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88 SOCIAL POLICY REPORT OF THE BPM GROUP 89 c. 1885 – “Columns of San Lorenzo – Milan”, Arturo Ferrari. Owned by Banca Popolare di Milano SOCIAL POLICY REPORT In this part of the Social Responsibility Report we give space to the relationships that we have with our various categories of stakeholder: we explain the strategies that we have for each of them, the activities that we have carried on during the year and the commitments that we have taken to improve our relationship with them. Personnel Community BPM Group Suppliers Customers BPM Group Members and Shareholders Environment 90 CUSTOMERS 91 c. 1950 – “Porta Venezia”, Umberto Lilloni. Owned by Banca Popolare di Milano ID CARD 1 Around 1,319,000 customers of the commercial banks, including ■ Figures at end 2009 1,168,000 individuals ■ 151,000 companies. The geographical distribution of customers continues to refl ect BPM’s strong roots in Lombardy (66% of the total), followed by a substantial presence in Lazio (around 11% of the total). Most of the other customers are split between Emilia Romagna and Puglia. TYPE OF CUSTOMERS ■ Individuals 88.5% ■ Companies 11.5% INDIVIDUALS AND COMPANIES INDIVIDUALS There are around 1,170 thousand individual customers, equally split between men and women. Their average age is around 53 years and they have been customers for an average of 14 years. COMPANIES The BPM Group serves more than 150,000 companies, most of which are small businesses (more than 90%). ■ Small businesses 91.1% ■ Medium-sized enterprises 8.2% ■ Large corporates 0.7% 1 Figures of the ID card relating to the Parent Bank and to the commercial banks. Common customers are shown under each bank. ! Figures and Ratios pages 258-261 92 CUSTOMERS The period of fi erce competition and general economic uncertainty deriving from the fi nancial crisis that ended up affecting the entire world yet again confi rmed one of our longest-standing convictions: the importance of being a Group of reference in the territory for the development of its players, be they households or companies, appreciating to the full the value of having a long-term relationship with customers. Thanks to the birth of WeBank, the Group has also reinforced its position in online banking, implementing a strategy that is consistent with the new distribution models that allows us also to be a “nationwide bank”. In this way we can also look after customers whose profi le and buying behaviour are closer to the virtual network. Because of its co-operative nature, the BPM Group traditionally has proximity to the territory among its values and objectives. But now it is creating a new geographical presence which is given by the sum of its “physical territory” and its “virtual territory”. 93 1900 – “Old House at Trarego”, Roberto Borsa. Owned by Banca Popolare di Milano 94 CUSTOMERS’ EXPECTATIONS: LISTENING We consider listening to customers to be a very important activity. For years we have been using various methods of listening so that we know their expectations, level of satisfaction and suggestions for improvements: these range from less formal methods, such as the constant dialogue that goes on with customers, to more structured and systematic methods, such as our customer satisfaction survey and the handling of complaints. LISTENING TO CUSTOMERS AT BANCA AKROS In order to create moments of discussion, Banca Akros organises individual meetings between private bankers and their customers every two months. With around 200 customers these meetings are weekly. In the Italian and western economic The Realist movement, which prefers context, the Great War gives women light and solid images, continues in Italy a chance to gain emancipation alongside Avant Garde painting. and enter the world of employment. 95 CUSTOMER SATISFACTION ✓ Our customer satisfaction survey was carried out again in 2009. During such an odd period from an economic and fi nancial point of view, listening to customers has helped us to understand their needs better and to think up the most suitable solutions to gain their approval. This type of survey - the fi fth edition for the Parent Bank, the fourth for Banca di Legnano and Cassa di Risparmio di Alessandria - has revealed an increase in overall satisfaction for all of the companies, ! Figures and Ratios page 262 which has allowed the Group to maintain a good position within the banking system. INDIVIDUAL CUSTOMER RESULTS Analysis of individual customers’ replies to the survey reveals the profi le of a Group that has held up well despite the crisis, offering guarantees of stability, above all to investors, and strengthening the relationship between customer and bank, an aspect that continues to be one of our strong points. 