profitability ratios(%) measures performance Alternative Financial andeconomicratios (****) atios were calculated excluding the economic effect of the FVO. Thefigures relating to the previous periodhave been restated to provide alike-for-like comparison. (***) (**) (*)
detachment of the relative rights)have been amended by applying the adjustment factor provided by Borsa Italiana (0.741939). Durin Financial Position “Financial assets held for trading” and item 40ofliabilities “Financial liabilities held for trading”. The a previousthe table. Arithmetic The r ggregate ofnet trading derivatives corresponds to the mismatch, inabsolute terms, between the derivatives included under item 20ofassets in the Statement of g the year, a share capital increase operation was concluded; the prices ofBanco Popolare stock prior to 6June 2016(start date of share capital increase and average calculated onamonthly basis which does not include the Directors and Statutory Auditors ofGroup companies, the amount ofwhich is shown in
and of
added
- trated in Part AoftheConsolidated trated inPart Financial Statementsarefullyillus- the preparationofConsolidated and legislativereferencesrelatingto ciples, methodologicalclarifications dation, thegeneralpreparationprin- composition ofthescopeconsoli- andaffiliatedcompanies.The sidiary Cop. andallItalianforeignsub- ent CompanyBancoPopolareSoc. 11/06()31/12/2015(*) 31/12/2016 (*) companies onaconsolidatedbasis. Banco Popolareandofsubsidiary situations oftheParentCompany reflects theincomeandequity report systems.Thesocial pany information been extracted from various com- ther details.Thefiguresshownhave which thereaderisreferredforfur Notes totheFinancialStatements, 2,6,1 362,179,606 827,760,910 3.54 (****) 1.79 (****) 9.15 (****) 5,003.10 219.88% 103.40% 16.17% 13.08% 12.97% 21.85% 82.36% 149.6% 184.1% 81.29% 43.08% 47.14% -2.774 -2.774 4.23% 4.39% 1.33% 0.38% 1.34% 1.72% 8.22% 8.23% Social Report |2016 Social Report 5,028.10 180.95% 103.89% 15.91% 13.15% 13.15% 22.85% 76.04% 141.7% 215.8% 65.65% 38.91% 46.05% 4.98% 4.98% 1.03% 0.41% 1.89% 2.30% 9.42% 8.24% 13.89 16.33 1.173 1.173 8.91 77 -
the economic report the economic report above, 2016closedwithalossof Business system.Evengivenallofthe nities andtheenvironment peripheral Management,Commu- sources, Shareholders,Centraland Suppliers,HumanRe- social report: main stakeholdersconsideredinthis specific referencetosomeofthe with terms, it interacts in monetary socio-economic systemwithwhich tions between the enterprise and the its distribution,expressingtherela- and which addedvalueisformed view tohighlightingtheprocessby ed incomestatementitems,witha made by reclassifying consolidat- More specifically, thecalculationis statements andthesocialreport. between theconsolidatedfinancial added valueasanaccountinglink This structureenvisagesdetermining banking sphereintoaccount. which takesthespecificnatureof of GlobalAddedValue (G.A.V.), in thecreditsectorforcalculation for thepreparationofsocialreports structure containedintheABImodel Group hasadoptedthereference consumption). Likelastyear, the (so-called for goodsandservices tween totalrevenuesandcosts It iscalculatedasthedifferencebe- duction andcommercialcapacity. ofitsorganisational,pro- by virtue wealth generatedbyanenterprise Added valuerepresentstheoverall ITS DISTRIBUTION ADDED VALUE AND 78 Shareholders Human resources Suppliers tableofglobaladdedvalue Summary “Consolidated” globaladdedvalue Business system Community andtheenvironment Central andperipheralmanagement Social Report |2016 Social Report allocated tohumanresources,sub- a largeshareofthis component is 2016, wecanseethat,likelastyear, added valueasat31December Looking atthedistributionofglobal equate levelofcapital(reserves). depreciation) andtomaintainanad- and production factors(amortisation withheld bythecompanytoreplenish ratherthanbeing ous counterparties, generated isdistributedtothevari- ofthewealth value showswhatpart statement ofdistributionadded euro 2,915millionlastyear. The compared tothepositivefigureof corresponded