Social and relational capital includes the value of relations with key stakeholders and communities in specific contexts where the company operates.
- 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*:
- 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:
- 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
Offering valued service to customersGo to the section >
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.
THE NEW BRANCH MODEL
Branches become open and flexible places, with communal areas and meeting rooms; they are venues for artistic and cultural events.
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.
Relations with the supply chainGo to the section >
SOCIAL AND ENVIRONMENTAL REPORT
A SA 8000 CERTIFICATION
SUPPLIERS WITH CODE OF ETHICS OR SOCIAL POLICIES
* Data refer to Italian boundary.
Relations with the communityGo to the section >
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).