2009 showed a general improvement in survey results, especially for Banca di Legnano and Cassa di Risparmio di Alessandria. INDIVIDUAL CUSTOMER RESULTS 2007 2008 2009 58.5 56.2 60.2 SATISFACTION OF THE CUSTOMERS OF ANIMA SGR The average level of satisfaction based on a survey 30.3 32.6 30.5 carried out towards the end of 2009 on a sample of 1,600 11.2 11.2 9.3 customers of Anima SGR was 7.1 on a scale of 1 to 10. vote 8-10 vote 6-7 vote 1-5 96 Good results were also achieved by WeBank with an average level of satisfaction that was above average for the system (75%) both for the pure online channel (79%) and for the multichannel (83%). The following have improved in particular: the Help Centre service (courtesy, waiting time, ability to resolve problems, etc.), the processes of opening a new account, the security of procedures, communications via e-mail, bancomat, credit card, investments, online trading and the website. The only fi gure that has fallen is the one for current accounts (from 74% to 71%) because of the decline in interest rates. PRIVATE BANKING CUSTOMER RESULTS Another survey was carried out on private banking customers which showed that there was an improvement in their overall opinion compared with 2008. Positive opinions have increased above PRIVATE CUSTOMER RESULTS all in the assessment of the 2008 2009 relationship with their personal consultant, for which the result is 49.5 55.6 better than the average expressed by private banking customers 39.5 33.0 generally in Italy, based on the fi nal 11.0 11.4 report issued by AIPB 1 in 2009 vote 8-10 vote 6-7 vote 1-5 “CS Analysis of Private Banking Customers in Italy”. Satisfaction remains stable for investment management, while a possible area for improvement is communication, both as regards the transparency of conditions and for the timeliness of information about fi nancial products. 1 Association Italiana Private Banking The end of the Great War brings 1919 sees the birth in Germany a wave of optimism to the Italian of the Bauhaus which lays the economy; peace brings further growth foundations of modern design, for BPM, which sees deposits rise. applying the latest dictates of artistic research to industrial production. 97 SMALL BUSINESS CUSTOMER RESULTS The results of the survey on Small Business Customers were more or less in line with 2008. This is satisfactory considering the particular state of the economy and the effect it had on this segment. In particular, customer satisfaction SMALL BUSINESSES for Cassa di Risparmio di 2007 2008 2009 Alessandria is high, above all for the professionalism and skills of the consultant. For BPM, the 58.6 59.8 56.9 consultant’s ability to propose the best solutions for the business is 30.3 28.9 30.8 still an area for improvement. 11.1 11.3 12.3 vote 8-10 vote 6-7 vote 1-5 1957 “The Metaphysical Architect”, Giorgio De Chirico. Owned by Banca Popolare di Milano 98 HANDLING OF COMPLAINTS 2009 saw the introduction of a new way of splitting complaints, essentially by product category, as developed by an ABI work group: loans, investments, accounts and services. In line with the entire banking industry, in 2009 the BPM Group also ! Figures and Ratios page 263 registered a higher number of complaints than the previous year (+28%), mainly because greater diffi dence on the part of customers versus banks than for genuine reasons; confi rmation of this is the fact that more than half of the complaints handled did not have a positive outcome for the customer. 99% of the complaints received were dealt with in an average of 18 days. In order of frequency, the complaints concerned: accounts and services (48%), investments (31%), loans (17%) and other complaints (4%). In particular, with reference to the “Accounts and Services” segment, in 2009 there were considerable complaints about the new Overdrawn Account Indemnity Commission, ongoing problems linked to disservices in the delivery of mail to customers and traditional complains about cards, ATMs, unauthorised payment instructions, cheques, etc. After the Great War, growth returns Around 1920 Giorgio De Chirico to Banca di Legnano which develops consecrates the Metaphysical intense relationships with many local movement in painting, which portrays industrial complexes and undertakes objects outside of their usual context, to sustain the service sector. thereby revealing new meanings. 99 TRANSPARENCY: “COMMITMENTS FOR QUALITY” Given that we consider it to be of fundamental importance that relations with customers be managed with the maximum transparency, trust and fairness, for years the Group has chosen to participate in the initiatives foreseen by the PattiChiari Consortium, taking part in the restricted group of banks that look after their implementation. To give a further boost to customer relations, the Management Council of the PattiChiari Consortium, with more direct input from the consumer associations, formulated 30 “Commitments for quality” to which the banks involved have to accept to guarantee better services 100 to consumers.