BOARDS, MANAGEMENT, AUDITORS SUPERVISORY BOARD MANAGEMENT BOARD Chairman Giovanni Bazoli Chairman Andrea Beltratti Senior Deputy Chairman Marcello Sala Deputy Chairman Mario Bertolissi Deputy Chairman Giovanni Costa Members Luigi Arturo Bianchi Managing Director Rosalba Casiraghi and Chief Executive Officer Enrico Tommaso Cucchiani Franco Dalla Sega Gianluca Ferrero** Members Aureliano Benedetti Jean-Paul Fitoussi Paolo Campaioli Pietro Garibaldi Elio Catania Guido Ghisolfi Roberto Firpo Giulio Stefano Lubatti Emilio Ottolenghi Marco Mangiagalli Gianni Marchesini GENERAL MANAGERS Carlo Messina Fabio Pasquini Gaetano Miccichè Eugenio Pavarani Marco Morelli * Gianluca Ponzellini MANAGER RESPONSIBLE FOR Gian Guido Sacchi Morsiani PREPARING THE COMPANY’S Marco Spadacini FINANCIAL REPORTS Ernesto Riva Livio Torio Riccardo Varaldo INDEPENDENT AUDITORS Reconta Ernst & Young Spa * Deputy to the CEO. ** Resigned with effect from 27/04/2012 in compliance with art. 36, Italian law decree 201/2011, converted with amendments to Law 214/2011 LEGENDA Link Social Report V 2011 page Link Web Site Link: the topic is also of interest to another stakeholder CUSTOMERS EMPLOYEES SHAREHOLDERS SUPPLIERS ENVIRONMENT COMMUNITY Go back to previous page Go back to summary I N D E X CONTENTS Letter to the stakeholders 6 V SOCIAL REPORT 24 V Introduction and Methodology 8 V Stakeholder map 25 V Customers 26 V IDENTITY AND GOVERNANCE 10 V Employees 38 V Mission and values 11 V Shareholders 50 V Strategies 12 V Suppliers 52 V The profile of the Intesa Sanpaolo Group 13 V Environment 54 V Governance 14 V Community 66 V CSR management model 16 V Global Compact 18 V IMPROVEMENT OBJECTIVES 76 V Stakeholder Engagement 19 V INDICATORS 79 V Materiality analysis 20 V GRI Content Index 103 V Our achievements in 2011 21 V ERNST & YOUNG ASSURANCE STATEMENT 115 V ECONOMIC REPORT 22 V Contacts 116 V LETTER TO THE STAKEHOLDERS Intesa Sanpaolo believes that the ability to create shared value for the Bank and for the social context in which the Bank operates is the key to sustainable growth. In such a difficult year as 2011 was, the activities were mainly geared towards the consolidation of a position of stability and strength, in order to face the challenges of the crisis and exploit future opportunities. We raised the capital ratios to higher levels than those required by regulators and we were able to propose remuneration to our shareholders. Our commitment towards customers, employees and the community did not flag: this Social Report highlights to all stakeholders the progress made on the targets that we had set ourselves for the 2011-2013 three-year plan, within the framework of a Business Plan based upon no longer realistic scenario projections, following the crisis which led to a slow-down in the global economic and, in some countries such as Italy, to a full-blown recession. In the interest of those families and people who were hit particularly hard by the crisis, we continued to pursue initiatives aimed at making mortgage rates sustainable and ensuring a decent standard of living. We proposed new products and services to young people, in the knowledge that their projects represent our future. For the “weaker” segments of the population, we developed ad hoc offers, such as the management of immigrant remittances and the development of micro-finance activities, in collaboration with Third sector foundations and organisations. The loans issued to support the most vulnerable segments of the population amounted to 2.3 billion euro. In order to support businesses, we adhered to institutional initiatives aimed at postponing SME debts towards the credit system and we gave life to new collaboration agreements with trade associations, resulting in some major fund allocations. Looking beyond the crisis scenario, we developed internal expertise centres in order to provide specialised consultancy on the issues that numerous businesses are facing: growth in size, innovation and internationalisation. For the benefit of those employees who first participated in the achievement of corporate objectives, we aimed at professional development, placing emphasis on operational excellence, transparency, meritocracy and the enhancement of talents. This strategy – which involved almost 90% of the Group’s personnel during the year – resulted in training programmes with investments in the region of 36 million euro. Special attention was paid to the constant improvement of the quality of life in the company and the wellbeing of people: for example, the Intesa Sanpaolo Group Health Fund, which provides health benefits to current employees, their families and retired people, provided 130 million euro after its first year of operations. With regards to the challenges posed by climate