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JUST FAIR
Corporate Social Responsibility Report
2012
Corporate Social Responsibility Report 2012
1
. BEING FAIR TO
CUSTOMERS / 15
1.1 CLEAR PRINCIPLES - TRANSPARENT
PRODUCTS AND PROCESSES,
EASY CONTACT WITH THE BANK / 18
1.2 SUPPORT AND ASSISTANCE
AT EACH STAGE OF COOPERATION
WITH THE BANK / 23
1.3 DIALOGUE − OPENNESS
TO CUSTOMERS’ COMMENTS
AND REMARKS / 26
2
. BEING FAIR TO
BUSINESS PARTNERS
/ 31
2.1 TRANSPARENT RULES OF
CONDUCT / 33
2.2 DIALOGUE WITH THE
ENVIRONMENT / 37
2.3 ETHICAL AND PARTNER
RELATIONSHIPS WITH SUPPLIERS
/ 41
1.4 FINANCIAL SAFETY
OF OUR CUSTOMERS / 29
3
. BEING FAIR TO
EMPLOYEES / 43
3.1 EMPLOYEE DEVELOPMENT / 46
3.2 HEALTHY AND FRIENDLY
WORKPLACE / 49
3.3 COMMUNICATION
AND SATISFACTION / 51
3.4 SUPPORTING DIVERSITY / 54
4
. BEING FAIR TO
LOCAL COMMUNITIES
AND NATURAL
ENVIROMENT / 57
4.1 CORPORATE VOLUNTEERING −
INVOLVEMENT IN THE DEVELOPMENT OF LOCAL COMMUNITIES / 59
4.2 PROMOTING FAIR ATTITUDES / 65
4.3 PROTECTION OF THE NATURAL
ENVIRONMENT / 67
LETTER FROM THE PRESIDENT OF THE MANAGEMENT
BOARD OF BANK BPH
Dear Stakeholders of Bank BPH,
We consistently build our corporate culture based on su- We must focus even more on simplifying processes and
stainable values such as: honesty, reliability, trust, respon- improving our efficiency within the Bank, as well as on the
sibility. We want these values to become the DNA code of expectations of our customers and on maintaining loyal
the Bank as well as guidance for each of our employees. relationships with them. We realise that this is the only way
We know where we are going and what we want to achie- in which we can gain a competitive advantage and ensure
ve. The key motto of our activity is: always with uncompro- the long-term growth of our Bank.
mising integrity and honesty. It is a pillar of the ‘The Spirit An important element in our ‘fair play’ strategy is the
& The Letter’ Code of Ethics - a code developed by GE,
cyclical process of independent certification of the comour majority shareholder. All employees of the GE Group, mitments made to our customers. The results of the first
everywhere in the world, must follow the code. We want certification covering the period of the first half of 2013
to become the number one bank on the Polish market in will be published in September 2013. The purpose is not
terms of trust. This is also the objective of the ‘fair play’
only for us to see to what extent we manage to fulfil the
strategy which the Bank has been pursuing since 2011.
principles that our customers expect us to use, but also to
The strategy sets out the directions of our activities for the openly inform all of our stakeholders about that degree of
next few years, and the implementation of its key projects fulfilment.
is intended to support our market success.
This report was for the first time ever prepared according
The ‘fair play’ strategy is an expression of Bank BPH’s
to the standards of the Global Reporting Initiative (GRI), the
concern for sustainable development. It is our response largest organisation dealing with the issues of reporting of
to the challenges that the financial industry faces today in non-financial data. That is how Bank BPH follows the best
Poland as well as around the world. In our opinion, some global and European standards for reporting on sustainaof the most important challenges include the need to
ble development, standards which are very important for
rebuild public confidence in the banks, the solution to the the development of our relationships towards internal and
problem of excessive indebtedness as well as the need to external stakeholders in the spirit of dialogue and trust.
offer products that are transparent and based on clear
I am happy that our efforts in corporate social responsibiprocesses, to maintain clear communication with the mar- lity have been recognised by the Warsaw Stock Exchange,
ket and to improve the standards of corporate governance as evidenced by inclusion of Bank BPH shares, yet again,
in the context of risk management. This is why the scope in the RESPECT Index, which brings together Polish listed
of changes that have been made by the Bank as part of companies that distinguish themselves in terms of comthis strategy is extensive and relates to our relationships pliance with environmental standards, social standards
with customers, investors, employees, business partand corporate governance.
ners and the communities. The changes also include the I am proud to say that Bank BPH sets industry-leading
issues of environmental protection, in line with the Bank’s standards of ethical conduct and I am glad that we
Environmental Policy, adopted by the Management Board . already have followers among banks in Poland. I believe
The purpose of this Corporate Social Responsibility (CSR) that ethical business is the key to restoring confidence
Report is to present the Fair Play Principles, introduced in and overcoming the crisis on the global market. Therefore,
2012. These principles are our response to the expectawe will not cease in our efforts to follow our itinerary in
tions of the Bank’s stakeholders, expectations that we
respect of the Bank’s corporate social responsibility and
have learned about as a result of the dialogue that we
sustainable development.
consistently uphold with them. We perceive the implementation of these principles as our success, and also as one
of the greatest challenges still ahead of us in the coming
years. We have taken a lot of efforts to ensure that our
Sincerely,
relationships with the environment are those in the spirit Richard Gaskin
of dialogue and trust, but we still have a lot more to do.
President of the Management Board of Bank BPH
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Key information about Bank BPH
Bank BPH was founded in 1989 through a spin-off of the
structures of National Bank of Poland (NBP). Since January
1995, Bank BPH stock has been traded on the Warsaw
Stock Exchange and Bank BPH has been operating as
a joint stock company. In 2008, GE became majority
shareholder of the Bank, which made it part of one of the
largest corporations in the world - the GE Group. As at the
end of 2012 the ownership structure of the Bank was as
follows: GE Investments Poland (General Electric Company),
Selective American Financial Enterprise (General Electric
Company), DRB Holdings B.V. (General Electric Company)
- shareholders with a combined ownership of 89.16%
of shares - and other shareholders. (More information
on the shareholding structure of Bank BPH in the report
’Corporate Governance at Bank BPH 2012’)
At the end of 2012, Bank BPH - as a parent company - was
part of the Bank BPH Group, formed also by: BPH PBK
Zarządzanie Funduszami Sp. z o.o. [Fund Management]
(direct subsidiary) and BPH Towarzystwo Funduszy
Inwestycyjnych S.A. [Investment Funds Society]
(BPH TFI, indirect subsidiary through BPH PBK Zarządzanie
Funduszami Sp. z o.o.). The registered office of the Bank
is Kraków. The headquarters and main operating centres
are located in Warsaw, Gdańsk and Kraków. The Bank
operates and provides services in Poland, offering products and services to individuals, small and medium-sized
enterprises (SMEs) and corporate customers. The Bank also
conducts activities such as brokerage services, treasury
banking and asset management performed by BPH TFI,
the subsidiary. In 2012, the Bank opened 10 new branches,
26 branches were modernized and 55 branches, which
did not handle cash transactions, were universalised.
As a result, at the end of last year, the Bank’s customers
had access to a network of 412 branches, including 284
Bank’s own branches and 128 outlets operated by Bank’s
partners, as well as to internet and telephone banking.
In addition, the Bank’s products and services are offered
through more than 550 financial intermediaries. A detailed
list of our branches can be found at:
http://www.bph.pl/pl/placowki_i_bankomaty.
1 mln
2,300
75,000
284
128
412
individual
customers
own
branches
corporate
customers
outlets
SME
customers
branches
and outlets
as of December 2012
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PRODUCTS AND SERVICES
Individual customers
personal
accounts
Kapitalne Account, Overnight, Maximum Account, I like it! Account, Tailored Account,
Cool Account, Currency Account, Overdraft
savings
standard term deposit, e-lok@ta online term deposit, loyalty term deposit, overnight
term deposit and negotiable term deposit, hard-working saving account
cards
MasterCard Gold Debit, Visa Classic currency card, Visa payWave, Debit MasterCard
Sezam (Kapitalne Account, Cool Account, Dopasowane Account), Maestro Sezam
Max, Visa Classic Silver, Visa payWave, MasterCard/Visa classic credit cards, golden
credit cards, cobranded credit cards, prestigious credit card
loans
cash loan (including secured loans), mortgage loans, revolving credit line for capital
market investors
investments
open-ended and close-ended mutual funds, saving schemes, structured products,
investment linked policy, brokerage products
insurance
vehicle insurance, insurance in mortgage loan, in credit card, in cash loan, insurance
in personal account
electronic
banking
Sez@m Electronic Banking System, telephone banking, mobile banking, self-service
transaction terminals
Offer for business customers (selected products)
accounts
Biznes Symetria Direct, Biznes Symetria, Biznes Symetria Pro
investments
auxiliary account: Symetria Profit, standard deposits, negotiated deposits, Automatic
Investment of Funds, treasury banking products
cards
charge cards: MasterCard Business, MasterCard Business Gold, Visa Business Gold; debit
cards: MasterCard Business, MasterCard Business Access
mediumsized
enterprise
loans
current financing: multipurpose credit line, revolving/non-revolving working capital
facility, loan in current account
long-term financing: investment loan (including the technology bonus or guaranteed
by EFI or guaranteed by BGK), Euro Express Loan, an investment loan dedicated to
tenants’ associations (including loans with a thermo-modernisation bonus or modernisation bonus), investment loan dedicated to developers, Ekspres Kapitał [express
capital] mortgage loan
micro and
small-sized
enterprise
loans
Simple Investment Loan, Auto Sezam, mortgage loan (including PKI guaranteed by
BGK or AS guaranteed by EFI or guaranteed by BGK), revolving loan, debit limit
products for
financing
commercial
transactions
documentary letter of credit, hedging letter of credit, documentary collection, financing documentary collection, bank guarantee and bank guarantee line, TradeNet
Internet banking
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factoring
acquiring, financing and maintenance of commercial debts belonging to Bank’s customers; factoring provided in recourse and non-recourse options (the latter means undertaking of insolvent debtors) and in relation to domestic and international transactions
electronic
banking
BusinessNet Internet banking, including among other, things its mobile version
BusinessNet Lite, DealingNet, Legal Module II, BankConnect, e-account statements
transaction
banking
TransCash - cash collection, TransCollect - identification of mass payments, TransPay
– electronic orders of cash withdrawals in Bank’s counters, TransDebit (direct debit)
Offer for corporate customers (selected products)
accounts
current account
investments
deposits, treasury banking products
cards
cards issued for accounts (MasterCard Corporate Debit, Visa Business Electron),
charge cards (VISA Business Gold, VISA Business, MasterCard Corporate Executive,
MasterCard Corporate) as well as charge cards with deferred payment (VISA Business
Gold, VISA Business, MasterCard Corporate Executive, MasterCard Corporate)
loans
current financing: multipurpose (multi-currency) credit line, loan in current
account, revolving/non-revolving working capital facility, long-term financing:
investment loan (including loans with technology bonus, EFI collateral), Ekspres
Kapitał [express capital] mortgage loan, syndicated facilities
products
for financing
commercial
transactions
documentary letter of credit, hedging letter of credit, documentary collection, financing documentary collection, financing of accounts receivable
- TransFinancing and Forfaiting, bank guarantee and bank guarantee line,
discounted loan, TradeNet Internet banking, TransFinancing Internet banking
factoring
acquiring, financing and maintenance of commercial debts belonging to the Bank’s
customers; factoring provided in recourse and non-recourse options (the latter
means undertaking of insolvent debtors) and in relation to domestic and
international transactions
trustee
services
security accounts, transaction settlements and clearing, corporate event handling,
depositary services provided to investment funds, issue agent services and services
carried out on behalf of entities not directly involved into settlement chambers or
central deposits of secuitiries
electronic
banking
BusinessNet Internet banking, including, among others, its mobile version
BusinessNet Lite, DealingNet, Legal Module II, BankConnect, e-account statements
transaction
banking
TransCash - cash collection, TransCollect - identification of mass payments,
TransPay – electronic orders of cash withdrawals at the counter, TransDebit
(direct debit), TransDeposit (account management of deposits provided to courts)
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Direct economic value generated and distributed,
including revenues, operating costs, employee
remuneration and benefits, donations and other
community investments, retained earnings, and payments
to capital owners and state institutions
in PLN thousand
2012
2011
1,743,063
1,907,880
Operating costs**
296,455
322,137
Remuneration and employee benefits
676,858
660,486
Payments to investors
268,448
279,141
58,978
-2,012
758
328
442,324
648,128
Result on banking activity*
Taxes on operating costs plus current tax
Investments in communities***
Economic value retained
* result on interest plus result on commissions plus result on financial instruments valued at fair value through the profit and loss account as well as result on
exchange rate differences plus result on financial assets available for sale
** result on other revenues and costs plus administration costs plus depreciation
*** amounts include donations in cash as well as amounts allocated to volunteering projects (excluding in-kind donations)
Revenues from sales
in PLN thousand
between
1 January 2012
and
31 December 2012
between
1 January 2011
and
31 December 2011
1,239,145
1,336,069
473,075
553,902
1,712,220
1,889,971
as at 31 December
2012
as at 31 December
2011
Bank’s Headquarters
3,680
4,521
Branches and outlets
2,120
1,849
Number of employees
(expressed as FTEs)
5,800
6,370
Result on Interest
Result on Commissions
Revenues from sales
Number of employees
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Selected financial data (in PLN thousand)
between
1 January 2012
and
31 December 2012
between
1 January 2011
and
31 December 2011
1,239,145
1,336,069
473,075
553,902
-1,296,614
-1,276,875
-119,948
-385,601
Gross profit
321,618
262,199
Net profit
252,963
205,833
Result on Interest
Result on Commissions
Operating costs as well as
SG&A expenses
Value impairment write-off
In order to improve the effectiveness of its operations,
Bank BPH carried out restructuring of employment in
2012. A detailed analysis of the Bank’s condition showed
that the level of costs was disproportionate to the current
and foreseen revenues in the coming years. Therefore,
the Management Board of the Bank has defined initiatives
aimed at sustainable cost reduction of Bank’s revenues,
through measures such as simplifying the organisational
structure of the Bank, adjusting the number of managerial
staff to the scale of the Bank’s operation as well as the
consolidation and optimisation of back-office processes.
Originally the Bank foresaw the total reduction of employment of no more than 600 employees in the period from
May 2012 until November 2012, however eventually the
restructuring affected 500 jobs. This process was carried
out in the framework of group layoffs, on terms and conditions agreed with and approved by trade unions.
Awards and distinctions granted to Bank BPH
Bank BPH once
again included in
the RESPECT Index
Bank BPH has once again found itself in the elite group of 20 companies
that were included in the portfolio of the RESPECT Index in its fifth and
sixth edition. The Index brings together companies managed in a responsible and sustainable manner, featuring an investment attractiveness.
Emblem of the
Human Capital
Investor
Bank BPH found itself among the winners of the Human Capital Investor
Emblem. The emblem is granted to companies which pursue an HR Policy
according to top standards.
‘Everyday Hero’
awarded in the
2012 Media Trendy
contest
The ‘Everyday Hero’ campaign, carried out by Bank BPH, TVN and Onet,
received the prestigious award in the category ‘Best use of content’ in the
2012 Media Trendy competition.
Bank BPH included
in the Responsible
Companies Ranking
Bank BPH scored third in the: banking, financial and insurance sector category in the sixth edition of the Responsible Companies Ranking organised
by ‘Dziennik Gazeta Prawna’. In the overall ranking, Bank BPH scored 13th
among all companies in Poland (compared to 29th place in 2011).
Bank BPH winner
of the ‘Innovation
of the Year 2012’
competition
Two innovations introduced by Bank BPH in 2012 - the Finger Vein - biometric customer identification method as well as the Financial Assistant
- were awarded the title of the ‘Innovation of the Year 2012’ in the competition conducted under the auspices of the Faculty of Technical Sciences
of the Polish Academy of Sciences.
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ABOUT THE ‘FAIR PLAY’ STRATEGY
Why fair play?
The mission of Bank BPH is to create a Bank which is safe
and friendly to customers, offers financial products and services in a spirit of confidence and trust and in accordance
with the Fair Play Principles. This mission is pursued with
the support of the ‘fair play’ strategy, adopted in 2011,
according to which Bank BPH is to become the No. 1 bank
in terms of fair play and trust. The strategy sets out the
directions of the Bank’s activities so that it can achieve
a sustainable competitive advantage on the market.
These activities are reflected in the commitments towards
customers, employees, business partners, community
and feature as the Bank’s response to the expectations of
these stakeholders.