toeuro607million, Value for2016waspositiveand The Consolidated Global Added OF ADDEDVALUE CALCULATION ANDALLOCATION the BancoPopolareGroup. for 2016 of Annual Financial Report financial statements,containedinthe on Operationsfortheconsolidated to theResultssectionofReport ment items, the reader should refer financialstate- of themostimportant nancial resultsandthebreakdown For detailsoftheeconomicandfi- the planformergerwith BPM. loans,asenvisagedby performing strengthening thecoverageofnon- pact ofhigheradjustmentsrelatedto 430.1 million),mainlyduetotheim- Group hadrecordedaprofitofeuro euro 1,681.7million(in2015,the -1,931. negative andcorrespondedtoeuro the businesssystemin2016was share ofaddedvaluewithheldby result recordedbytheGroup, ofthenegative 3.2 million.Byvirtue the basis of the 2016 result was euro value assigned to the community on indirect taxes.Theshareofadded million, mainlyduetotheeffectof in 2016wasapositiveeuro268 central andperipheralmanagement share ofaddedvalueattributableto dends totallingeuro55million.The considering thedistributionofdivi- 2015 was a positiveeuro36million, figure distributedtoshareholdersin minority interests.Theaddedvalue not whollycontrolled,relatingto recognised bysubsidiariesthatare the impactofshareresults to euro-22.8million,mainlydue 2016 isnegative,andcorresponds share distributedtoshareholdersin other administrativeexpenses.The recurring chargesrecognisedunder 772 lastyear, followinghighernon- euro 824million,comparedto assigned tosuppliersin2016was value. The share of added value on theextentofdistributableadded above, which had a significant effect non-recurring componentsdescribed the impactofextraordinary, stantially inlinewith2015,despite 11/0631/12/2015 31/12/2016 -1,931 1,466 824 268 607 -23 3 1,425 1,169 2,915 -500 772 36 12 Total globaladdedvalue Total economicvaluewithheld–businesssystem Net income allocated to reserves andnon-distributableprofits Net incomeallocatedtoreserves Taxes onincomefromcontinuingoperations Value adjustmentsongoodwill Profits (losses)ofequityinvestmentsrelatingtocurrencylosses/gains Adjustments to/recoveriesonintangibleassets Adjustments to/recoveries on property andequipment Adjustments to/recoveriesonproperty Provisions forrisksandcharges Total economicvaluedistributed Economic valuedistributedtothecommunityandenvironment Profit assignedtopurposesofassistance,charityandinthepublicinterest Other administrativeexpenses:donations Economic valuedistributedtoCentralandperipheralmanagement Taxes onincomefromcontinuingoperations Other administrativeexpenses:indirecttaxesandduties Economic valuedistributedtoshareholders Profit distributedtoshareholders Net income(loss)attributabletominorityinterests Economic valuedistributedtohumanresources Personnel expenses (including expenses for external networks) Personnel expenses(includingforexternal Economic valuedistributedtosuppliers Other administrativeexpenses(netofindirecttaxes,dutiesanddonations) Total economicvaluegenerated Income (loss)aftertaxfromdiscontinuedoperations Profits (losses)ondisposalofinvestments Other operatingincome/expense Net losses(recoveries)onimpairment Profits (losses)onfinancialassetsandliabilitiesdesignatedatfairvaluethroughprofitloss Profits (losses)ondisposalsorrepurchases Profits (losses)onhedging Profits (losses)ontrading Dividends andsimilarincome Fee and commission expense (net of expenses for external networks) Fee andcommissionexpense(netofexpensesforexternal Fee andcommissionincome Interest andsimilarexpense Interest andsimilarincome (amounts inmillionsofeuro) “consolidated” globaladdedvalue Statement ofcalculationanddistribution 11/0631/12/2015 31/12/2016 Social Report |2016 Social Report -1,466 -2,488 -1,006 -2,538 -1,466 1,682 1,403 2,325 1,931 -607 -279 -268 -103 -824 -240 -824 617 124 325 607 -77 -33 -28 -10 -83 23 17 36 60 24 23 -3 -3 3 1 - - -1,425 -1,208 -2,915 -1,168 -1,746 -1,425 1,498 2,779 2,915 -370 -682 -116 -772 -252 -772 -921 141 751 365 379 499 -12 -36 79 -65 -77 -55 -71 19 75 31 -6 -7 -7 -4 -3 1 -