change, we strove to curb the consumption of natural resources and carefully assess the indirect impacts on the environment arising from our relations with customers and suppliers. This led us to lend over 3.7 billion euro to the renewable energy sector, the energy efficiency sector and the safeguarding of the agricultural sector. The focus on resource 6 containment made it possible to reduce the overall CO2 emissions by 9.4%. The environmental and energy management system applied to 180 Bank offices has recently been awarded, first Italian company and among the first ones in Europe, ISO 50001:2011 certification. The environmental protection, as well as labour protection, the safeguarding of human rights and the implementation of policies against corruption are major strategic lines for a Bank with such a strong international vocation which acts as an intermediary for the achievement of the objectives of the different stakeholders. From this understanding stem the commitments we undertook with major international organisations such as the United Nations Global Compact and the Equator Principles guidelines based on the World Bank standards to assess and manage impacts on the environment and communities in project financing. Equally important, shared and pursued is our commitment towards the promotion of social, cultural and economic growth of the community we operate in. The concept of sustainable development is closely linked to this aspect, with special attention to the new generations. We have always endeavoured to interpret the needs of the territories and meet local expectations, including through the strategic planning of our initiatives or the support to third-party initiatives in the cultural sector, thus regarding them as a basic element of our social responsibility. In 2011, the Bank’s share began to be listed in the Dow Jones Sustainability Indexes and was confirmed in the FTSE4Good and in other indexes which include the companies with the best performances in the social, environmental and governance sector. The challenges for the current year are to maintain and strengthen a sustainable profitability in the medium-term, developing long-term relations with customers and pursuing defined objectives of improvement towards all stakeholders. Objectives which, this year as well, were the subject of intense listening and dialogue in order to incorporate any possible critical issues in the implementation and any innovative concepts. We believe that these times of listening, against such a complex and ever changing backdrop, are an important leverage to ensure that our activities are always in line with social, environmental and economic instances. The Social Report – drawn up by adopting the Global Reporting Initiative Guidelines – illustrates this listening process and the coherence of the activities carried out with the commitments undertaken and the company values. The explanation of the initiatives is strongly supported by statistical annexes which enable the stakeholders to assess trends and compare performances. We are aware that the social challenges and the ongoing crisis will require an even greater commitment on our part in order for our business to be able to generate shared value for the Bank and its stakeholders. Intesa Sanpaolo will not shirk this task, albeit under difficult circumstances. Giovanni Bazoli Andrea Beltratti Enrico Tommaso Cucchiani 7 This REPort meets the reQuirements OF THE A+ APPlication LEVEL GRI GUIDELINES INTRODUCTION AND METHODOLOGY APPLICATION PROFILE MANAGEMENT PERFORMANCE The 2011 Social Report addresses all stakeholders for which the Code of Ethics defines rules of LEVEL DISCLOSURE APPROACH INDICATORS conduct on relations. The report illustrates the action taken in 2011 in holding true to the defined improvement objectives and is drafted in compliance with the Global Reporting Initiative (GRI 3) Report on Not Required Report on a minimum “Sustainability Reporting Guidelines” and the more recent “Financial Services Sector Supplements”. of 10 Performance The Social Report guidelines for the banking sector “The Report to Stakeholders: A Guide for Banks” 1.1 Indicators, including at published by ABI in collaboration with EconomEtica (Multi-University Centre for Economic Ethics and C 2.1 - 2.10 least one from each of: Corporate Social Responsibility) were also taken into consideration. 3.1 - 3.8 Economic, Social and 3.10 - 3.12 Environmental The content selection took into account the GRI principles of materiality, inclusiveness, the 4.1 - 4.4 sustainability context and completeness. Materiality analysis was also conducted V which allowed 4.14 - 4.15 assessment of the topics based on their materiality to stakeholders and corporate strategies. The C+ Report externally analysed