Bank BPH’s strategy is built in accordance with the values
that have been the basis for the operation and international reputation of the GE Group for 125 years. The foundations of this philosophy are: responsibility, honesty, transparency as well as building relationship beneficial for both
parties, that is, the elements that make up the essence
of a socially responsible business. The fact that Bank BPH
has once again been included in the RESPECT Index, which
brings together companies managed in a responsible and
sustainable manner, features as confirmation that Bank
BPH - through the implementation of its ‘fair play’ strategy
- at the same time implements the strategy of corporate
social responsibility.
In 2012, the Bank adopted a Corporate Social
Responsibility Policy, based on the ’fair play’ strategy and
closely integrated with its business objectives. The main
assumptions of this Policy are as follows:
> assigning clear responsibility for the oversight and implementation of corporate social responsibility initiatives with
a leadership role of Management Board President as the
sponsor of the strategy,
> maintaining an open dialogue and communication with
stakeholders in a clear and legible manner,
> ensuring full transparency in all activities and functions,
> annual cycle of setting objectives and continuous monitoring of the degree of their implementation,
> reporting on CSR activities.
How important is the ‘fair play’ strategy for the Bank?
The ’fair play’ strategy determines the azimuth of our
actions. We want to develop the Bank in an ethical and
responsible manner, respecting the interests of all stakeholders. The goal that we pursue, and the manner in which
it is being achieved are both important to us. For us, the
strategy plays an important integrating and motivating
role. Our employees know that only by acting honestly, can
we obtain a sustainable advantage on the marketplace
and strengthen confidence in our Bank. The strategy is
also important for our managers who base their personal
development goals on the Fair Play Principles.
RICHARD GASKIN
President of the Management Board of Bank BPH
Why have we chosen this particular approach? How important
was the voice of the stakeholders in building of the strategy?
ted by the GE Group and is a response to changes in the
global markets, and in particular a response to the deepening crisis of confidence in the financial sector institutions.
The ‘fair play’ strategy is our response to the expectations
of the stakeholders regarding the way in which the bank
should work. Customers - in each and every aspect - expect
transparency from the bank, which they understand as
clear rules, a transparent offer and the provision of full
and comprehensive information, which presents both the
advantages as well as the costs of the chosen solution.
In announcing the Fair Play Principles we set some very
ambitious goals for ourselves - we are involved in the
implementation of projects in different areas, which engage
a large number of the Bank’s units and the performance
advancement will be verified by an independent auditor
and released to the public.
BEATA ŻMUDZKA-HINDHAUGH
Fair Play Strategy Implementation Leader
The ‘fair play’ strategy is fundamental to the activities and
direction of the Bank’s development, and becoming a leader
in terms of fair play as well as trust and confidence is one of
the strategic objectives, adopted by the Bank. The choice of
this particular approach is part of a set of values represen-
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The ‘fair play’ strategy
Four areas of the ‘fair play’ strategy
Customers
CLEAR PRINCIPLES
Bank BPH takes every effort to ensure that its products and services are not
misleading to its customers, remain transparent, understandable, based on
clear principles as well as beneficial to each party.
SUPPORT AND ASSISTANCE
Bank BPH operates in a manner in which its customers can be confident
that the decisions they make correspond with their needs and expectations.
Employees provide customers with reliable assistance in making financial
decisions at every stage of cooperation with the Bank and in any situation.
OPEN DIALOGUE
Bank BPH is open to comments and feedback from its customers. Any
feedback received is used by the Bank to consistently improve the quality of
services and to tailor the offer to the customers’ needs.
PROTECTING FINANCIAL SAFETY
Bank BPH takes measures to support the financial safety of its customers,
to make them feel comfortable and safe as well as to enable them to effectively manage their finances, avoiding indebtedness in excess of levels safe for
them.
Employees
CAREER DEVELOPMENT
BPH Bank attaches great importance to the development and training of its
employees. With this approach the Bank enhances the key skills, knowledge
and attitudes of its employees but also helps them use their potential and build
their engagement.
HEALTHY AND FRIENDLY WORKPLACE
By offering employees a variety of opportunities for professional development
and preparation for tasks that come with a given position, the Bank offers
a friendly place to work, and with its attractive benefits program it encourages
employees towards healthy behaviours and a healthy lifestyle.
COMMUNICATION AND SATISFACTION
Open and proactive communication with employees is one of the priorities
of the Bank’s Human Resources Policy as well as a prerequisite for building
employee satisfaction, and thus - retaining them in the organisation.
DIVERSITY
BPH Bank constantly supports diversity in the workplace. In implementing
the Diversity Policy, the Bank encourages employees to make use of their
potential, regardless of their gender, age, religion, origin or disability.
Communities
CORPORATE VOLUNTEERING
Being fair to local communities is reflected primarily in the involvement
of the Bank’s employees, through corporate volunteering, in efforts and
activities to the benefit of these communities.
PROMOTING FAIR ATTITUDES
A strategy based on Fair Play Principles implicates not only the requirement to
act in accordance with the highest ethical standards, but it also means taking
actions that promote fair attitudes among the society.
PROTECTING THE NATURAL ENVIRONMENT
Caring for the environment is an attitude expected not only from manufacturing
organisations, but should also be important to each institution that considers
itself to be socially responsible. This is why Bank BPH, as part of its ‘fair play’
strategy makes sure that the highest standards are followed in managing the
environmental impact and undertakes actions to protect the environment.
8
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Business
partners
TRANSPARENT RULES OF CONDUCT
The Bank places great emphasis on ensuring that its activities comply with
both the applicable laws and the codes of good practice. Moreover - while
striving to ensure ethical behaviour within the organisation - it has developed
and adopted a number of regulations that apply to all Bank employees.
ETHICAL AND PARTNER RELATIONSHIPS WITH SUPPLIERS
For the Bank, it is of great importance that its relationships with suppliers are
guided by the principle of partnership, based on transparent rules of cooperation. The fact that the Bank cooperates with suppliers who conduct their
business in an ethical manner is of equal importance.
DIALOGUE WITH THE ENVIRONMENT
Bank BPH remains in dialogue with all stakeholder groups - it acquires,
analyses and uses feedback on the Bank’s activities from customers, business
partners, communities and employees, in order to improve the quality of its
services and enhance collaboration with business partners. This communication is carried out in a transparent and clear manner.
The ‘fair play’ strategy as our response to the expectations
of the community and to the situation
in the financial sector
In these troubled times, with persistent turmoil on the
global financial markets, customers − who often lack
knowledge of a growing number of banking products and
services and who have no time to constantly verify the
rationality of their financial decisions − expect that experts
will guide them to the best deals, tailored to their needs
and their possibilities. That is why customers must have
confidence in the professionalism of employees, transparency as well as honesty and integrity of their bank.
However, they can not always be sure whether or not they
can trust banks at all.
The challenges the financial industry faces in the world as
well as in Poland, in the context of corporate social responsibility, include aspects such as supervision and organisational governance, risk management, ethical attitude of
employees, customer service standard, financial exclusion.
Banks that are aware of these challenges and undertake
actions in the field of open communication, transparency
and customer education.
Therefore the concern for sustainable development
becomes particularly important to all banks. Sustainable
development emerges as an opportunity to improve the
efficiency of operation − transparency of procedures and
better risk management contribute to improving the overall health of the banking sector. A responsible company
acquires and analyses more indicators associated with
the quality of the management of a company, enabling
it to better evaluate business and investment risk. As
a result, this may translate into the greater interest of
investors. Corporate social responsibility also creates the
conditions for launching products and services, which may
include environmental or social elements, thus resulting in
increased number of customers. Strengthening confidence, improving service quality, diversifying the portfolio of
products and services result in greater satisfaction and
loyalty of the existing customers and attract new ones.
Bank BPH’s response to these challenges as well as to the
expectations of its customers and the society is the ’fair
play’ strategy, through which the Banks seeks to become
the most trusted bank among customers in Poland. This
means that the Bank operates in a socially responsible
manner, that it follows high ethical standards, offers transparent and clear products and services, and its employees
provide customers with reliable assistance in making
financial decisions, both in favourable macro-economic
conditions as well as during an economic downturn.
The practical expression of these promises is the program
of initiatives implemented by the Bank, which includes
products, services and processes.
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The ‘fair play’ strategy - role of the dialogue with
stakeholders
What are the principles that should guide a bank if it is to
become an institution which is fair and win the trust of
customers in Poland? The answer to this question came
from current and perspective customers of Bank BPH in
a quantitative research study conducted with the use of
CAWI (Computer Assisted Web Interviewing) methodology
as well as from in-depth interviews carried out in focus
groups. They pointed out that such a bank should most of
all provide transparent products, provide customers with
support and assistance, be open to their opinions and
suggestions as well as show concern for their financial safety. All these issues have become major categories of the
Bank’s strategy towards its customers. (Key areas in the
opinion of the customers are discussed in the Being fair to
customers section). This was also reflected in the Fair Play
Principles, confirming the Bank’s commitment to be the
number one bank in terms of customer trust and confi-
dence. A part of its ’fair play’ strategy the Bank formulates,
based on the feedback obtained within the framework of
the dialogue it maintains, key issues for individual groups
of stakeholders. That is the reason why one of the main
areas of the ’fair play’ strategy is an open dialogue. Open
dialogue enables the Bank to obtain feedback from stakeholders on matters such as which CSR issues should be
given priority and should be incorporated into the Bank’s
activities. (For more information on dialogue and its forms
refer to the Business Partners section).
The dialogue is an ongoing process, hence the list of the
Fair Play Principles will be continually expanded in accordance with the expectations of the customers and other
stakeholders. Along with the list of the Fair Play Principles
the list of specific actions supporting the Bank’s commitment to be the No. 1 bank in terms of trust and fair play
will also be expanded.
Managing the ‘fair play’ strategy
Managing the ‘fair play’ strategy is about managing
activities (projects), at the basis of which the Fair Play
Principles lie as well as commitments made by Bank BPH
to the stakeholders; it is also about identifying new actions
that will confirm the commitment of the Bank to be the
number one institution in terms of trust, confidence and
fair play. The President of the Bank’s Management Board
is the sponsor of the strategy. Individual members of the
Management Board are responsible for the implementation of those projects, which are linked to their annual
targets. All members of the Management Board have the
Fair Play Principles included as part of their targets.
Progress in the implementation of tasks is reported to the
Leader of the ‘fair play’ strategy by each project owner on a
monthly basis. In view of the projects already implemented,
control systems have been developed that allow monitoring
of their proper course. Summary reports are submitted to
the Bank’s Management Board.
In 2012, the Leader of the ’fair play’ strategy conducted
a number of workshop meetings with all the members of
the Management Board, which focused on the Fair Play
Principles (developing new principles, maintaining employee
involvement in the implementation of the strategy, maintaining the highest priority to the strategic fair play actions).
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ABOUT REPORTING
Approach to reporting
The history of CSR reporting by Bank BPH dates back to
2005, the year in which the Bank prepared and published
the corporate social responsibility information for the first
time. Since then, the Bank has prepared a total of six such
publications, which would be published on an annual basis
in the period between 2008 and 2011. The latest report,
for 2012, which you are holding in your hands, has been
developed for the first time according to the GRI (Global
Reporting Initiative) international guidelines. These standards, on one hand, define the content of the report, and
on the other − ensure relevance, quality, comparability,
reliability and transparency of the content of the publication. Subsequent CSR reports, prepared according to the
GRI guidelines, will be published every second year.
The key criterion for the selection of topics to be presented
in the report are issues, which are indicated by the stakeholders and the company as key issues to be addressed by
the ‘fair play’ strategy of Bank BPH. This is reflected in both
the content as well as the layout of this publication. Data
presented in this report relate to 2012 and are of BPH SA −
the headquarters of Bank BPH as well as all of its branches
and outlets operating in Poland. BPH PBK Zarządzanie
Funduszami Sp. z o.o. [Fund Management] (direct subsidiary) and BPH Towarzystwo Funduszy Inwestycyjnych S.A.
[Investment Funds Society] (BPH TFI, indirect subsidiary
through BPH PBK Zarządzanie Funduszami Sp. z o.o.) are
not included in this reporting scheme. This report has been
prepared in accordance with the GRI 3.1. Application Level
B standard. Bank BPH also included in the process of defining the key areas of reporting the GRI sector supplement
for the financial sector. You are kindly asked to submit your
questions about corporate social responsibility and the
reporting scheme of Bank BPH to Malwina Fidyk, CSR and
Diversity Manager, e-mail: malwina.fi[email protected].
JADWIGA ZARĘBA
External Relations Advisor in the Department
of Corporate Relationships
Publishing CSR reports adds credibility to a listed company
in the eyes of all stakeholders, increases its investment
attractiveness and increases its value on the capital market.
There are more and more investors nowadays who − when
deciding on investing their capital in a given company − pay
attention not only to the financial data but also to corporate
governance as well as environmental and social aspects.
This is the reason why as many as 90% of companies included the RESPECT Index prepare their CSR reports, and more
than half of the RESPECT Index companies prepared reports
in accordance with the GRI guidelines.
Bank BPH published its first CSR report as a pioneer in the
industry. It concerned 2004 which was a breakthrough year
due to Poland’s accession to the EU. We believe that as we
have now released this year’s report, prepared for the first
time according to the GRI standards, our stakeholders will
appreciate that we are a company that is becoming more
and more transparent and credible.
11
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12
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THE WAY WE OPERATE
Authorities of the company
The Management Board is the body that manages the
Bank’s activities and represents it; the Management Board
is appointed by the Supervisory Board, and in the case of
the members of the Management Board, the appointment
is carried out at the request of, or after consultation with
the President of the Management Board. The responsibilities of the Management Board include: adopting
strategies as well as principles of the prudent and stable
management of the Bank, ensuring the transparency of
its operations and the correct internal control system, as
well as making decisions on the exercise of control over
the efficiency and effectiveness of the risk management
process.
At least half of the Management Board members, including
the President, should be well familiarised with the banking
sector in Poland (i.e. be permanent residents of Poland, be
fluent in the Polish language and demonstrate the appropriate experience on the Polish market, which can be used
in managing the operations of the Bank). The Management
Board is diverse. Half of its members are Polish citizens,
others hold U.S., British and German citizenships. Since
2011, one of the Management Board Members is a
woman. Women are also represented in the group of key
executive managers (23%), which also includes, in addition
to the members of the Management Board, the directors
of the most important functions of the Bank, who report
directly to the President of the Management Board.
Remuneration of Management Board members is
approved by the Supervisory Board upon hearing an
opinion of the Remuneration Committee, formed by the
members of the Supervisory Board. The overall remuneration of the members of the Management Board is made
up of two components, a fixed component and a variable
component, with the latter depending on the performance
in terms of the achievement of personal objectives, which
are set in relation to the Bank’s strategy adopted for the given remuneration period. All members of the Management
Board have the Fair Play Principles included as part of their
targets. Assessment of the results achieved by individual
members of the Management Board, which is preceded by
an analysis, is carried out by the Supervisory Board, which
also ultimately decides on the amount of the bonuses. The
functions of the President of the Management Board and
the Chairman of the Supervisory Board are separated,
which means that the chairman of the highest governance
body cannot be the managing director of the Bank at the
same time.
As required by the Polish Financial Supervision Authority
the Bank has implemented the Policy of Variable
Components of Remuneration of Persons in Managerial
Positions at Bank BPH, including the bank’s management.
The objective of the Policy is to support the business
strategy as well as proper and effective risk management,
to discourage excessive risk-taking that exceeds the limits
13
approved by the Supervisory Board, as well as to reduce
conflicts of interest. The new Policy envisages, among
others, that part of the variable remuneration of persons
in managerial positions at Bank BPH is deferred over time
and paid in cash in an amount equivalent to the share
price of the Bank determined as the median average of
the daily stock prices during the period of three months
preceding the date of conversion.
Constant supervision over the Bank is exercised by the
Supervisory Board. Its powers include, in particular: supervision over compliance of the Bank’s Policy in the scope of
assuming risk with the Strategy and the Financial Plan of
the Bank, assessment of the activity of the Management
Board in the scope of the effectiveness of the Bank’s internal control system as well as compliance with the adopted
Policy, requesting to the appropriate organisational unit
of the Bank to carry out review or audits of specific areas
of the Bank’s operation, and also the selection of a statutory auditor to audit the financial statements of the Bank.
According to the the Bank’s statute, at least half of
the members of the Supervisory Board, including the
Chairman, should have a good knowledge of the banking sector in Poland. The composition of the Bank’s
Supervisory Board is varied. Half of the members hold
Polish citizenship. Economic / business education prevails
in terms of education. Women’s participation in the
Supervisory was 30% at the end of 2012.