the economic report the economic report 80 Social Report |2016 Social Report INDEPENDENT AUDITORS’REPORT Social Report |2016 Social Report 81
the economic report
84 Social Report | 2016 Social Report | 2016 85 table of indicators
The table below is designed to facili- Report as compared with the requi- tate readers by reporting an index of sites of the GRI G4 guidelines. the main content of the 2016 Social
General Standard Disclosures Page Notes
Strategy and Analysis G4-1 Statement from the Managing Director 3 G4-2 Provide a description of key impacts, risks, and opportunities 12, 13, 21, 23, 27, 28, 29 Organisational profile G4-3 Name of the organisation 6, 18 G4-4 Report the primary brands, products, and services 6, 18, 19, 31, 39-44 G4-5 HQ location 10, 18, 19 Report the number of countries where the organisation G4-6 19 operates 7, 9, 18, Report on corporate governance G4-7 Nature of ownership and legal form and ownership structure, paragraph 2 G4-8 Markets served 19, 34-36 G4-9 Scale of reporting organisation 10, 18, 30, 36, 45-47 G4-10 Characteristics of workforce 47,48 All employees of the Group’s Italian companies are covered by the National Collective Credit Contract with the exception of Tecmarket Servizi S.p.a. which G4-11 Employees covered by collective labour agreements 53 is covered by the National Collective Commerce Contract and Arena Broker S.r.l. which is covered by the national contracts in the insurance sector G4-12 Describe the organisation’s supply chain 65 Report any significant changes during the reporting period G4-13 regarding the organisation’s size, structure, ownership, or 6-13, 18, 19, 21-22 its supply chain G4-14 Precautionary approach 21, 23, 27 Adoption of externally developed economic, social and G4-15 17, 29 environmental charters and principles G4-16 Memberships of associations and organisations 29 Material Aspects and boundary of the report 17, 19, Annual financial G4-17 Entities included in the Consolidated financial statements report 2016 G4-18 Process for defining report content 27-28 Material Aspects identified in the process for defining report G4-19 27; 83-89 content G4-20 Material Aspects within the organisation 28 G4-21 Material Aspects outside of the organisation 28 Report the effect of any restatements of information provided G4-22 18, 38, 75 in previous reports, and the reasons for such restatements Report significant changes from previous reporting periods G4-23 17,18,22 in the Scope and Aspect Boundaries 86 Social Report | 2016
General Standard Disclosures Page Notes
Stakeholder engagement Provide a list of stakeholder groups engaged by the G4-24 28 organisation Basis for identification and selection of stakeholders with G4-25 27, 28 whom to engage G4-26 Approach to stakeholder engagement 27, 28 Key topics and concerns that have been raised through G4-27 12, 27, 28 stakeholder engagement Report profile G4-28 Reporting period 17 G4-29 Date of most recent report (if any) 17 G4-30 Reporting cycle 17 Contact point for questions regarding the report or its G4-31 17 contents GRI Content Index and the ‘in accordance’ option the G4-32 17, 83-89 organisation has chosen G4-33 External assurance 17, 80-81 Governance 9, 19-20 Report on corporate G4-34 Governance structure governance and ownership structure, paragraph 6 Report the process for delegating authority for economic, G4-35 17, 19-20, 27, 69-70 environmental and social topics Positions with responsibility for economic, environmental G4-36 17, 27, 69-70 and social topics Consultation between stakeholders and the highest G4-37 governance body on economic, environmental and social 27 topics 19-20 Composition of the highest governance body and its Report on corporate G4-38 committees governance and ownership structure, paragraph 6.5 Report whether the Chair of the highest governance body is G4-39 20 also an executive officer. 