Social and relational capital includes the value of relations with key stakeholders and communities in specific contexts where the company operates.

RESOURCES

18.9 m
customers
88,725
employees*
~2.3 bn
Direct and indirect taxes
  • Investments for the Company Welfare System: 5% of overall labour costs
  • N. of suppliers (Procurement carried out by Intesa Sanpaolo and companies within the Italy boundary): 31,734
  • Cash contributions to the community: approximately 46.4 m**

* Sustainability Report scope.
** Cash contributions to the community are calculated according to the London Benchmarking Group's methodology.

 

ACTIONS AND RESULTS

  • People involved in the “Insieme per la Crescita” (Together for Growth) programme: 38,000 at approximately 4,000 branches
  • The new branch model: 80 branches
  • SeiOk quality monitoring system - Branch excellence index with a positive rating achieved*:
87 %
of retail branches
99 %
of personal branches
97 %
of SME branches

 

  • Turnover rate: -1.14 (-1.36 in 2015)
  • Integrated Welfare programme fully operative
  • Flexible work project: more than 5,700 members of staff at 13 Group companies

 

  • A new e-sourcing solution with a supplier ESG evaluation questionnaire
  • Progetto Cultura: activities continued including initiatives for disadvantaged and vulnerable groups
  • No. of employees who received anti-corruption and anti-money laundering training: 37,269 (42%)

* Branch excellence is an overall indicator comprising the weighted average of 4 sub-categories (“Net promoter score”, “Service excellence”, “Operating excellence” and “Credit excellence”).

 

IMPACT ON STAKEHOLDERS

  • “Insieme per la Crescita” customer satisfaction (with an improved Net Promoter Score for Retail and Personal branches) and employee satisfaction (branch barometer: a synthetic rating of 7.7 on a scale from 1 to 10)
  • % of Regional Departments achieving the Net Promoter Score:
53 %
of Retail branches
48 %
of Personal branches
65 %
of SME branches

 

  • Job protection: the Plan objective reached, with approximately 4,500 people already re-allocated to priority initiatives
  • Climate analysis results: staff satisfaction increasing to 78% in Italy (67% in 2014)
  • Services provided by the Healthcare Scheme Fund: to over 200,000 people and totalling more than 140 m

 

  • Added value for suppliers: of 2.6 bn
  • National central funding from the Charity Fund allocated to vulnerable and weak groups: more than 84% 
  • Reduction in social costs arising from corruption activities

 

Integrity and rigour in corporate conduct

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FRAUD PREVENTION

42%

employees
trained

COMPLIANCE WITH TAX REGULATIONS

1,422 mln

direct
tax

Offering valued service to customers

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CUSTOMER EXPERIENCE

A new concept of “design thinking”, that starts from listening to what customers want, to have their opinions and suggestions on different stages of the products/services life cycle and improve operating and commercial processes.

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THE NEW BRANCH MODEL

Branches become open and flexible places, with communal areas and meeting rooms; they are venues for artistic and cultural events.

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ACCESSIBILITY

To allow visually impaired or blind people to withdraw cash, query their account balance or top up their mobile phone at ATMs, Intesa Sanpaolo has partnered Unione Italiana Ciechi (the Italian Association for the Blind) to develop an initiative for these users to operate autonomously and safely.

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Relations with the supply chain

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SUPPLIERS WITH
ENVIRONMENTAL CERTIFICATIONS

13%

SUPPLIERS WITH
SOCIAL AND ENVIRONMENTAL REPORT

11%

SUPPLIERS WITH
A SA 8000 CERTIFICATION

4%

 

SUPPLIERS WITH
ENVIRONMENTAL POLICY

8%

SUPPLIERS WITH CODE OF ETHICS OR SOCIAL POLICIES


19,17%

 

* Data refer to Italian boundary.

Relations with the community

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In 2016, the Intesa Sanpaolo Group recorded overall contributions to the community, measured based on the model of the London Benchmarking Group (LBG), of 50.2 million euro. This is its breakdown (data in thousands of euros).