Principles of remuneration of Supervisory Board members, resulting from the resolution of the Extraordinary
General Meeting of Bank BPH, are set to motivate active
and effective involvement in performing the function of
a Board member. The remuneration is linked to the challenges faced by the Bank and to the responsibilities of the
Supervisory Board Members. Their remuneration consists
of a base and a special duty allowance, associated with
the function performed within the Supervisory Board of the
Bank. (The composition of the Management Board and the
Supervisory Board as well as the organisational chart is
included in the Report of the Bank’s Management Board on
the activities of the Bank BPH Group in 2012, and updated
information can be found on the website: http://www.bph.
pl/pl/relacje_inwestorskie/lad_korporacyjny/zarzad_banku) .
The Supervisory Board has, in its structure, four committees: Audit Committee, Risk Committee, Remuneration
Committee and Investment Committee. (The current
composition of the Supervisory Board Committees are
published on the Bank’s website: http://www.bph.pl/pl/relacje_inwestorskie/lad_korporacyjny/rada_nadzorcza/komitety).
The highest authority of the company, through which
all the shareholders exercise their rights and make key
decisions on functioning of the Bank on equal terms is the
Annual General Meeting.
table of
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Composition of the governance bodies and employees
in the breakdown per categories according to gender,
age, national minority, and other indicators of diversity
Composition of the governance bodies by gender (composition of the management
board and supervisory board)
2011
2012
Females
Males
Females
Males
21%
79%
21%
79%
4
15
4
15
Bank’s employees by gender (excluding members of the governance bodies)
2011
2012
Females
Males
Females
Males
69%
31%
70%
30%
4 558
2 096
4 208
1 845
Composition of the governance bodies by age groups (composition of the
management board and supervisory board)
2011
2012
<30
30-50
>50
<30
30-50
>50
0%
63%
37%
0%
68%
32%
0
12
7
0
13
16
Bank’s employees by age groups (excluding members of the governance bodies)
2011
2012
<30
30-50
>50
<30
30-50
>50
34%
60%
6%
31%
63%
6%
2 249
4 033
372
1 863
3 854
336
14
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BEING FAIR TO CUSTOMERS
15
table of
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In pursuing its ‘fair play’ strategy, Bank BPH seeks to become a bank most trusted by its customers. That is why the Bank makes every effort to ensure that
its products and services are transparent, understandable, based on clear principles as well as beneficial to each party. This strategy distinguishes the Bank
on the market and helps build competitive advantage.
What does it mean to be a ‘just fair’ bank to our customers?
Clear principles
Bank BPH takes every effort to ensure that its products and services
are not misleading to its customers, remain transparent, understandable, based on clear principles as well as beneficial to each
party.
Support and
assistance
Bank BPH operates in a manner in which its customers can be
confident that the decisions they make correspond with their needs
and expectations. Employees provide customers with reliable assistance in making financial decisions at every stage of cooperation
with the Bank and in any situation.
Open dialogue
Bank BPH is open to comments and feedback from its customers.
Any feedback received is used by the Bank to consistently improve
the quality of services and to tailor the offer to the customers’
needs.
Protecting
financial safety
Bank BPH takes measures to support the financial safety of its
customers, to make them feel comfortable and safe as well as to
enable them to effectively manage their finances, avoiding indebtedness exceeding levels safe for them.
FAIR PLAY PRINCIPLES CERTIFICATION
Twice each year, independent auditors shall audit
and review Bank’s obligations to customers. The first
revision of the Bank BPH Fair Play Principles will focus
on the implementation of these Principles in the first
half of 2013, and its results will be published in third
quarter of 2013.
16
table of
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Being fair to customers - why is this important?
solutions that lend credence to the promise made to our
stakeholders. One of the most important activities in this
area are the Bank BPH Fair Play Principles, which we have
announced. They reflect the expectations of our customers with regard to how the Bank should operate, and
they revolve around four key categories: clear principles,
support at every stage of cooperation with the Bank,
financial safety and open dialogue. Each of these categories
contains a number of commitments which are relevant to
the customers and which we implement in our daily work.
We are aware that the declaration itself is not enough, and
that is why an independent auditor shall verify, twice each
year, the extent to which we keep the promises made to
our customers. This way the Fair Play Principles distinguish
our Bank in the marketplace and help build our competitive
advantage.
MARIUSZ KOSTERA
Deputy President of the Board,
Marketing and Product Management Division
Becoming the No. 1 bank in terms of trust and fair play
is a key element of the Bank’s strategy. Since 2011, we
have been steadily implementing products, services, new
Our declarations are supported with actual actions
The ‘fair play’ strategy shows that our actions are conducted in an ethical manner. We do not want to surprise our
customers with additional charges or ‘asterisks’ in contracts
because we want to ensure that the sale is conducted in a
fair manner and is tailored to the needs of our customers.
These are not just words, these are declarations followed by
actual actions, which the Bank pursues. The Sales Division
has implemented Fair Play Standards which ensure that
no matter which of our branches or outlets handles a
customer, he or she will always be treated in a professional
manner and with the same level of commitment.
KRZYSZTOF NOWACZEWSKI
Sales Division
’This must be the way
we do business’
Bill Cary, President of GE Capital
17
table of
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1.1
CLEAR PRINCIPLES - TRANSPARENT PRODUCTS AND
PROCESSES, EASY CONTACT WITH THE BANK
We take every effort to ensure that our products and services are not
misleading, remain transparent, understandable and beneficial to each party.
Responsible Banking
In its pursuit of the ‘fair play’ strategy, Bank BPH is supported by the Banking Responsibility rules that favour
maintaining beneficial long-term relationships with
customers and market regulators. Moreover, due to these
rules, the Bank builds its own image as a responsible and
trustworthy institution that is open to dialogue with customers - an institution being ‘just fair’. Responsible Banking
of Bank BPH is a scheme that refers directly to a corporate
initiative which is pursued at businesses of GE Capital corporate and which is aimed at improving the standards of
customer service. This initiative includes the products and
services available to retail customers, small and medium-sized enterprises.
Responsible Banking of Bank BPH is based on four assumptions:
Designing
Selling
Knowing
Listening
products that meet
the needs of customers and bring
benefits to them
our products in a clear and
transparent manner in order
to help the customer understand the product features and
enable a conscious choice
what is expected of us by our
customers as
well as market
environment and
regulators
to our customers
and remaining
sensitive to their
needs
Our products and services ‘responsible’ in every aspect
and at every stage
PRINCIPLES THAT GUIDE BANK BPH
Responsible Banking is based on general rules that define
the relationship between the Bank and its customers,
taking place at every stage of product life cycle, starting from product design, through the sale, to repayment (eg. loan repayment). First, the Bank so designs
processes and products to make sure they are transparent
and understandable to customers and also take reasonable opinions and suggestions for improvement of banking
products and processes into account. Second, the Bank
clearly communicates the benefits and risks associated
with a product, provides complete and accurate information on terms and conditions of the offered products and
services, on costs, charges and principles for their calculation, both before and after using the offer, the Bank also
notifies customers on product changes or on new terms
and conditions before implementing the changes. Third,
the Bank ensures control of the sales process in terms of
the completeness of the documentation and monitoring in
terms of clear communication and understanding of the
key product features by customers. Fourth, customers are
treated by the Bank professionally, fairly and with respect
and the Bank remains sensitive to changes in its custo-
Bank BPH strategy needs the high involvement of employees who are ambassadors of the Bank and the products
it offers. That is why in 2012 the Bank developed the
Responsible Banking Code of Bank BPH − a set of principles that should guide employees of the Bank. Principles
and standards of Responsible Banking should be followed
by all employees of the Bank, both in relationships with
their colleagues at work as well as when selling and
offering products to individual customers and clients of
the small and medium-sized enterprises (SMEs) sector. All
loan products, insurance products, deposit and investment
products are developed and then offered in accordance
with the principles of the Code.
The principles contained in the Bank BPH Responsible
Banking Code are the provisions of the Responsible
Banking Policy which are transferred into practice and
which include the assumptions of product design, sales
process, customer after-sales service, control measures, etc. The set of principles, applicable at the Bank,
supports creating an image of a trustworthy institution, focused on building long-term relationships with customers
and market supervision institutions.
18
table of
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mers’ financial situation as well as it supports its customers, if stricken by financial problems, in the repayment of
loans within the procedures, developed by the Bank.
and services offered by the Bank as well as the risks associated with them and consequently enable responsible
and informed investment decisions to be taken.
A PRODUCT THAT IS ‘RESPONSIBLE’ ACROSS THE BOARD
The Bank BPH Responsible Banking Code contains detailed
guidance for the employees responsible for products offered, at each stage of a product’s life cycle, starting from
the launch of new products, determining pricing strategy,
creating product documentation and marketing materials,
through the process of assessing credit worthiness, customer communication, responding to complaints, the sale of
banking products, up until controlling and monitoring as
well as the process of collecting the Bank’s receivables and
debt restructuring. At each of these stages, products, services or procedures are checked for compliance with the
applicable laws as well as internal regulations of the Bank.
All new products and changes to the existing product offer
must be made only upon consultation and assessment by
both the Compliance Department as well as the Legal and
Corporate Relations Division. This means that 100% of the
products offered by Bank BPH is subject to the NPI (New
Product Introduction) risk procedure, which deals with the
process of implementation of new products and modification of the already existing products. In order to guarantee
the highest level of protection and a high standard of
service to our customers, Bank BPH has decided to subject
all products associated with investment risks, to the
MiFID process (Markets in Financial Instruments Directive
− EU regulation on the sale of investment products and
on providing information on investment risk, investment
company as well as on the terms and conditions for the
provision of services by the investment company); the
procedure applies to all products, including those for which
no such requirement exists under the current legislation,
e.g. unit-linked insurance products.
Moreover, the Bank has developed a guidance booklet
entitled ‘MiFID questionnaire in a nutshell, or an easy way
to complete a MiFID questionnaire with customer’ for
its advisers. The booklet is intended to help explain the
purpose and essence of the MiFID process to the customer,
in a comprehensible manner, and respond to the most
commonly asked questions. These activities are intended
to help customers understand the essence of the products
ETHICAL ADVERTISING AND PROMOTION
Responsibility in the area of public relations, marketing and
advertising is also an important aspect of addressing the
offer to the customer. As in other areas this one is also subject to specific regulations in force at the Bank, including
- regulations provided by the Responsible Banking Code
of Bank BPH. Employees of the marketing function put a
particular emphasis on making sure that the materials
provided to the customers include all the necessary information, presented in a clear and readable manner so as to
help customers understand the financial terms and conditions of the product and in case of a loan − the process
of allocating loan repayments (the so-called allocation
of payments). Marketing materials for loan products, in
addition to being reviewed by the Compliance Department,
Legal and Corporate Relations Division, are also assessed
by designated employees of the Operations Division who
ensure clarity and transparency of customer communication. Due to following the above mentioned guidelines, no
irregularities in respect of regulations and voluntarily implemented codes concerning marketing communications
occurred in the reporting period, including advertising,
promotion and sponsorship, neither incurred cases of non-compliance with regulations and voluntarily implemented
codes concerning labeling and information about products
and services. Also no penalties were levied for noncompliance with laws and regulations concerning the provision
and use of products and services. The clause included in
credit card agreements which stated that the Bank was
the owner of the credit cards was entered in the Register of
Prohibited Clauses in 2012 as a result of legal proceedings
before the Court of Competition and Consumer Protection
in Poland, conducted upon the petition filed by the Polish
Office of Competition and Consumer Protection. As a result
of this decision Bank BPH decided to change the credit
card agreement template. No monetary penalties were
incurred in the reporting period as well as non-monetary
sanctions other than the sanction referred to above, for
non-compliance with laws and regulations.
New communication platform
Bank BPH’s new advertising campaign, launched in
2012, remains consistent with the ‘fair play’ strategy.
Communication with customers is based - quite in line with
the campaign slogan ‘Zero percent tricks - one hundred
percent facts’ − on pure facts and information about the
products.
19
table of
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Briefly and clearly about the product
The idea of being fair to customers also means a transparent, clear and simple communication about the products.
In order to ensure such communication Bank BPH prepared product guides for customers − one-page documents
which in a concise, clear and understandable manner de-
scribe the main characteristics of given product (personal
account and related products, insurance products, mutual
investment funds as well as insurance and investment
schemes), thereby facilitating customers in making an
informed decision on the purchase of a product.
Fair Sales and Service
Bank BPH ensures that the highest standards are in force
also in the process of selling and providing services to its
customers. To support this objective the Bank pursues the
Fair Sales and Service initiative, which can be considered
one of the most important projects derived from the ‘fair
play’ strategy, as it is the very experience of customers,
in the Bank’s own branch and in the partner outlet of the
Bank, as well as its relationship with the adviser, that have
a large impact on the way Bank BPH is perceived.
The Fair Sales and Service initiative is implemented through new standards of sales and customer service, which
were developed on the basis of experience of consultants from the Bank’s branches and partner outlets. Best
practices, followed by the branches and partner outlets on
a daily basis, have become the foundation for the ‘Book
of sales and customer service standards at the Bank BPH
branches. Sales and customer service standards, collected
this way, available in electronic and printed form, apply to
each Bank BPH adviser.
definitions of the relevant phrases, terms and abbreviations (some of which, such as BIK, scoring, WIBOR were
collected and defined in the Book).
READY-MADE SOLUTIONS AND GUIDELINES
The book features five areas of standards that relate to:
the image of an employee as well as a branch or partner’s
outlet, sales and customer service (from greeting the
customer to the end of the visit), remote communication
with the customer, providing services to persons with
disabilities as well as providing services to customers
in a variety of situations encountered in daily work in
branches and outlets. The description of the standards
contains specific guidelines, models of conduct in different
situations that occur during the process of sales and
customer service, as well as good practices to be followed
by advisers. Through their use an adviser is in a position to
more accurately understand the needs and expectations
of the customer, as well as to better respond to them.
The role of the standards is well illustrated by 4I Principle,
applicable in difficult situations (‘I show that I understand
the customer’s problem; I learn the details; I recommend
possible solutions; I confirm acceptance’). An adviser familiar with the 4I principle knows how to conduct themselves
and quickly finds a solution of the problem, thus enhancing
Bank BPH’s image as a credible institution.
The book also raises awareness of the Bank’s advisers to
remember, during an interview with the customer, about
the Dictionary of Friendly Banking. In practice this means
that advisers must use a language that is comprehensible
to the customer and must avoid − as far as possible −
banking jargon as well as must explain the meaning and
20
TRAINING SUPPORTING THE INTRODUCTION OF THE
STANDARDS
The development and launch of the ‘Book of sales and
customer service standards at Bank BPH’s branches is but
one of the elements that serves the purpose of improving
the quality of customer service. The other element is the
training program for advisers who work both in the Bank’s
branches as well as partner outlets of the Bank. In order
to assist them in the implementation of the standards
described in the book, the Bank provides e-learning and
stationary training sessions.
Together with the Credit Information Bureau (BIK) Bank
BPH − implementing the BIK Academy of Sciences
scheme − also organises educational activities (including
e-learning) to expand the knowledge of its employees
on the role of credit agencies in the process of client risk
assessment as well as in increasing the overall safety of
the banking sector.
FRIENDLY BRANCHES AND OUTLETS AS WELL AS ATMS
The improvement of the quality of sales and customer
service of Bank BPH is also aided by two programs for
modernisation of Bank BPH distribution network.
The first program is intended to make all branches and
partner outlets as well as ATMs more friendly to customers.
The Bank has introduced uniform standards of service, in
terms of infrastructure, across the distribution network as
well as it now provides cash services in all branches and
outlets. Bank’s branches have improved their appearance as well as the comfort of customer service through
modernisations that were implemented in 115 branches
and outlets in 2012. Also, as part of this program, if an ATM
malfunctions, its screen will display information about the
nearest devices of this type, belonging to the Bank BPH
and Euronet network. With information about the location
published on the website the customer may quickly and
easily reach the desired branch or outlet. The second
program includes measures leading to standardisation of
processes, products and systems in the network of partner
outlets, so customers using the network have access to
exactly the same products and are served according to
exactly the same standards as customers using the Bank’s
own branches. An example is the purchase of multisafe
devices to ensure proper cash handling and increased
security.
table of
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best practice
Customer product manual - saving products
Przekonaj się, ile możesz zyskać dzięki produktom oszczędnościowym Banku BPH.
best practice
Jeśli cenisz elastyczne i atrakcyjne warunki, będziesz mógł u nas wybrać produkt,
który spełni Twoje oczekiwania.
Poniżej znajdziesz informacje, które pomogą Ci dokonać wyboru najkorzystniejszego
produktu oszczędnościowego.
Rachunek oszczędnościowy Sezam
Oszczędzam PLUS
Lokata Pracowita
Lokata standardowa
Opis produktu
Nowoczesne konto oszczędnościowe sprawia, że pomnażanie kapitału nie wymaga
zamrażania pieniędzy, a odsetki naliczane
są codzienne, maksymalizując zysk.