19-20 Report the nomination and selection processes for the Report on corporate G4-40 highest governance body governance and ownership structure, paragraph 6.5 19-20, 23, 28 Report on corporate G4-41 Report processes to ensure conflicts of interest are avoided governance and ownership structure, paragraph 6.3 Report the highest governance body’s and senior executives’ roles in the development, approval, and G4-42 updating of the organisation’s mission statements, strategies, 3, 17, 19-20, 27 policies and goals related to economic, environmental and social impacts 19-20 Report the measures taken to develop and enhance Report on corporate G4-43 the highest governance body’s collective knowledge of governance and ownership economic, environmental and social topics structure, paragraph 6.5 19-20 Report on corporate G4-44 Evaluation of the highest governance body’s performance governance and ownership structure, paragraph 6.5 3,17,19-21, 21-23, 27 Report the highest governance body’s role in the Report on corporate G4-45 identification and management of economic, environmental governance and ownership and social impacts, risks, and opportunities structure, paragraphs 8.2, 8.5 Social Report | 2016 87
General Standard Disclosures Page Notes
3,17,19-21, 21-23, 27 Report the highest governance body’s role in reviewing Report on corporate G4-46 the effectiveness of the organisation’s risk management governance and ownership processes for economic, environmental and social topics structure, paragraphs 8.2, 8.5 3,17,19-21, 21-23, 27 Report the frequency of the highest governance body’s Report on corporate G4-47 review of economic, environmental and social impacts, governance and ownership risks, and opportunities structure, paragraphs 8.2, 8.5 Report the highest committee or position that formally G4-48 reviews and approves the organisation’s 21 sustainability report 19-20,23,27, 28 Report on corporate Report the process for communicating critical concerns to G4-49 governance and ownership the highest governance body structure, paragraphs 8.2, 8.5 Critical concerns communicated to the highest governance G4-50 23, 27, 28 body and the mechanism(s) used to resolve them 20, 51-52, Report on corporate Report the remuneration policies for the highest governance G4-51 governance and ownership body and senior executives structure, paragraphs 6.6, 7.3 20, 51-52, Report on corporate G4-52 Report the process for determining remuneration governance and ownership structure, paragraphs 6.6, 7.3 51-52, Report on corporate Report how stakeholders’ views are sought and taken into G4-53 governance and ownership account regarding remuneration structure, paragraphs 6.6, 7.3 Report the ratio of the compensation between all of the Information not disclosed for G4-54 n/a organisation’s employees reasons of confidentiality Report the ratio of percentage increase in compensation Information not disclosed for G4-55 n/a between all of the organisation’s employees reasons of confidentiality Ethics and integrity Describe the organisation’s values, principles, standards G4-56 3, 17, 27, 28 and norms of behaviour Report the internal and external mechanisms for seeking G4-57 advice on ethical and lawful behaviour, and matters related 21, 23, 27, 28 to organisational integrity Report the internal and external mechanisms for reporting G4-58 concerns about unethical or unlawful behaviour, and 21, 23, 27, 28 matters related to organisational integrity 88 Social Report | 2016
Specific Standard Disclosures
Aspects Page Notes Category: Economic Material aspect: Economic performance Report on management methods 21-22, 56, 75-76 G4-EC1 Direct economic value generated and distributed 56, 75-77 Financial implications and other risks and opportunities due G4-EC2 68 -69, 70-71 to climate change G4-EC3 Coverage of the organisation’s defined benefit plan obligations 53 G4-EC4 Financial assistance received from government 20 Material aspect: Market presence Report on management methods 19, 49, 52-53 Ratios of standard entry level wage by gender compared to G4-EC5 52 local minimum wage The internal data collection Proportion of senior management hired from the local system will be developed to G4-EC6 n/a community provide this information for the 2018 financial year Material aspect: Indirect economic impact Report on