Produkt oszczędnościowy z dzienną
kapitalizacją odsetek, który pozwala
osiągać większe zyski niż na tradycyjnych
lokatach.
Lokata standardowa zapewnia atrakcyjne
oprocentowanie, przewyższające to, które jest
dostępne na kontach osobistych.
Zalety produktu
>>elastyczny dostęp do oszczędności
>>efektywne zyski dzięki dziennej kapitalizacji odsetek
>>możliwość założenia wspólnego
rachunku dla 2 osób
>>efektywne zyski dzięki dziennej kapitalizacji odsetek >>pewność wypracowanych zysków >>niski próg rozpoczęcia
oszczędzania (1000 zł) >>możliwość
założenia wspólnego rachunku dla 2 osób
>>szeroka gama dostępnych terminów
lokowania >>możliwość lokowania środków
zarówno w złotych, jak i walutach obcych
>>możliwość założenia wspólnego rachunku
dla 2 osób >>niski próg rozpoczęcia oszczędzania (1000 zł)
Czas trwania umowy
rachunek bezterminowy
3,6,12 lub 24 miesiące
>>lokaty złotowe – oprocentowanie stałe:
3,6,12,24 lub 36 miesięcy >>lokaty walutowe
– oprocentowanie stałe: 1, 3, 6, 12, 24 lub 36
miesięcy >>lokaty walutowe – oprocentowanie
zmienne: 6, 12, 24 lub 36 miesięcy
Opcja automatycznego odnowienia
rachunek bezterminowy
dostępna
dostępna
Rodzaj oprocentowania: stałe/zmienne; warunki odnowienia, wysokość oprocentowania w
tabeli oprocentowania depozytów Banku
zmienna
stałe; lokaty z opcją automatycznego
odnawiania , odnawiają się na oprocentowaniu obowiązującym w dniu odnowienia
stałe lub zmienne; lokaty z opcją automatycznego odnawiania , odnawiają się na oprocentowaniu obowiązującym w dniu odnowienia
Częstotliwość kapitalizacji odsetek
codziennie
codziennie
na koniec okresu
Kwota minimalna
brak
1000 zł
1000 zł, 250 euro, 500 dolarów
Kwota maksymalna
brak
10 000 zł (na jedną lokatę)
brak
Limit liczby rachunków dla Klienta
2
8
brak
Dostępne waluty
PLN
PLN
PLN, EUR, USD
Gwarancja kapitału
tak
tak
tak
Dopłaty
bez ograniczeń
wyłącznie w dniu odnowienia
wyłącznie w dniu odnowienia
Wypłaty przed upływem okresu umownego
(przed odnowieniem), bez zerwania umowy
tak, w dowolnym momencie, patrz pozycja
„Opłaty za wypłatę z rachunku’ poniżej
wyłącznie części kapitału w dniu odnowienia lub odsetek do 5 dni po odnowieniu
wyłącznie części kapitału w dniu odnowienia lub
odsetek do 5 dni po odnowieniu
Gwarancja odsetek
ak, oprocentowanie nie może być niższe
niż jeden punkt procentowy powyżej stopy
procentowej NBP
tak, pełne odsetki należne przy utrzymaniu lokaty do momentu jej zapadalności
>>tak, pełne odsetki należne przy utrzymaniu
lokaty do momentu jej zapadalności
>>dla oprocentowania zmiennego brak gwarancji stałego poziomu odsetek
Opłata za otwarcie rachunku Opłata za prowadzenie rachunku Opłata za zasilenie rachunku
brak
brak
brak
Opłata za wypłatę z rachunku/zamkniecie/likwidację rachunku przed upływem terminu
zapadalności
>>bez opłat za 2 pierwsze przelewy wychodzące w miesiącu na rachunki osobiste
osób fizycznych w Banku BPH >>przelewy
na rachunek własnej działalności gospodarczej i przelewy zewnętrzne płatne7,99
zł >>opłata za wypłaty z konta w kasie
Banku wynosi 7,99 zł >>przelew SORBNET
do 1 mln zł opłata - 30 zł, powyżej 1
mln – 10 zł >>brak opłat za zamknięcie
rachunku
>>brak opłat za wypłatę odsetek lub
częściową wypłatę kapitału w dniu odnowienia lokaty >>prowizja za zerwanie
lokaty przed terminem w wysokości 90%
odsetek naliczanych od dnia wypłaty
>> brak opłat za wypłatę odsetek lub częściową
wypłatę kapitału w dniu odnowienia lokaty >>
przy zerwaniu lokaty przed terminem Bank
wypłaci odsetki w wysokości 0% (zerwanie do
30 dni od otwarcia)lub 0,1% (jeśli zerwanie
następuje później) w skali roku
Kanału dostępu: 1. Oddziały 2. Serwis bankowości internetowej 3. Teleserwis
1. tak 2. tak, serwis Sez@m 3. tak
Konieczność posiadania konta osobistego w
Banku BPH do założenia rachunku
nie
nie
nie
i szczegółowe informacje znajdują się w Taryfie Opłat i Prowizji (TOIP)dostępnej w Oddziałach i Placówkach Banku na stronie www.bph.pl.
Jeśli masz jakiekolwiek uwagi, pytania lub sugestie dotyczące funkcjonowania naszych produktów, podziel się z nami
swoją opinią. Napisz na adres: [email protected].
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FAIR PLAY PRINCIPLES
IS WHAT SETS US APART
FAIR PLAY PRINCIPLE
#1
FAIR PLAY PRINCIPLE
#2
FAIR PLAY PRINCIPLE
#3
FAIR PLAY PRINCIPLE
#4
FAIR PLAY PRINCIPLE
#5
FAIR PLAY PRINCIPLE
#6
We make sure that our customers are not surprised
by additional costs. Therefore, the users of the Kapitalne
Account or the Maximum Accounts, can carry out all domestic transactions with one monthly fee, without incurring
additional costs.
Personal saving accounts −
one monthly fee without
additional costs
We want our customers to have time to think about
the decisions they make. This is why, in the case of cash
loans, credit cards and overdraft, we have extended the
opportunity to benefit from the right of withdrawal from
the loan agreement from the statutory 14 days to as
many as 21 days at no cost. In order to withdraw from
the loan agreement without incurring costs the borrower
must return the amount of the loan made available to him
or her within 21 days from the date of the conclusion of
the agreement, or, in the case of a credit card, refund the
transactions made within 30 days from the date of the
notice of withdrawal from the agreement.
Loans − extended period
for withdrawal from the
agreement
We want to keep our customers well aware of the
terms and conditions of agreements they conclude.
To this end, each credit or loan agreement carries a single
page attachment, a document that clearly presents the
most important information concerning the given product
as well as the terms and conditions of the loan agreement.
Loans − clear terms and
conditions of agreements
We make sure that our customers have time to think
about the decisions they make. This is why each customer has the opportunity to opt out of the insurance coverage associated with any credit card or cash loan within 30
days from the date of accession to the insurance at no cost whatsoever.
Insurance − an option to
withdraw at no cost
Hotline − an instant
connection
We respect our customers’ time, this is why 8 out of 10
people calling our hotline during its operation hours will
never wait more than 20 seconds for a connection from
the moment of selecting the ‘Operator’ option.
All customers who complete the cash loan application via
the Internet at work during the Credit Information Bureau
system business hours, shall receive a preliminary credit
decision within one minute, on average.
Cash On-line − fast
preliminary credit decision
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Bank BPH operates in a manner in which its customers can be confident
that the decisions they make correspond with their needs and expectations.
Employees provide customers with reliable assistance in making financial decisions both in prosperity as well as in difficult times.
Supporting customers by providing state-of-the-art
solutions and education
Bank BPH, being a trustworthy institution, is committed
to educating its customers so they are able to make
decisions in accordance with their needs and expectations, the Bank also introduces various features that
facilitate the use of financial services. That is why, as one
of the first banks in Poland, Bank BPH introduced - as
part of its Sez@m online banking service - a tool known
as the Financial Assistant (http://www.youtube.com/watch?v=MKcEWDOa8HE). The Financial Assistant, available
to all the Bank’s retail customers, helps them better and
more effectively manage the household budget, monitor
and analyse their financial situation as well as raise their
awareness of current expenditures. This is made possible
with the many useful functionalities of the Financial
Assistant, including automatic downloading and pooling
information on expenditures and receipts, the possibility of
a detailed analysis of expenditures in terms of its structure
and variability in time or the possibility to set warning limits
on spending. With this tool, the user obtains a clear picture
of his or her finances.
The innovativeness of the Financial Assistant stands, was
appreciated by the jury of the competition conducted
under the auspices of the Faculty of Technical Sciences of
the Polish Academy of Sciences, which awarded this tool in
2012 with the title of the Innovation of the Year.
Educating on saving
Bearing those customers who would want to save or
invest, but who feel they lack knowledge on how to start
or who feel lost in the product offer in mind, Bank BPH has
prepared an educational brochure entitled ’Guide - from
investments to profits or how to invest advantageously and
save effectively’ which is an introduction into the world of
finance as well as the offer of savings and investment
products. The reader of the brochure will find the principles that should guide him or her in his or her efforts to
save money, learn basic terms associated with investing,
find answers that help designate the investment objective
as well as a brief description of key products offered by
the Bank.
From investment to profits with Bank BPH
Following the instructions outlined in the guide, the customer may determine his or her desired profit level, acceptable level of risk as well as expected period in which he or
she wishes to keep savings with the Bank, and then - using
a simple tool called the ‘investment wheel’ - he or she may
select the types of savings and investment products, most
suitable for his or her situation.
best practice
1.2
SUPPORT AND ASSISTANCE AT EACH STAGE OF
COOPERATION WITH THE BANK
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Availability of services for persons with disabilities
Bank BPH pays attention to the need to ensure the availability of its services and the highest standard of service to
persons with disabilities. One of the chapters of the ’Book
of sales and customer service standards at the Bank’s BPH
branches’ contains standards that advisers must follow
when providing service to customers with disabilities.
Those principles provide a step by step description of the
required conduct of the Bank’s employees when providing
services to persons with different disabilities. The availability of services for persons with disabilities forces, most of
all, the removal of any architectural barriers, both at the
entrance as well as in the operating rooms. Although the
issue of disability, as one of the aspects of the diversity
strategy, will be developed in 2013, the efforts to adapt
branches and outlets for these customers are already
being implemented. In this way these customers have
access to 282 branches and outlets. Ramps or platforms
for wheelchairs have been implemented at 73 locations,
and lowered counter − in 186 operating rooms. 265 ATMs
have been equipped with a keyboard for the blind. Bank
BPH considers the availability of services for persons with
disabilities as one of the areas that will be developed in the
future.
FAIR PLAY PRINCIPLE
#7
FAIR PLAY PRINCIPLE
#8
FAIR PLAY PRINCIPLE
#9
FAIR PLAY PRINCIPLE
#10
Financial Assistant −
assistance in budget
management
We want to be of assistance to our customers in
managing their personal finances. To this end we have
made the Financial Assistant available to them. This is a
tool in the online banking system for individual customers,
which helps them better plan and control their household
budgets.
We want our customers to know how their complaints,
submitted by fax, email or in writing, are being handled at each stage. That is why, each time a complaint
is received, its receipt is confirmed to a customer by text
massage or an e-mail and the next notification is sent
when the handling of the complaint is completed.
Complaints − keeping
customers posted on the
status of resolving their
issues
We want to be of assistance to our customers in managing their personal finances, which is why we send
notifications about impending expiry of non-renewable:
time deposits with a minimum monthly period of maturity,
SCD investment deposits as well as Optima Profit policies.
A text message notification is sent at least one day prior to
the expiry of the contract.
Savings and deposit products
− text message reminders
Customer product manual
− assistance in selecting
banking products
24
We want our customers to make an informed selection
of products. This is the reason for which our website
provides materials that enable easy comparison of key
features of individual products.
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Supporting the development of entrepreneurship
Bank BPH, aiming to strengthen its image as a reliable
bank also for business customers, supports the development of entrepreneurship. The Banks goes about this
in two ways: by making an offer addressed to the SME
sector, as well as through information and training on EU
funds and the possibility of obtaining those funds. In 2012,
the Bank co-organised 7 online discussions, including
topics such as the possibility of obtaining a Technological
Loan, investment loans with an EU guaranty as well as
financing the needs of companies in the SME sector. The
discussions attracted more than five hundred people,
most of them being owners and employees of SMEs. The
‘location’ of the e-meetings was the ’European Funds’
bi-monthly magazine internet portal, which also co-organised the meetings and each meeting was participated
- alongside experts from the National Economy Bank (BGK)
or the Polish Agency for Enterprise Development - by a
Bank BPH expert. As part of the government’s scheme
‘Supporting Entrepreneurship through BGK Sureties and
Guarantees’, Bank BPH signed a cooperation agreement
with BGK on the Portfolio Surety Line. A BGK Surety may
cover investment loans and working capital loans, granted
to commercial customers with the status of micro, small
and medium-sized enterprises. Bank BPH, as a Financial
Intermediary of the EU Framework Programme for
Competitiveness and Innovation for the years 2007-2013,
the funds of which were allocated to loan guarantees
granted by the European Investment Fund (EIF) to micro,
small and medium-sized enterprises, offers credit / loan
products covered by the guarantees of the EIF (Auto
Sesame, Investment Loan on offer for business customers,
Investment Loan on offer for corporate clients).
BPH also offers credit / loan products tailored to the
principles for the use of aid funds (Euro Express Credit,
Technology Loan).
Bank BPH, in its efforts to streamline and shorten the process of providing services to clients in the SME sector, has
prepared an electronic wizard for creating agreements.
With a special module, the so-called Legal Module II at
the BusinessNet financial portal, opening an account is
carried out automatically (an automatic mechanism for
the reservation of account numbers as well as electronic
processes for preparing an agreement), and an SME customer may sign an agreement and open an account during
a single visit at a branch. The introduction of the contract
wizard for SME customers allows for the time in which an
agreement is prepared by 40 minutes.
Notification of transactions in BusinessNet
Bank BPH, as an institution driven by the Fair Play
Principles, makes sure to provide its customers in the SME
sector with clear and transparent information. Therefore
the Bank has developed and implemented a system of
notification of transactions in the BusinessNet financial
portal. Notifications are in the form of text messages or
e-mails and provide the customer with transaction information, key to the customer, on the change of the account
balance as well as on the of funds on the account.
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Electronic wizard for creating agreement
for business customers
best practice
In 2012, the Bank co-organised 7 online discussions
for entrepreneurs
1.3
THE DIALOGUE - OPENNESS TO CUSTOMERS’ COMMENTS
AND REMARKS
We always remain open to comments and remarks, to evaluations of our work
as well as to all opinions on the Bank, expressed by our customers. With such
signals, we are able to continually improve our services and to customize products to the needs of our customers.
Improving our attitude through discussion
Bank BPH, being a trustworthy bank, is committed to
provide its customers with information on benefits of the
product, which the customer used, on the way the product
works, on the principles of repayment, as well as on the
available communication channels and online services.
The Bank also ensures the verification of transparency of
the sales processes at the branches. These tasks were carried out in 2012 by Welcome calls or the Post sales calls.
The Bank acting in accordance with the philosophy of fair
play towards the dialogue with the customer also makes
use of customer complaints. As employees of Bank BPH
receive complaints, they follow the 4I Principle (’I show that
I understand the customer’s problem; I learn the details;
I recommend possible solutions; I confirm acceptance’).
The quality of our work matters
In 2012, Bank BPH continued the survey of the quality of
sales and customer service using the Mystery Shopper methods, in branches and partner outlets. External auditors
paid more than a thousand visits. Results obtained as the
effect of the campaign confirmed the upward trend in the
level of the implementation of the standards described in
the ’Book of sales and customer service standards at Bank
BPH branches, which has been observed since 2011. (More
about the Book in the text Fair Sales and Customer Service
section.)
Bank BPH is aware that time matters for its customers.
This is why it continuously improves banking processes,
taking every effort to make sure that most issues, referred
by customers, get resolved during the first contact. Bank
26
BPH regularly measures the health of the brand and the
level of customer satisfaction. Each month it carries out
the measurement of key parameters, including the NPS
indicator (Net Promoter Score) − a universal indicator to
measure customer satisfaction and loyalty expressed by
customer’s willingness to recommend the Bank’s services
to friends and family members.
The NPS survey is carried out by an external company on
a sample of 100 customers − owners of personal accounts
at Bank BPH. The average NPS indicator for the year 2012
amounted to 37 (an increase of 7 points compared to
2011) and it suggests a growing share of customers willing
to recommend our services over the share of those Bank
customers that express no such will.
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#11
FAIR PLAY PRINCIPLE
#12
FAIR PLAY PRINCIPLE
#13
Quarterly conferences on the
Bank’s results
Building the quality of customer
service on the basis of
customer expectation
Individual Customers Forum
We want all interested parties to have access to current information on the condition of the Bank. This is
why each conference on the financial performance takes
place in the form of a live broadcast over the Internet, and
the recordings of the meetings are posted on the Bank’s
website.
We sell our products in a responsible and transparent
manner. This is why we call our regular customers asking
for an evaluation of the quality of customer service at our
branches.
We believe that with observations made by our customers, we can implement solutions that best meet their
needs. This is why we organise meetings of the Individual
Customers Forum. Each suggestion is carefully analysed,
responded to and then used to improve our operations.
Individual Customers Forum
One of the initiatives leading to implementing the idea of
openness to comments and needs of our stakeholders,
including customers, is the Individual Customers Forum −
a series of direct meetings between representatives of the
Bank (including members of the Management Board) with
customers, where such meetings provide an opportunity
to offer an opinion on the Bank’s products and services.
Comments obtained this way are used to optimise the
Bank’s activities and adapt those activities to the expectations and needs of Bank’s customers.
The Forum gathers customers invited by the Bank, who
actively use various products and services, and who have
been identified by advisers as opinion leaders, often in
contact with the Bank, offering their ideas and initiatives.
Meetings held as part of the Forum, between the Bank’s
representatives and customers are organised at least four
times a year in selected Polish cities, and each of these
meetings is participated in by at least 10 persons.
Discussions, being the essence of the meetings that are
organised as part of the Forum, concern the current or
future activities of the Bank, associated with the ‘fair play’
strategy, including: the Bank’s offer, the range and level
of services provided as well as other issues raised by the
Bank or the customers.
In 2012:
81 customers took part in the meetings
Number of meetings - 5: April − in Gdańsk, June − in Czeladz near Katowice, September − in Krakow, October − in Poznan,
December − in Warsaw
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FAIR PLAY PRINCIPLE
a customer
Bank BPH
I expect one person to handle my issues - the
adviser who supported me so far left, and the
new adviser has not yet contacted me.
We currently have a project under implementation of assigning customers to a group of Personal Banking customers,
as a result of which in the second quarter of 2013, each customer will be supported by an adviser assigned to him or her.
I do have a problem with the long queues
to the cash desks and the lack of a more
intimate place to deposit funds. When
turning up with large amounts of money I feel
uncomfortable when others are looking over
my shoulder.
In 2012, we introduced a cash service to almost all the Bank
BPH branches. We believe that these changes will affect the
comfort of our customer service and help reduce waiting
times for cash service. Those branches that handle customers of the Personal Banking segment for individuals or
business, feature separate rooms for meetings with clients.
The Bank has no offer for wealthy customers.
In April 2013, a new Personal Banking offer will be presented, based on the Maximum Account with Benefits Package,
designed especially for this segment.
Every time I speak with a different person
at the call center and I have to explain the
matter from the beginning.
Works are currently underway to change the inquiries notification system. In addition, we seek to provide each adviser
with access to each open case.
Business Customer Council
The Business Customer Council is an innovative approach to building relationships between customers and the
Bank. Its purpose is to know the opinions of entrepreneurs
− the Bank’s customers, on the solutions offered by the
Bank, the portfolio of products and the level of service. The
Council consists of 80 Bank customers, who represent the
segment of small and medium-sized businesses as well as
corporations. Council meetings are held quarterly and are
chaired by the Vice President of Bank BPH Management
Board, responsible for the Commercial Banking Division.
Members of the Council have the opportunity to express
opinions on issues important to the Bank, regardless of the
schedule of meetings. Council members may also submit
their suggestions in electronic form via a specially created
website: www.radaklientowbiznesowych.pl.
A bank that listens and responds
OLGA MALINOWSKA,
Director of Risk Management at Magellan SA
The Bank can make good use of the suggestions provided
by customers who are satisfied with the cooperation, and
thus can provide some recomendations, feedback and
requests.
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CUSTOMER EXPECTATIONS - OUR RESPONSE
1.4
FINANCIAL SAFETY OF OUR CUSTOMERS
Bank BPH takes measures to ensure that its customers feel comfortable and
safe as well as enables them to effectively manage their finances, avoiding
indebtedness in exceeding levels safe for them.
Customer safety is the foundation to each
responsible bank
A trustworthy bank is most of all a bank that cares for
the safety of its customers. This requirement features
two dimensions - on the one hand it is about providing
customers (also through their education in this respect)
with safety when using financial services and on the other
- about attention to their financial safety. Today, given
the turmoil in the global financial markets and the crisis
of confidence in financial institutions, the latter aspect
becomes particularly important.
Bank BPH is fully aware of that, hence it initiates various
activities that enhance customer trust. Bank BPH has
launched, unique on the market, biometric authentication
technology for confirming customers’ identity - the Finger
Vein. This technology has been used in the process of customer identification and in 2013 it will be used in the process of the authorisation of transactions conducted at the
Bank’s branches. The FV technology exploits the fact that
the flow of blood in the blood vessels of a human finger is
unique to each individual. Under the project, each position
in each of 284 branches of Bank BPH has been equipped
with a biometric reader (confirmation of a customer’s
identity is done by placing a finger in a biometric reader)
and a customer monitor (for displaying data that will be
accepted by customer by pressing a finger against the
reader). For the sake of customers’ financial safety Bank
BPH also makes sure that they keep their indebtedness at
a safe level. (More details in the section on responsibilities
in the loan awarding process)
In order to improve safety in the use of financial services
the Bank is preparing educational materials for customers
(such as the following section: safety on the Bank’s website, containing guidelines for customers using electronic
banking, Handbook for a credit card or a debit card).
FAIR PLAY PRINCIPLE
#14
FAIR PLAY PRINCIPLE
#15
Biometric identification −
secure identity verification
Credit Certificate − assessment
of individual creditworthiness
29
We wish to ensure the highest level of security of
transactions carried out by our customers. This is why,
on 1 February 2013 at our branches we made available a
state-of-the-art biometric identification technology, which
enables verification of identity by pressing a finger against
a special reader. Biometric identification has been awarded
an Innovation of 2012 title in the contest conducted under
the auspices of the Department of Technical Sciences of
the Polish Academy of Sciences.
We want our customers to be aware of the procedure we follow in making a credit decision and how
they can take care of financial safety. This is why any
person applying for unsecured loan products has the
opportunity to obtain a credit certificate which presents
the essential elements of a credit assessment and credit
rating.
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BEING FAIR
TO BUSINESS PARTNERS
31
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The implementation of the ‘fair play’ strategy manifests itself in the Bank’s integrity and transparency in its relations with all the stakeholder groups, including
business partners, suppliers, franchisees and agents or member organisations.
The Bank, as a responsible and trustworthy institution, maintains an open
dialogue with the environment, it evolves and improves itself in order to gain a
competitive advantage on the market.
What does it mean to be a Bank ‘just fair’ to business
partners
TRANSPARENT
RULES OF
CONDUCT
The Bank attaches great importance to ensuring that its activities comply
with both the applicable laws and the codes of best practice. Moreover −
while striving to ensure ethical behaviour within the organisation − it has developed and adopted a number of regulations that apply to all of the Bank’s
employees. Transparent rules of conduct in relation to our business partners
that have been developed so far will be consistently improved by the Bank,
in accordance with changes in the environment and the lessons learned
from the dialogue with stakeholders. We want these rules to become the
DNA of Bank BPH and to distinguish the Bank on the market.
DIALOGUE
WITH THE
ENVIRONMENT
Bank BPH remains in dialogue with all stakeholder groups - it acquires, analyses and uses feedback on the Bank’s activities from customers, partners,
employees and communities, in order to improve the quality of services
and enhance collaboration with business partners. This communication is
carried out in a transparent and clear manner. Keeping the dialogue with
the environment on is our strategic objective when it comes to relationships
with business partners. This makes us better understand each other and
contributes towards building mutual trust.
ETHICAL
AND PARTNER
RELATIONSHIPS
WITH SUPPLIERS
For the Bank, it is of great importance that its relationships with suppliers
are guided by the principle of partnership, based on transparent rules of
cooperation. The fact that the Bank cooperates with suppliers who conduct
their business in an ethical manner is of equal importance.
Why are ethical and transparent relationships with the
environment of such importance to the Bank?
process, inherent in our corporate culture. We make
sure that the Fair Play Principle of in collaboration with
our business partners is respected and we conduct our
business in a transparent manner, based on the use of the
best market practices. This way we are able build mutual
trust and strong relationships with our partners. All of this is
supported on sustainable development of our business, the
activity of which is focused not only on achieving financial
benefits, but also on building sustainable and harmonious
relationships with the environment. Listening to the voice of
the business partners and appropriate response contribute
towards strengthening the Bank’s image, conducting of
activities in a friendly manner, increasing competitiveness
and prestige among the stakeholders. The more I reflect on
the rightness of the strategy of cooperation with business
partners, adopted by the Bank, the more I am convinced
that following the chosen path is worthwhile.
GRAŻYNA UTRATA
Legal and Corporate Relations Division
Continuous improvement and the application of the highest
ethical standards towards all stakeholder groups of the
Bank remains an ongoing, but at the same time a natural
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2.1 TRANSPARENT RULES OF CONDUCT
In the interests of transparency Bank BPH conducts its activities in a manner
consistent with applicable law, but also respecting the principles of corporate
governance and a set of best practices that apply to the financial sector.
The expression of concern for ensuring ethical behaviour and conduct within
the organisation are the regulations developed and adopted by the Bank that
must be followed by all employees.
Our conduct is guided by ethics and transparency
Bank BPH is a public company, listed since 1995 on the
Stock Exchange in Warsaw, and, as such, is committed to
the principles of corporate governance that promote sustainable development and which are of benefit to all the
stakeholders groups. In 2012, the Bank respected all the
principles of corporate governance contained in the ’Code
of Best Practice for WSE Listed Companies’, in the form
approved by the Board of the Warsaw Stock Exchange on
19 October 2011.
The Bank attaches special importance to the transparency
of conduct and open communication maintained in the
spirit of dialogue and trust, which constitutes − along with
the principles of corporate governance − best practices of
the listed companies. In recognition of the high standards
applicable at Bank BPH in this regard, its shares have been
included in the RESPECT Index, which includes companies
outstanding in terms of principles of corporate social
responsibility. Moreover, in 2012, the Bank found itself
among the top three listed companies in terms of the
quality of reporting of non-financial data, in the ranking
published by the Polish Association of Stock Exchange
Issuers under the project entitled: ‘ESG (Environmental,
Social, and Governance) analysis of companies in
Poland.’ Bank BPH was awarded in two categories: ‘Polish
companies belonging to the sWIG80 index’ and ‘financial
sector’. (More information on this topic can be found in
the ’Corporate governance at Bank BPH 2012’ statement,
which is annexed to the Financial Statements for 2012).
INVESTOR RELATIONS
In order to meet the challenges facing public companies
listed on the Warsaw Stock Exchange, the Bank complies with certain rules of communication with investors and other capital market participants. The Bank’s
Communication Policy in this respect is carried out with
adherence to high standards and in accordance with the
principles of transparency, fairness, reliability and equal
access to information for all capital market participants.
The regular form of communication between Bank BPH
and capital market analysts as well as investors in 2012
were conferences organised on those days on which Bank
published information of its financial results and performance. Conferences on financial results take the form of
so-called webcasts, or video conferences broadcast live
over the Internet, making it much easier for the Bank’s
shareholders to access information. A similar goal was
behind the resolution of the Annual General Meeting of
Shareholders, adopted on 30 May 2012, pursuant to which
the Bank provides its shareholders with the opportunity to
participate in the General Meeting by means of electronic
communication. Inquiries concerning investor relations
receive a substantive response within 2 business days or a
week if such response requires additional expertise.
RISK MONITORING AND MANAGEMENT
One of the significant aspects of ethical and transparent
conduct is risk monitoring and management, primarily
including market and credit risk. The manner of risk management is regulated by a number of policies and principles
among which the Policy of Investments and Management
of Assets and Liabilities at Bank BPH, approved by the
Supervisory Board, is of paramount importance. It sets
out the key principles and describes the management
of liquidity risk and market risk on a general level. Based
on the Policy, the Bank develops detailed procedures in
the form of internal documents approved by competent
bodies of the Bank (by the Bank’s Management Board,
Assets and Liabilities Management Committee - ALCO,
which is responsible for the periodic monitoring of market
risk management, as well as by individual members of the
Board in respect of their competence).
The primary objective of the Bank in respect of credit risk
management is to keep this risk at a safe level while ensuring the adequate profitability of credit operations that
provides a steady growth of financial results. With wide
and flexible range of credit and loan products, tailored
to the needs of customers, the Bank allocates capital in
the most economical way, ensuring adequate monitoring
of credit risk. (For more information on the description
of significant risk factors: interest rate risk, liquidity risk,
foreign exchange risk, operational risk, credit risk, please
refer to the ‘Consolidated financial statements of the Bank
BPH Group for 2012’)
IN LINE WITH BEST PRACTICES OF THE FINANCIAL
SECTOR
Bank BPH, being a member of the Polish Bank Association
since 1991, is also a signatory to the ‘The Good Banking
Practice Principles’, or the code of conduct, by which banks
should be guided within six areas. Two of these areas
refer to relationships: between a bank and its customers as well as banks in relation to each other. The third
area determines the guidelines for the conduct of bank
employees and the fourth - the principles of processing of
personal data. The last two areas are associated with advertising and the way of dealing with customer complaints.
The Bank also respects the ‘Canon of Best Practices of
the Financial Market’, which were developed by the Polish
Financial Supervision Commission in 2008. The guidelines
included in the Canon, concerning aspects such as marketing communications and advertising, product implementation process or determining the rules of cooperation with
suppliers, have been implemented in the Bank’s internal
regulations.
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The Spirit and The Letter
Always with uncompromising integrity. This is the motto
by which each GE employee should be guided every day
and everywhere. It is the very uncompromising approach
to ethical rules that places the company on top of the
world ranking of integrity and corporate governance. This
is reflected in the GE Code of Conduct − ‘The Spirit & The
Letter’ − a set of ethical rules that must be followed - not
only according to their letter but also in accordance with
their spirit - by all employees.
The importance of the Code of Bank BPH is the best
evidenced by the fact that the Code is provided to each
employee at the signing of the employment contract.
This is tantamount to the acceptance of the Declaration
of Integrity and the Code of Conduct by an employee.
According to the Declaration and the Code, all Bank
employees, as well as third parties representing the Bank,
such as franchisees, must follow GE guidelines and notify
the supervisor, auditor, attorney, compliance employee
or the Ombudsperson of violations or even suspected
violations of ethical principles. The leaders also bear the
responsibility to strengthen the compliance culture within
the organisation and to prevent, detect and respond to
any possible problems.
FIVE AREAS OF INTEGRITY
‘The Spirit & The Letter’ Code defines principles of conduct
of GE employees in five business areas:
RELATIONSHIPS WITH SUPPLIERS AND CUSTOMERS
The guidelines contained in this section refer to prohibited
financial benefits, relationships with suppliers, restrictions
on international trade, combating money laundering as
well as the protection of personal data. All employees and
all the Bank’s units are subject to strict control in terms
of adherence to the guidelines of the Code, also including
prevention of corruption. During the reporting period no
cases of corruption in the organisation occurred.
COOPERATION WITH AUTHORITIES
This section of the Code governs matters relating to relations with government agencies, government officials and
international organisations.
COMPETITION ON THE GLOBAL MARKET
The guidelines contained in this section refer to the need
of respecting the rules of competition and antitrust regulations. In 2012, no cases of legal actions against the Bank
in the area of violations of the rules of free competition
occurred.
GE COMMUNITIES
The guidelines clearly define the duty of environmental
protection, occupational health and safety, ensuring
security and crisis management as well as the creation
of equal employment opportunities which, at GE, mean
more than just compliance with labour regulations and
workers’ rights (including such key principles as preventing
employment of minors, employment-at-will). Wherever GE
conducts its business, it seeks to create an environment
which takes the needs of all its employees into account.
All decisions and actions relating to employment are made
without regard to the colour of one’s skin, national origin,
gender, sexual orientation, age, disability or any other
aspects. During the reporting period, no reports of discrimination at the workplace occurred.
PROTECTION OF GE PROPERTY
The rules specify the method of handling intellectual
property, financial control, conflicts of interests, as well as
the provision of sensitive information affecting stock price
and trade in stocks.
Everywhere, Every day, Everyone. Every GE employee has
the possibility to affect the reputation of our company −
wherever we operate.