management methods 40-43, 55-62 Development and impact of infrastructure investments and G4-EC7 54-62 services G4-EC8 Significant indirect economic impacts 39-40; 40-43, 55-62, 65 Category: Environmental Aspect: Materials Report on management methods 90 G4-EN1 Materials used 90 Aspect: Energy Report on management methods 68-70 The conversion coefficients used refer to the following G4-EN3 Energy consumption within the organisation 69 sources: ABI Energia (G4 Version), SINAnet (ISPRA) The conversion coefficients used refer to the following sources: ABI Energia (G4 G4-EN4 Energy consumption outside of the organisation 69, 70 Version), National Energy Data Report 2015, SINAnet (ISPRA) G4-EN5 Energy intensity 69 G4-EN6 Reduction of energy consumption 69-70 Aspect: Water G4-EN8 Total water withdrawal by source 69 G4-EN9 Water sources significantly affected by withdrawal of water 69 Aspect: Emissions Report on management methods 68-70 The conversion coefficients and emission factors used G4-EN15 Direct greenhouse gas (GHG) emissions (Scope 1) 69 refer to the following sources: ABI Energia (G4 Version), SINAnet (ISPRA) The conversion coefficients and emission factors used G4-EN16 Energy indirect greenhouse gas (GHG) emissions (Scope 2) 69 refer to the following sources: ABI Energia (G4 Version), SINAnet (ISPRA) Social Report | 2016 89
Specific Standard Disclosures
Aspects Page Notes The conversion coefficients and emission factors used refer to the following sources: G4-EN17 Other indirect greenhouse gas (GHG) emissions (Scope 3) 69 ABI Energia (G4 Version), National Energy Data Report 2013, SINAnet (ISPRA) G4-EN18 Greenhouse gas (GHG) emissions intensity 69 G4-EN19 Reduction of greenhouse gas (GHG) emissions 70 Aspect: Effluents and waste Report on management methods 68 G4-EN22 Total water discharge by quality and destination 69 G4-EN23 Total weight of waste by type and disposal method 68 G4-EN25 Rifiuti pericolosi 68 Material aspect: Compliance Report on management methods 23, 68 Monetary value of significant fines and total number of non- G4-EN29 monetary sanctions for non-compliance with environmental 68 laws and regulations Aspect: Transport Report on management methods 70 Significant environmental impacts of transporting products G4-EN30 70 and other materials and members of the workforce Category: Labour practices Material aspect: Employment Report on management methods 47-51 Total number and rates of new employee hires and G4-LA1 48, 49 employee turnover Benefits provided to full-time employees that are not G4-LA2 51, 52 provided to temporary or part-time employees The internal data collection Return to work and retention rates after parental leave, by system will be developed to G4-LA3 49 gender provide the retention rate from the next financial year Material aspect: Labour/management relations Report on management methods 52 The minimum notice period for operational changes 52 is outlined in the National G4-LA4 Minimum notice periods regarding operational changes Collective Labour Agreements applied by the Group companies Material aspect: Occupational health and safety Report on management methods 53- 55 Percentage of total workforce represented in health and G4-LA5 52 safety committees Rates of injury, occupational diseases, lost days, and G4-LA6 48, 54 absenteeism, and total number of fatalities Workers with high incidence or high risk of diseases related G4-LA7 54-55 to their occupation Health and safety topics covered in formal agreements with G4-LA8 52 trade unions Material aspect: Training and education Report on management methods 50-51, 54 G4-LA9 Employee training 51 90 Social Report | 2016
Specific Standard Disclosures