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Total number of hours of training in business ethics
in 2012 amounted to 21,527
Training on ethics
‘The Spirit & The Letter’ code, set to clarify the ethical
principles that every GE employee must follow, also encourages to visit an Intranet site which includes, among
others, information about training on compliance with
the guidelines set out in the Code of Ethics. On the one
hand the Bank requires employees to apply certain rules
of conduct, on the other − it makes sure to prepare its
employees and teach them how to follow the rules of
compliance.
The list of mandatory compliance training at Bank BPH
includes 21 items. Some training sessions are designed
for all employees (such as training on combating money
laundering and the financing of terrorism), other for employees of specific departments or at selected positions
(such as training on compliance with rules on safeguarding free competition, improper financial benefits,
copyright, relationships with suppliers, guidelines on debt
recovery, the role of leaders in creating a culture of compliance). The percentage of employees who were trained in
the field of prevention of corruption: in 2012 amounted to
99.8%, in 2011 − to 98.6%.
The basic training in this area, which is compulsory for
each Bank BPH employee within 45 days from the date of
commencing his or her employment with the Bank, is the
e-learning training on Compliance at GE (‘The Spirit & The
Letter’). The training includes elements of human rights
and responsible banking elements. The fact that in 2012
this training was attended by all newly enrolled employees,
100% of the Bank’s employees could become familiar with
the policies and procedures concerning the aspects of
complying with human rights relevant to the activity of the
Bank and the number of training hours in respect to the
Compliance at GE training amounted to 2,836 in 2011 and
1,446 in 2012 (the total over two years was 4,282).
Adherence to compliance principles is a key element of
the Bank’s strategy, because these principles ensure that
the Bank is a fair play institution. It is therefore important
that employees get engaged in activities that support and
develop effective compliance culture and that address the
highest ethical standards. The response to this need are
the Compliance Champions - employees who - in addition
to performing their regular duties - have pledged to sup-
port the compliance culture by sharing their experience
and knowledge on everyday use of the highest ethical
standards, as well as through setting an example with
their attitude and conduct.
The task of the Compliance Champions is to help other
employees of the Bank understand and apply the principles of compliance, as well as to explain doubts in this area
and assist in solving problems.
What is the role of a Compliance Champion in the organisation?
MONIKA HYBZA
Manager of Process Efficiency and
Communication in the Department
of Franchise Management, Compliance
Champion for Sales Division
The application of ethical principles and values as well as
adherence to legal regulations and procedures on a daily
basis should be something natural and understandable. It’s
a pretty large challenge due to the large number of policies,
procedures and various regulations which we, as employees of the Bank, must apply. My role as a Compliance
Champion is to support my colleagues, assist them in resolving a given problem, finding the right place for answers
or find the procedure to be applied in a particular matter.
An important role is played by regular communication and
training, which are set to revise the most important principles and attitudes, consistent with the ethics. For example
the Compliance Awareness Week, during which we revised
the most important guidelines on the protection of personal
data and on combating money laundering and terrorist
financing with our franchisees, among other groups of
stakeholders. Highlighting and rewording compliance
attitudes are other elements of great importance. Therefore,
it is already the third time that our Department will organise
the GE Values Contest which purpose is to select and
reward, by nominations, persons who set examples in
following certain principles on a daily basis.
best practice
Compliance Champions Network
Confidants of employees
Bank BPH attaches particular importance to ensure that
all employees comply with ‘The Spirit & The Letter’ Code
of Ethics and that each employee, in the case of violation
of the Code, has the opportunity to notify such violation
to the right persons at the Bank, without fear that their
notification may cause any negative consequences to
them. That is the role of the Ombudsperson - an independent confidant, whom employees of the Bank may notify
(either directly, by mail, by phone, by e-mail, or indirectly
through the corporate Ombudsperson, acting within
the GE structures) of any and all difficult issues related
to work for GE, and who is required to assist when the
rules and guidelines set out by the GE Code of Ethics are
breached. Cases referred from the Ombudsperson should
find a solution or decision within 45 days from the date of
notification, although seeking to meet that deadline should
never take preference over the quality of the analysis.
The Ombudsperson operates outside the line of reporting,
therefore it makes him or her impartial and independent.
The independence of the Ombudsperson means that he or
she does not report to the Bank’s authorities in respect of
the area of his or her activity. At the request of the person
referring the problem, the Ombudsperson shall keep the
information of the notifier confidential.
The Ombudsperson group at Bank BPH now consists
of 14 persons, representing all of its business divisions.
Communication activities that have been carried out since
2011 have already made 95% of the Bank’s employees
aware of the role of the Ombudsperson - as results from
the Ombuds Awareness survey, conducted by the Bank in
2012. In 2011 and 2012 employees reported 109 and 55
cases respectively. Of 55 of the 2012 survey’s questions,
three dealt with violations of ‘The Spirit & The Letter’ Code,
15 were associated with applicable policies, while 37 referred to employment issues (other than those associated
with ‘The Spirit & The Letter’ Code). Some of the reported
issues contributed to the improvement of the Bank’s existing procedures and control mechanisms.
The Ombudsperson Group at Bank BPH now consists of 14 persons
What is the role of the Ombudsperson at the organisations?
What are the challenges?
The Ombudsperson is like a ’fire alarm, unjustified use
of which shall not be punished’. The Ombudsperson is
intended to be easily accessible to every employee. The
Ombudsperson is most often set in motion when an
employee or a small group of employees feels aggrieved or
considered their rights to be violated. The Ombudsperson
involved in such problem has the task of ensuring the
assessment of the situation by independent experts in given
field. That way we help to abolish the problems associated
with risk of any kind of irregularities and internal fraud, and
this protects the Bank. The role of the Ombudsperson is
difficult in the sense that no one contacts us to share their
satisfaction with the work carried out by themselves. It is
always about sharing a problem, sometimes negative emotions. However, the most motivating for the Ombudsperson
are situations in which we are able to bring about a lasting
improvement of the organisation’s existing solutions and to
contribute to building a corporate culture based on transparency and the rule of law.
PAWEŁ JEMIOŁ
Head of Central System Change Management
Department, Chief Ombudsperson
95% of employees are fully aware of issues being dealt
with by the Ombudsperson
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best practice
OMBUDSPERSON
The solutions that we introduce help our employees work
efficiently and in accordance with procedures
DATABASE
OF INTERNAL
REGULATIONS
The database provides the Bank’s employees with easy access to a repository that includes all internal regulations, both currently binding and archived.
This solution ensures the proper execution of all processes.
LEGAL HELP DESK
A set of questions and answers that provides the Bank’s advisers with quick
access to ready-made solutions to recurring legal problems, which on the
one hand makes it easier to them to provide services to their customers, on
the other − by providing immediate answers to most of the legal problems
faced by customers and employees of affiliates − strengthens the Bank’s
image as an institution which is professional and trustworthy.
SIMPLIFICATION
OF THE INTERNAL
LEGISLATIVE
PROCESS
Amendments to the Bank’s Articles of Association, conferring a group of directors with the authority to issue regulations along with the implementation
of a new electronic document flow system have resulted in the simplification
of the process and the reduction in the number of cases requiring the joint
decision of the Board, which also has translated into faster decision making.
2.2 DIALOGUE WITH THE ENVIRONMENT
Bank BPH is open to a dialogue with its environment, that is, with each of the
four groups of stakeholders: customers, employees, business partners and the
communities. That way, not only does it build lasting relationships with the
environment, but also gains the ability to hear comments and opinions about its products, services and activities. It gives the Bank knowledge on what should be changed and improved in order to consolidate its position of a trustworthy institution.
The implementation of the ‘fair play’ strategy is based
on the implementation of initiatives developed for four
groups of stakeholders: customers, employees, business
partners and communities. These initiatives are there to
confirm that Bank BPH is an institution worthy of trust and
transparent - an institution which is fair. The Bank declares
that strengthening the confidence of the entire environment requires constant change. For such an approach, it
is necessary to maintain open and consistent communication with stakeholders - as this is the only way for the Bank
to be aware of their needs and expectations. And only on
the basis of information received in the dialogue can the
Bank implement and improve solutions so as to meet the
needs of the environment, and as a result − to become a
‘just fair’ Bank.
The dialogue cannot ignore any of the stakeholder groups.
A special role is played by communication with customers,
since they - as the direct recipients of the Bank’s services
and products - suggest the main directions of actions and
possible changes.
Open communication with employees not only serves
the purpose of engaging them into the process of
improving the organisation, but is one of the elements
of building satisfaction of being part of the Bank’s team.
This, in turn, is necessary for the employees to become
natural ambassadors of the ‘fair play’ strategy.
The dialogue with business partners who by cooperating with the Bank − as franchisees or suppliers, to
give an example − have an impact on the quality of its
services and processes that take place in the Bank and
thus the way it is perceived by customers, is of equal
importance. Therefore, keeping an open ear to feedback
and responding to suggestions is also an element of
implementation of the ‘fair play’ strategy.
DIALOGUE WITHIN MEMBER ORGANISATIONS
The consolidation of Bank BPH position as an institution
which is trustworthy is also achieved through a dialogue
with member organisations. The Bank maintains such a
dialogue through its participation in the work of chambers of commerce, business and trade organisations
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as well as associations of which the Bank is a member.
Through this collaboration, the Bank not only has the
opportunity to present its views on issues relevant to the
banking sector (bank tax, CRD3, data protection, etc.), but
also to promote the rules of fair play among this group of
stakeholders.
Bank BPH is involved in nearly 20 boards, committees
and task groups of the Polish Bank Association (including
the Banking Law Council, the Council of the Banking
Ombudsman, the Bank Security Committee, the Electronic
Banking Council, the EU Structural Funds working group
and others). It also participates in the meetings of the
Section of Large Banks of the Polish Bank Association
as well as in the General Meetings of the Association,
during which the Bank is represented by Grazyna Utrata,
the Bank’s Deputy President. In 2012, Bank BPH had the
opportunity to present its ethical standards included in
the Responsible Banking Code at the Forum of Ethics
Committee of Banking.
The Bank is also actively involved in Lewiatan - the Polish
Confederation of Private Employers. It participates in
program discussions of the Polish Private Employers of
Banks and Financial Institutions Association as well as in
meetings organised by the Confederation. The Bank comments on draft legislation initiated at the EU level and at
the national level. In 2012, the Bank submitted 45 reviews
to the Confederation on matters such as: amendments
to the Banking Law and the Code of Civil Procedure in the
scope official validity of bank documents, proposals for
the liquidation of the Bank Enforcement Act, the act on
the protection of competition and consumers, and - at the
European level - legislation on the tax on financial transactions and personal data protection.
In 2012, Bank BPH participated in important events co-organized by the Polish-American Chamber of Commerce,
among others, in the festivities associated with the 20th
anniversary of the presence of GE in Poland, as well as
the Economic Forum in Krynica, where the Bank had the
opportunity to present the history of its presence on the
Polish market and initiatives associated with the ‘fair play’
strategy. As a member of the Polish Association of Stock
Exchange Issuers, the Bank has participated in conferences organised by the Association, whose aim was to
improve the knowledge of ethical standards, responsible
investing and reporting of non-financial data.
Through the membership of the Bank’s managers on
boards of two institutions, the Bank participated in the elaboration of program initiatives and action plans of these
organisations.
COOPERATION WITH ORGANISATIONS REPRESENTING
CONSUMERS
Bank BPH pays special attention to customer complaints
regarding them as a valuable source of feedback and signals on the Bank’s operations, potential for improvement
and areas requiring further work with a view of improving
the quality of service. This aim is also attained through the
Bank’s relationships with institutions and organisations representing consumers and maintaining a dialogue with the
Bank on behalf of the consumers - in particular, the Polish
Financial Supervision Authority, the Inspector General
for Personal Data Protection, the Court of Arbitration at
the Polish Bank Association as well as Municipal and City
Consumer Advocates and the Consumer Federation.
When explaining the issues which give rise to intervention
of the above mentioned institutions and organisations, the
Bank strives to meet the expectations and needs of customers, taking the rights and obligations of both parties
of the agreements, applicable regulations and standards
resulting from the implementation of the fair play strategy
into account. Despite the fact that - as it is clear from the
reports on activities of the Polish Financial Supervision
Authority and the Court of Arbitration at the Polish Bank
Association - the number of complaints against banks is
increasing, complaints against Bank BPH show decline
each year. This confirms the effectiveness of the Bank’s
actions to improve customer satisfaction with the services
rendered under agreements concluded with the Bank.
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Dialogue and stakeholder engagement
INDIVIDUALS
AND BUSINESS
CUSTOMERS
BUSINESS
PARTNERS,
AGENTS, FRANCHISE
PARTNERS RUNNING BANK’S
BRANCH OFFICES, MARKET
REGULATORS AND CAPITAL
MARKET INSTITUTIONS,
SHAREHOLDERS, CAPITAL
MARKET ANALYSTS
AND RATING AGENCIES,
ASSOCIATIONS AND
INFORMATION PROCESSING
INDIVIDUAL CUSTOMERS FORUM
The forum is a series of direct meetings between Bank representatives and individual customers, during which customers have the opportunity to comment on
the products and services of the Bank, and the Bank − based on that feedback
- is able to better customize its offer to the needs and expectations of its customers. (More in the Customers, on dialogue with customers section).
BUSINESS CUSTOMER COUNCIL
Feedback and suggestions from customers are of paramount importance to us,
therefore, along with representatives of business lines the Bank’s Management
Board meets regularly with customers from the SME and corporate segment to
obtain their opinions on the offered products and services, to eventually enable
the Bank to better fit its offer to their needs. These meetings also serve as an
opportunity for entrepreneurs to, share experiences, and to establish business
relationships. (More in the section on Customers, on dialogue with customers).
INVESTMENT BREAKFAST FOR PRIVATE BANKING CUSTOMERS
These meetings enable customers to establish direct contact with the Bank’s
experts involved in the capital market, to obtain their opinion about the current
situation and also to obtain an offer tailored to the changing trends. The Bank
is increasing its presence in this segment, building lasting relationships with
customers and strengthening their loyalty.
WELCOME CALLS AND POST SALES CALLS TO CUSTOMERS
With this form of dialogue, customers receive information about the benefits
of the product they use, the way in which that product works, on repayment
terms as well as communication channels Internet service. (More in the section
Customers, on dialogue with customers).
BUSINESS PARTNERS (FRANCHISEES) COUNCIL
With its opinion-forming and advisory function, the Council supports the Bank
in cooperation with business partners (franchisees). (See the section on the
dialogue with the environment).
QUARTERLY CONFERENCES ON THE BANK’S RESULTS
All interested parties (in particular investors, analysts, the media) have access to
current information on the condition of the Bank, which this way strengthens its
position as a transparent and trustworthy, i.e. fair play institution.
SUPPLIERS FORUM
A series of regular meetings with selected major suppliers of the Bank set to build long-term relationships and improve cooperation between business partners.
(For more information refer to the section on ethical and partner relationships
with suppliers).
DIALOGUE WITH MARKET REGULATORS
The Polish Financial Supervision Authority was in constant dialogue with Bank
BPH in 2012, as part of the Authority’s financial supervision role. Of particular
concern for the Financial Supervision Authority were issues of risk management, including assessment of consequences global economic slowdown
using stress tests, assessment of money laundering and terrorist financing risk.
A significant part of the correspondence dealt with the implementation of post-inspection tasks in the area of risk management and the tasks recommended
by the Polish Financial Supervision Authority in connection with the review of the
risk management systems (BION; Methodology of Supervisory Assessment and
Evaluation). In addition, 2012 saw regular meetings of the Bank’s Management
Board with representatives of the Polish Financial Supervision Authority, to
discuss the progress on the implementation of Bank’s business objectives.
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EMPLOYEES
COMMUNITIES
LOCAL COMMUNITIES,
ORPHANAGES, PUBLIC
BENEFIT ORGANISATIONS,
NATURAL ENVIRONMENT
GEOS − GE OPINION SURVEY
Employee opinion surveys on the one hand enhance employee satisfaction
and on the other provide the Bank with information on their needs and on the
level of job satisfaction and are used to create initiatives set to encourage the
involvement of employees. (For more information on forms of dialogue with
employees, read the section on Employees on communication and satisfaction)
CORPORATE VOLUNTEERING
Bank BPH’s employees, acting within the frameworks of corporate volunteering,
conducted in 2012 more than 130 actions which served as a response to the
expectations and needs of specific institutions and local communities - local
communities, orphanages, public benefit organisations, the environment. (More
details in the Society section, in the paragraph on corporate volunteering)
Why is it important for a listed company and financial
institution to implement the strategy of corporate social
responsibility and engage in a dialogue with stakeholders?
DR MIROSŁAW KACHNIEWSKI
President of the Management Board of Polish
Association of Stock Exchange Issuers
Listed companies should set an example that one may
seek to maximize profits by acting in a socially responsible
manner and taking the opinions of its stakeholders into
account, also with relevant consideration of the impact on
the environment and local community. Financial institutions
face additional challenges, particularly in the area of financial education of the society and fair advertising of financial
products, although both of these issues are becoming more
difficult due to the progressive complexity of the market.