Aspects Page Notes Programs for skills management and managing career G4-LA10 51 endings Percentage of employees receiving regular performance G4-LA11 51-52 and career development reviews Material aspect: Diversity and equal opportunity Report on management methods 46-50 46-48, Composition of governance bodies and breakdown of Report on corporate G4-LA12 employees according to indicators of diversity governance and ownership structure Equal remuneration for women and men Report on management methods 51-52 G4-LA13 Ratio of basic salary and remuneration of women to men 52 Category: Human rights Material aspect: Non-discrimination Report on management methods 27-28 Total number of incidents of discrimination and corrective G4-HR3 28 actions taken Material aspect: Freedom of association and collective bargaining Report on management methods 27-28, 52-53 Operations in which the right to exercise freedom of G4-HR4 27-28, 52-53 association and collective bargaining may be violated Category: Society Material aspect: Local communities Report on management methods 54-63 Operations with implemented local community engagement, G4-SO1 54-63 impact assessments, and development programs Operations with significant actual or potential negative G4-SO2 23, 45 impacts on local communities Access points in low-populated or economically G4-FS13 10 disadvantaged areas Initiatives to improve access to financial services for G4-FS14 39-41 disadvantaged people Material aspect: Anti-corruption Report on management methods 20-21, 23, 65 G4-SO3 Operations assessed for risks related to corruption 20, 23, 64 Communication and training on anti-corruption policies and G4-SO4 20-21, 51 procedures G4-SO5 Confirmed incidents of corruption and actions taken 23 Material aspect: Public policy Report on management methods 28 G4-SO6 Total value of political contributions 28 Material aspect: Anti-competitive behaviour Report on management methods 38 Legal actions for anti-competitive behaviour, anti-trust, and G4-SO7 38 monopoly practices Material aspect: Compliance Report on management methods 38, 68 Monetary value of fines and total number of non-monetary G4-SO8 38, 68 sanctions for non-compliance with laws and regulations Social Report | 2016 91
Specific Standard Disclosures
Aspects Page Notes Category: Product responsibility Material aspect: Customer health and safety Report on management methods 44-45, 54-55 Product and service categories for which health and safety G4-PR1 44-45, 54-55 impacts are assessed for improvement Incidents of non-compliance with regulations concerning the G4-PR2 health and safety impacts of products and services during 37-38 their life cycle Material aspect: Product and service labelling Report on management methods 18, 37-39 G4-PR3 Information on products and services 37-38 Incidents of non-compliance with regulations concerning G4-PR4 37-38 product and service information and labelling G4-PR5 Results of surveys measuring customer satisfaction 37 Material aspect: Marketing communications Report on management methods 15, 41 G4-PR6 Sale of banned or disputed products 41 No incidents of non- compliance with regulations Incidents of non-compliance with regulations concerning G4-PR7 15 concerning marketing marketing communications communications were recorded in 2016 Material aspect: Customer privacy Report on management methods 37-38, 44 Substantiated complaints regarding breaches of customer G4-PR8 37-38, 44 privacy and losses of customer data Material aspect: Compliance Report on management methods 38 Fines for non-compliance with laws and regulations G4-PR9 38 concerning the provision of products and services Material aspect: Product portfolio Report on management methods 34-44, 70-71 G4-FS6 Customer portfolio 34-36 Products and services designed to deliver a specific social G4-FS7 39-44 benefit Products and services designed to deliver a specific G4-FS8 43, 70-71 environmental benefit Material aspect: Audit Report on management methods 20-21, 23 Material aspect: Active ownership Report on management methods 41, 58-72 Percentage and number of companies held in the G4-FS10 institution’s portfolio with which the reporting organisation 41, 58-72 has interacted on environmental or social issues Percentage of assets subject to positive and negative G4-FS11 28, 39-44 environmental or social screening Editorial project and coordination of content: research department
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