In the case of financial institutions, it is of significant
importance to indirectly influence − by incorporating ESG
factors (E − Environmental, S − Social, G − Governance) in
the process of loan applications analysis and in making
investment decisions. Such action brings about mutual benefits - businesses are forced to examine projects in terms
of environmental and social impacts and the bank finds
itself in a better position to assess risk (after all, it is safer to
finance the construction of a ring road, for example, if it is
being implemented with the consent of a local community
rather than against the will of the local residents).
Membership in associations - an important part
of the dialogue with stakeholders
AMERICAN CHAMBER OF
COMMERCE IN POLAND
Top managers of the Bank participates in conferences
organised by the AmCham.
LEWIATAN - THE POLISH
CONFEDERATION OF PRIVATE
EMPLOYERS
Representatives of Bank BPH participate in the work of the
Polish Private Employers of Banks and Financial Institutions
Association as well as in meetings organised by the
Confederation.
POLISH BANKS ASSOCIATION
Bank representatives sit on boards, committees, working
groups of the Polish Banks Association (PBA), including: Banking Law Council, the Council of the Banking
Ombudsman, the Bank Security Committee, the Electronic
Banking Council, the EU Structural Funds working group.
POLISH ASSOCIATION OF
STOCK EXCHANGE ISSUERS
In 2012, the Deputy President of Bank BPH was a member
of the Supervisory Board of Polish Association of Stock
Exchange Issuers.
CHAMBER OF BROKERAGE
HOUSES
Director of Bank BPH Brokerage House is a member of the
Supervisory Board of Polish Chamber of Brokerage Houses.
POLISH BANKING DEALERS
ASSOCIATION
Representatives of the Bank are engaged in economic education and the promotion of ethical standards in the financial
market, which is one of the statutory objectives of the ACI.
Business Partners Council
Advice and opinion on the Bank’s activities in the field of
cooperation between the Bank and the franchisees is the
Council’s main task, which, by representing the interests of
all Bank’s franchise partners, submits observations and recommendations on mutual relationships on behalf of franchise partners. The effectiveness of the Council’s meeting
as a form of dialogue is evidenced by the fact that many
of these ideas have already been implemented, which
helped to improve cooperation and various processes. In
2012 alone, out of the 65 recommendations submitted
by the Council, 35 recommendations were implemented
while 9 other recommendations are being analysed and
implemented. Founded in 2008, the Business Partners
Council has been operating under a new formula since
2012, defined in the Council’s regulations. The Council is
made up of six partners, representing three macro-regions,
Honorary Member and the Chairman. The importance of
the dialogue held with the Council, or business partners,
is manifested by the fact that the Council’s quarterly stationary meetings are participated in by the Bank’s Deputy
President responsible for the Sales Division, once every
month working conference calls are held with members
of the Council and recommendations submitted by the
Council are subject to internal review every fortnight.
ship exchange of information. Relationships with the Bank’s
Management Board, built over a number of years, helped
develop effective communication on the Bank’s offer and
procedures, as well as resolve issues associated with the
management of business establishments by the partners.
As Chairman of the Council I believe that the Management
Board of the Bank makes good use of the knowledge of
business partners in terms of operational issues and local
needs of the Bank’s customers while supporting entrepreneurship of its business partners and encouraging their
personal development. This is a positive value, which over
the long-term cooperation contributed to the fact that the
relationship between the members of the Business Partners
Council and the Bank’s Management Board helped establish
a multi-dimensional attitude to the business on both sides.
GRZEGORZ WASILEWSKI
Bank BPH Partner, Chairman of the Business
Partners Council
Cooperation between the Bank and the franchisees is supported by the Business Partners Council, a unique, advisory
body made up of business partners representing the interests of all franchisees keen on maintaining a good, partner-
2.3 ETHICAL AND PARTNER RELATIONSHIPS WITH SUPPLIERS
For Bank BPH it is crucial that its relationships with suppliers are also based on
the principles of fair play. Therefore suppliers are considered partners to the
Bank and it applies clear and transparent rules in cooperation with them. On
the other hand, the Bank consistently requires the suppliers to conduct their
business in an ethical manner that is with adherence to the values that are the
foundation of the Bank’s strategy.
‘Just fair’ procurement process
The partnership approach to suppliers, as an expression of
the Bank’s fair attitude, is best illustrated by the manner of
conducting the tender process at the Bank. The procurement process is transparent to all its participants, which in
practice means that the suppliers at each stage receive full
information on the progress, results and decisions - both
positive as well as negative, and on possible delays.
In order to ensure the equal and transparent treatment of
all suppliers a new section has been added to the tender
documentation (already at the stage of the request for tender), which describes the philosophy of fair play. This way
41
Bank BPH has undertaken, towards all participants in
the procurement process, that it shall treat them equally
and impartially, ensure them a similar amount of time to
prepare and submit bids and subject received offers to impartial and objective assessment of the merits. The request
for tender also includes a clear description of the entire
vendor selection process, the schedule as well as the roles
and responsibilities of various members of the negotiation
team. Similar provisions concerning the Fair Play Principles,
have also been added to the procurement procedure.
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Business ethics of our suppliers matters to us
The foundation of the Bank’s cooperation with suppliers
is Business Ethics − a declaration of compliance with
Business Ethics by the supplier is a prerequisite to obtaining the status of GE business partner. Business Ethics
principles is an integral part of the tender process already
at the stage of the request for tender. Business Ethics
principles define the expectations of the Bank towards
business partners. The most important of them are those
that ban the employment of minors and discrimination
against employees, the need to follow legal regulations on
minimum wages and hours of work as well as protection
of the environment, and to ensure safe and healthy working conditions to employees. Other provisions are aimed
at preventing corruption and money laundering, as well
as compliance with the rules on protection of competition
and consumers, accounting standards and intellectual
property rights of third parties. In addition, each new supplier, subcontractor and other business partner is checked
for presence on the lists of entities subject to international
sanctions, which also include information about those
entities that violate human rights. All suppliers and business partners are also validated for their presence in the
media, as well as through the Office of Competition and
Consumer Protection (OCCP). In 2011 and 2012 this procedure was applied to, respectively, 382 and 243 of the newly
concluded agreements. Such verification is also carried out
periodically for the entire supplier database at the Bank.
Supplier Experience Council
Meetings with selected, major suppliers of the Bank,
perfectly fit into such an important element of corporate
responsibility, as the one played by open dialogue with
stakeholders. They are used predominantly to maintain
permanent and open communication between the Bank
and its business partners, which aims to improve cooperation. During each meeting, both the Bank as well as
suppliers evaluate mutual relationships and present ideas
that can translate into the quality of cooperation. The result is a set of activities to be implemented and evaluated
during the next meeting. The findings are associated with
issues such as the consolidation of orders, development
of a new pricing model or the need to appoint one contact
person in order to improve the quality of communication.
This new initiative of the Bank has met with a positive
response from suppliers who appreciate the opportunity of
a direct exchange of views and ideas aimed at developing
an optimal model of cooperation. In 2012, 11 meetings of
Supplier Experience Council (SEC) were held.
What is the value for the Bank in meetings with its suppliers?
DOROTA BUCZMA
Sourcing Leader
The Supplier Experience Council provides an opportunity to
discuss the most important issues regarding ongoing collaboration and to reflect upon other, new opportunities of
collaboration. It is also a good opportunity to build a lasting
relationship with the suppliers.
What is the value for the supplier in meetings with the Bank?
Are they reliable and effective?
PAWEŁ CZAJKOWSKI
President of the Management Board,
Hewlett-Packard Polska Sp. z o.o.
I would like to extend my gratitude for a meeting, which
on the one hand allowed us to summarise the results of
the SEC scheme, and created a platform for presentation
of new areas for future talks and potential cooperation on
the other. I truly believe that through joint dialogue and the
commitment of both sides we will come up with topics that
will become a foundation for future action.
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BEING FAIR TO EMPLOYEES
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The ‘fair play’ strategy supports Bank BPH in its quest to become an institution
that is socially responsible in its relationships with all key stakeholder groups,
including employees. The Bank is fair to employees who are the most important ambassadors of its strategy and the continued development of the Bank
directly depends on their commitment and involvement. The attitude towards
employees is focused on the areas that are linked to the key commitments in
this regard.
What does it mean to be a bank ‘just fair’ to employees?
CAREER
DEVELOPMENT
BPH Bank attaches great importance to the development and training of
employees. With this approach the Bank enhances key skills, knowledge and
attitudes of its employees but also helps them use their potential and build
their engagement.
HEALTHY
AND FRIENDLY
WORKPLACE
By offering employees a variety of opportunities for professional development and preparation for tasks that come with a given position, the Bank
offers a friendly place to work, and with its attractive benefits program it
encourages employees towards healthy behaviours and a healthy lifestyle.
COMMUNICATION
AND
SATISFACTION
Open and proactive communication with employees is one of the priorities
of the Bank’s Human Resources Policy as well as a prerequisite for building
employee satisfaction, and thus - retaining them in the organisation.
SUPPORTING
DIVERSITY
Bank BPH constantly supports diversity in the workplace. Implementing the
Diversity Policy, the Bank encourages employees to make use of their potential, regardless of their gender, age, religion, origin or disability.
How important is for the Bank being fair to its employees?
a wide range of philanthropic activities. We are working on
strengthening our bond with employees via various programs. We listen through periodic employee surveys, create
plans we call Fair Play Principles, to bring our values and
programs in life. We continue our investments into personal
development of our employees. We are committed to build
strong diverse culture and give unbiased opportunity to our
diverse local and global talents. We aim to be great place
to work and via internal organisations such as GE Women’s
Network, HealthAhead, GE Volunteers, and other affinity
groups we work on creating a sustainable and inclusive
work environment.
Being a good and responsible citizen is a critical factor
for our employees and is a key value driver for Bank BPH
and for many of our shareholders. Bank BPH offers our
employees exposure and tools to deliver, against our
promises, in a complex and fast changing environment.
VERONIKA IVANOVIC
Executive Director, HR Leader
Bank BPH is ‘We Company’ not a ‘Me Company’. We work
together to face challenges and collaborate in a high
performance culture which inspires both our employees
and customers to share best practices, conduct business
with highest compliance and support our communities in
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Our attitude towards employees
Bank’s Human Resources Policy is closely linked to
its business strategy, which, in turn, is based on the
fair play philosophy. Thus, the activities of the Human
Resources Division, which is the department responsible
for implementation of this Policy, are, on the one hand,
based on uncompromising honesty and integrity, which is
determined by the compliance principles, i.e. compliance
with the internal Code of Ethics as well as the laws and regulations, and on the other − they concern such important
categories as: career development, a healthy and friendly
work environment, communication and satisfaction as
well as diversity.
In 2012, the Bank embarked work on a new Human
Resources Policy, which was then adopted by the
Management Board, and the objectives, determined by the
Policy, are subject to ongoing monitoring. This approach
highlights the key areas of human resources management,
making the reference to a division based on what can be
seen as an employee - organisation relationships cycle:
> recruitment and talent acquisition
> development
> management
> retention
Each of these aspects features elements that are essential
for the implementation of the Bank’s business objectives.
The Policy highlights the importance of transparent communication, as well as high standards of HR processes and
indicates that only a combination of all of these elements
leads to commitment and involvement in the implementation of business goals as well as to employee satisfaction.
HR management at Bank BPH in all aspects of activity
reflects the existing legal regulations in Poland in the field
of the labour law and the principles of human rights and
work standards, included in the Universal Declaration of
Human Rights. In addition, it is also based on the highest
ethical standards, including GE tools and processes, developed over many years. The corporation is known for, among
other things, high culture of managerial staff development,
resulting from a number of advanced HR processes.
The Bank draws on that knowledge and expertise.
The Bank’s efforts made in the area of human resources
gained recognition among staff as well as outside of the
organisation. At the turn of 2012 and 2013, Bank BPH,
following an independent audit of its Human Resources
Policy, was once again awarded with the prestigious title
Investor in Human Capital by the Management Observatory
Foundation (Fundacja Obserwatorium Zarządzania).
Total number of employees by type of employment,
type of employment contract, and by gender
Total number of employees by managers and other employees and gender
Managers
Female
Other employees
Female
Male
4,105
454
380
418
Male
3,829
1,685
317
1,535
2011 2012
Total number of employees by type of employment contract and gender
Temporary contract
Female
813
Indefinite period contract
Female
Male
3,746
812
328
Male
3,397
1,771
309
1,543
2011 2012
Total number of permanent employees by type of employment and gender
Full time employment
Female
Female
Male
3,931 3,625
Part time employment
1,938 1,704
628
Male
584
165
148
2011 2012
3.1 EMPLOYEE DEVELOPMENT
Developing key skills, knowledge as well as creating desirable attitudes - these are the results of Bank’s development activities and programs, including
training activities, that lead to the implementation of the ‘fair play’ strategy in
relation to employees. Employee development is also supported through: talent
development and succession planning, effective performance management
process as well as support in career development.
Being fair every step of the way
The key pillars of HR Policy, as described in the ‘fair play’
strategy, involve the employee − organisation relationships
cycle: recruitment and talent acquisition, development,
management and building commitment leading to retention of employees in the organisation. At each stage of
career development, the Bank will offer all its employees
career development solutions that are individual, tailored
to the development stage and to employee’s needs.
awareness of both the process as well as the tools that
support the development and the role of the employee
and of the Bank in that process. The essence of the Career
Navigation scheme is to search the possibilities for development, support learning and everyday life, while its main
assumptions are based on four pillars:
1. Define your own success
2. Understand GE and Bank BPH
3. Grow and perform every day
4. Cultivate relationships
Attracting talent is not just part of a regular process of
recruitment but is also supported through internship and
on-the-job training programs - such as The Graduate
Program (individual plans annual internships for university students and graduates) and the ’Win an Internship’
(‘Grasz o staż’) competition, with on-the-job training at
the Bank, for winners. The Bank also has its own tool, that
helps identify internal talent for current and future growth
opportunities at GE; it’s called Internal Talent Pool − a
solution that enables every employee to enter his or her
resume into a global database.
A key element of the Bank’s attitude in human resources
management is the performance management system.
One of the components of the system is the annual employee appraisal, performed on the basis of work results
and values evidenced by employees. The appraisal is carried out according to a unique methodology developed by
GE - EMS (Employee Management System). The evaluation
applies to all employees who are employed for at least
three months and are not absent on long-term leave.
2012 marked the beginning of an educational campaign
addressed to employees of the Bank, promoting the concept of Career Navigation, the objective of which is to build
Independence and support
If you think that an internship is a form of work
where your task require very little responsibility,
it means that you have never taken up an internship at Bank BPH. During my internship I was given
a chance to handle the same kind of tasks and
jobs as regular, permanent employees of the Bank
would. I was also able to implement an independent project. All that time I had assistance and
care, which at the beginning of one’s professional
career is particularly important.
MARCIN TOCZYŃSKI
Trainee, winner of the 17th edition of the Win
an Internship (Grasz o staż) competition, of the
Marketing and Product Management Division
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With transparency and objectivity - the performance
management cycle at GE
At the Bank, the performance management cycle begins
at the start of a year with setting individual and team
objectives. An important tool in the performance management cycle is the employee appraisal − EMS (Employee
Management System), a transparent and objective global
annual appraisal system, that applies to all GE employees
around the world. The assessment is carried out according
to a unique methodology developed by long-term experience, gathered by GE. It is based on work performance
and compliance of the observed behaviour and attitudes
with GE Values. It offers the employee an opportunity to
share all his or her achievements, development plans, as
well as to identify strengths or career interests with his or
her immediate superior. Following the assessment, the
employee receives feedback on the evaluation of his or
her work performance, assessment of GE Values and on
the opportunities for professional development as well as
his or her attitude, which enables him or her to meet the
expectations of his or her colleagues. A follow-up of the
assessment is ‘session C’, which is a strategic discussion
of business leaders about the potential of employees, their
work performance and further steps in their career.
Development opportunities for our employees.
A summary of development activities in 2012.
DEVELOPMENT ACADEMY
An initiative aimed at promoting a culture of knowledge
sharing, that involves training provided ‘by employees to
employees’ (1,418 participants).
GLOBAL ENGLISH
Online English language training program
(490 participants).
EXTERNAL TRAINING
External training focused on building competencies related
to GE Values (236 participants).
LEARN & LEAD
A series of training sessions for the Bank’s management
team, during which the training is provided by in-house
trainers who received certificates issued by the GE training
center Crotonville Learning Center (218 participants).
CORPORATE TRAINING (GE GLOBAL LEARNING)
Corporate training for managers of all GE businesses,
run by certified trainers from the GE Crotonville Learning
Center (42 participants).
FUTURE LEADERS PROGRAM
A development program launched in 2012 for talented
women in leadership positions; the program supports the
development of strategic thinking and managerial skills
(12 female participants).
E-LEARNING – ON-LINE RESOURCES
Development is not only formal training sessions and
development programs or schemes, but it is also an
opportunity to take advantage of a large number
of e-learning sessions and on-line resources that are available for each employee.
COACH FOR BETTER
Managerial coaching run by a group of certified internal
coaches (162 participants, 673 hours of coaching).
The Bank continues to enhance all development proposals
based on the Bank’s employees remarks and guidance.
EXECUTIVE COACHING
A development program launched in 2011, designed for
talented women of the Bank’s senior management staff
(16 participants).
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Your Growth Week
Your Growth Week is a Bank BPH initiative, taken annually, as part of a global project, organised by GE Capital.
Your Growth Week is based on three pillars: professional development, commitment and involvement as well as
leadership. The essence of the initiative is the active participation of members of the Management Board through
sharing of knowledge and experience. As part of this initiative, various development activities are undertaken:
training sessions, workshops, meetings, chats which are provided both to the employees at the Bank’s headquarters as well as at the Bank’s branches. 2012 saw 17 training sessions, attended by more than 900 employees.
The average number of training hours, per year and per
employee, by employment structure and gender
AVERAGE NUMBER OF TRAINING HOURS BY EMPLOYMENT
CATEGORIES IN 2012
MANAGERS
18.4
OTHER EMPLOYEES
10.6
AVERAGE NUMBER OF TRAINING HOURS BY GENDER IN 2012
FEMALE EMPLOYEES
11.1
MALE EMPLOYEES
12.5
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3.2 HEALTHY AND FRIENDLY WORKPLACE
The ‘fair play’ strategy imposes the creation of a friendly workplace for our
employees. A friendly workplace means a workplace that enables versatile career development of employees, offers clear and consistent remuneration and
bonus policies that enhance the stability of employment and a positive working atmosphere. Being fair to employees also implies concern for employees,
health and well being, expressed through initiatives such as a program of
benefits that promote a healthy lifestyle among our employees.
Our concern for employees
facilities (at the employee’s choice). Funds of the Social
Fund, similar to the funds of the special Relief Fund, are
also spent to support employees who find themselves in
particularly difficult circumstances or situations (medical
costs, financing rehabilitation packages, payment of benefits for children of deceased employees, etc.). Social activities of the Board also include housing loans to persons
who do not have their own apartment (one time during the
period of employment), and loans for home renovations
(every four years).
Bank BPH awards - in recognition of its employees −
a special Long Service Award for years of service at the
GE Group. The amount of Long Service Award, paid in the
form of gift vouchers, depends on seniority and increases
every five years.
Innovative Program of Recognition and Rewarding
The Innovative Program of Recognition and Rewarding
− Above & Beyond offers a unique opportunity to reward
and to be rewarded to the Bank’s employees. Anyone can
be nominated and anyone can nominate any of his or her
colleagues or superiors for an award. To do this, a dedicated Intranet site has been created, where employees may
log in and recommend the person they wish to award or
recognise, suggest the amount of the award and provide
some justification for it. Financial awards granted under
the Above & Beyond program, of different amounts, serve
as a form of appreciation and recognition for unusual and
significant achievements that go beyond the standard
duties.
Being fair right to the end
Career Continuation Program ran from June until the end
of 2012 − and then until March 2013 − in connection with
the employment restructuring, carried out by the Bank.
Participation in the program was offered to all employees
leaving the company as part of the group lay-offs scheme.
The outplacement program was prepared and carried
out by a specialised external company, with the support
of HR Managers from Bank BPH. Activities undertaken as
part of the program (Continuing Career Workshops and
Entrepreneurship Workshops as well as individual consultations) consisted in providing comprehensive support
to employees. It concerned both those who wanted to con-
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tinue their professional careers in corporations, as well as
those who considered the possibility of starting their own
business. This support also involved assistance in contacting headhunters and potential employers (recommendations) and obtaining job offers and market information
(monitoring of offers, search of offers using a specific
platform, payroll reports). The continuing Career Workshop,
held under the program, was rated and appreciated very
highly by the participants. Entrepreneurship Workshops
also enjoyed great interest and appreciation.
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The Remuneration and Benefits Policy at Bank BPH involves measures for the good of all employees. Each of our
employees has access to free medical care in a private
clinic. Similar medical care is also offered to their family
members. The type of medical package, and thus the
scale of medical care, depends on the pay grade of the
employee and his or her position in the organisation.
Also, all GE employees participate in the Chubb Insurance
Program, which includes insurance in case of death or
disability due to an accident as well as business travel
insurance.
Employees and their families as well as pensioners or employees retired due to disability to work, who used to work
for the Bank, will receive, financing for their vacations,
from the Social Fund, whenever the need arises. The Fund
will also finance the subscription fee to sporting and recreation facilities (MultiSport) or cultural and entertainment
TOGETHER WE CARE FOR OUR HEALTH AND WELL
BEING AS WELL AS THAT OF OUR FAMILIES
HealthAhead Program
Showing its commitment to the health and well being of
employees and their families, Bank BPH implemented the
HealthAhead corporate scheme, which is aimed at promoting a culture of health. The scheme focus involves elements
of a healthy lifestyle. One of the objectives attained in 2012
was maintaining the HealthAhead certificate (a certificate
that confirms the implementation of high standards in the
promotion of healthy lifestyles). All the elements that are the
focus of the program, have a positive impact on the health
and well being of employees, their effectiveness at work
and their leisure time activities. This is also confirmed with
the feedback received from employees - a great number of
people chose to change their habits to more healthy ones or
began spending their free time more actively.
ANNA HRUSZKA
HealthAhead Leader
Head of Department of Operation Verification
and Control
LEADERSHIP
organisation of HealthAhead Family Picnics, meetings for
employees’ families, Small Steps campaign,
PREVENTION AND PREVENTIVE MEDICAL CHECKS
medical consultations, vaccinations, workshops and chats
with experts, e-learning training sessions on health, coordination of the ‘Body weight guardian’ program
HEALTHY EATING
labelling healthy food at restaurants within the Bank,
education on healthy eating, providing employees with the
offer of healthy catering coordinating grants to healthy
meals at the Bank
COMBATING TOBACCO ADDICTION
non-smoking workplace, Quit Smoking Program - a program for employees and their families, medical consultations and checks, workshops and information campaigns
PHYSICAL ACTIVITY
organisation of Sports Leagues: basketball, volleyball, football, promoting physical activity, Game Room at the Bank’s
locations − Wii type motion games etc., bicycle parking lots
and a fitness trail
STRESS AND EMOTIONAL HEALTH
workshops and helpline - telephone psychological help
for employees, training in stress management, Relaxation
Rooms at the Bank’s locations
ABSENCES DUE TO HEALTH REASONS
training and workshops on absence from work due to
health problems, training for call center agents on voice
emission
HEALTH AND SAFETY
providing AED devices (defibrillators) at the Bank’s locations, training in First Aid and AED
Leading the HealthAhead initiative in Warsaw is my
additional job, a supplement to my regular duties, and
it gives me joy and satisfaction. I am really pleased that
in our daily rush, we have a chance to stop, even for
a short while, and think about our own health. Our
Bank is most helpful in this. As a result, many of us
have introduced changes in their lives - from small
changes to really large ones. Some of us began to eat
healthy food, others took up regular jogging, there
are also those who managed to quit smoking. Even
squeezing a rubber red ball bears results. I try as often
as possible to use the stairs instead of the elevator and
found out how delicious kohlrabi is. In my spare time
I play tennis, and in winter I go snowboarding.
PIOTR GRUSZCZYŃSKI
HealthAhead Leader for Warsaw,
Sourcing Department Director
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best practice
Keeping an open dialogue with employees is one of the priorities of the Bank’s
Human Resources Policy. Communication is in fact a necessary condition to
ensure that employees understand the actions of their company, derive satisfaction from work and want to permanently be linked with the organisation.
We are open to a dialogue with our employees
Bank BPH attaches particular importance to keeping
open communication with employees, knowing that it is
one of the conditions for building sustainable satisfaction.
Dialogue also makes a great way to involve employees
in the process of improving the organisation so that the
proposed changes are consistent with their expectations
and serve the actual improvement of the organisational
climate and working conditions. Open communication
is one of the key elements of the Bank’s culture, with the
Bank undertaking various activities in this area. Many of
these activities emerge in collaboration with employees or
are inspired by employees themselves.
What is the role of communication with employees
in the Human Resources Policy of the Bank?
PAWEŁ SMARDZ
Employee Relations and Recruitment
Department Director
The role of communication in the field of HR is one of the
key elements of Human Resources Policy. Strengthening
communication with employees is achieved through
different measures, such as the Open HR initiatives, which
came into being in 2012. The initiative involved a number of
activities the aim of which was to present the functioning
of the Human Resources Division; employees were welcomed to participate in those activities. One of the component
of the initiative was the survey of management team satisfaction with the activities of the Human Resources Division;
the survey was carried out using the methodology of Net
Promoter Score (NPS).
Bank BPH also attaches great importance to social dialogue, which it maintains with five trade union organisations
operating in the Bank. The agreement on the restructuring,
achieved in 2012, is one of the results of such a dialogue.
Another issue discussed in the previous years with the
trade unions were the changes to the Internal Regulations
on Remuneration, that were introduced in place of the
Corporate Collective Labour Agreement. The remuneration
principles, determined by the regulation, apply to all the
Bank’s employees employed under a contract of employment. With the start of negotiations, employees are kept
informed about the process, and all changes are notified
to employees, in accordance with the law, at least 14 days
prior to their introduction.
Skip level meetings
Skip level meetings are meetings that members of the
Management Board hold with employees of individual
divisions, skipping the level of their immediate supervisors.
Skip level meetings are participated in by employees who
represent all areas of activity and all organisational levels
of the Bank. Invitations to participate in the meetings are
sent to selected employees by their superiors who are
supported by the HR Manager.
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3.3
COMMUNICATION AND SATISFACTION
We manage enquiries from our employees effectively
The personnel Self-service portal came to being as an
initiative of the Human Resources Division, as a tool aimed
at assisting employees with their contact on all personnel
and payroll matters. An innovative difference compared to
the standard HR portal is a division of personnel matters in
terms of most frequently asked questions (change of personal data, child birth, etc.). Each enquiry gets responded
to and the response is simplified in terms of the process
and forms. When the information provided on the website
is insufficient, employees may use the portal to contact
the appropriate unit of the HR Division. Questions sent this
way go directly to the appropriate expert. With the technical solutions, utilised in the portal (including the ability to
check the status of the question asked) employees have
their personnel matters handled efficiently.
An integral part of the Personnel Self-service portal is the
HR Operations Department’s Hotline. Calling one number,
the caller is asked to select the matter of the conversation and he or she will get forwarded to the appropriate
personnel and payroll expert. The Hotline is dedicated
not only to employees, but also to former employees and
external institutions who may have enquiries to the HR
Department. The Hotline is metered and monitored in order to supplement the information provided on the portal.
This model of handling enquiries from employees works
just perfectly in an organisation as large as Bank BPH.
Quick access to information enables efficient personnel
and payroll service, which is greatly appreciated by the
Bank’s employees.
Good communication also means the ability to listen
Surveys of employee opinion, GEOS - GE Opinion Surveys,
are carried out by the Bank on an ongoing basis and the
results of the surveys are used in the analysis of the employees’ needs and satisfaction. The conclusions of these
analyses serve as guidance for creating initiatives that
are aimed at encouraging the employees’ involvement.
The best example of this practice is the appointment, in
2011, of the GEOS Council - a team the aim of which was
to prepare a list of initiatives, the implementation of which
would bring changes in line with the expectations of the
employees. Its essence is best reflected in the credo of the
GEOS survey: ‘Employees for employees’
In 2011 - the first year of its operation, the GEOS Council
focused on implementing the initiatives for all the Bank’s
employees (such as Supernova, Above & Beyond). In
2012, the Council enhanced the initiatives implemented
in individual Divisions. This strategy produced tangible
results - the results of employee appraisal improved in
each category - summarized Piotr Karnkowski, leader of
the GEOS Council 2011-2012. In 2013, the Bank will focus
on further improvement of performance in categories such
as: simplification, customer focus, employee development,
strategy and leadership.
What have we managed to improve after the employee
satisfaction survey?
Each employee opinion survey (both the GEOS survey as
well as other surveys, in which the Bank participates) is followed by an analysis of feedback provided by employees.
For example, as the result of the 2012 survey - Investor in
Human Capital - the Bank introduced, among other things,
the Open HR initiative to foster communication to employ-
ees on HR Department activities, it also changed the rules
of enrolment for internal training sessions, ensuring greater transparency and efficiency. Work is also underway
on training in techniques of recruitment for managers, as
the need for such training was clearly indicated in one of
the surveys.
We seek innovative ideas and improvements
In 2012, as part of the SuperNOVA program, the Bank’s
employees came up with a number of interesting ideas. Of
the more than 270 proposals, 62 received the status ‘for
implementation’, and another twelve have already been
implemented. Proposals concerned both small as well as
large changes: including the improvement of the enrolment process for the Development Academy training, the
application of new technological solutions for printing and
sending mass correspondence, or the implementation of
a global address and phone book for all of Bank BPH. The
authors of the ideas that have been or will be implemented, are awarded within the Above & Beyond program.
The SuperNOVA scheme has inspired yet another idea
- Week Against Absurdities. During that week employees
submit proposals for improvements that have a major impact on the functioning of processes throughout the Bank.
The result of the Week Against Absurdities in 2012 included
389 actual ideas that involved a hundred different processes taking place in the company. The implementation of
some of those ideas brought tangible benefits to the Bank
(such as the idea of ’no table of contents, no stamps, no
unnecessary envelopes’ which actually reduced the time
needed to prepare correspondence by two-thirds).
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3.4
SUPPORTING DIVERSITY
Bank BPH recognises diversity and the equality of opportunities as significant
competitive advantages that allow talented employees to be acquired and
retained. Unlocking the potential hidden in creative teams of employees of
different gender, age, origin, education or experience is conducive to a good
atmosphere, higher productivity, innovation and consequently − higher
efficiency of performance.
Diversity Policy
Drawing on the experience of GE, Bank BPH starts from
the assumption that the best, most innovative and
effective solutions emerge in a diverse work environment.
Supporting and encouraging employees to take full advantage of their potential - regardless of their gender, age,
religion, ethnic origin or disability − takes a variety of forms
at the Bank. All of them are concentrated in the Diversity
Policy, announced in April 2012, which focuses the Bank’s
activities in this field with regard to four areas:
DEVELOPMENT PROGRAMS
BEST PRACTICES
On the one hand they strengthen the Bank’s ability to
compete on the market, on the other - they are a very
important part of development and a source of motivation for employees:
> GE Women’s Network
> Future Leaders Program
> Executive Coaching
Solutions that help implement the idea of diversity in
a practical way:
> Workplace Violence Prevention Policy
> Babymagination
> Metrics
INTERNAL COMMUNICATION
EXTERNAL COMMUNICATION
Activities in the area of diversity are regularly communicated to all employees:
> Newsletter (series of articles ‘Fridays with Diversity’)
> Diversity box
> What’s up weekly newsletter
The Bank widely promotes the idea of diversity as well
as promotes its image of a company that is fair - the
company that also cares about diversity, through initiatives such as:
> Responsible Business Partner Forum as part of the
Diversity Charter Program
> Building the image of an employer that cares about
diversity in the workplace
> Best practices sharing with GE
Measures to support diversity are also implemented through volunteering programs and philanthropic activities.
What is the diversity management about?
Based on the analysis of activities that have been undertaken so far as well as the needs that have been identified, in
2012 we created a Policy covering four areas (development
programs, best practices, internal and external communication). Running parallel initiatives in each of these areas
allows the company to have a comprehensive approach
to the issue of diversity and enables to consistently build
awareness of the benefits of diversity management. The
Diversity Team prepares development programs, implements policies (such policies on discrimination, mobbing
prevention) and leads communication efforts (to all
employees or dedicated to managers only). In its work, the
team takes aspects of diversity in terms of gender, age and
disability, as well as aspects specific to Bank BPH (such as
location and professional experience) into account.
MALWINA FIDYK
CSR and Diveristy Manager
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GE Women’s Network
The idea of diversity is promoted and implemented by the
activity of an international organization of GE Women’s
Network, which is present in Bank BPH as it is in other
businesses owned by GE. Its activities focus on promoting
the development of women, improving their managerial
skills as well as career planning and networking with other
women within GE.
GE Women’s Network pursues its objectives through
training and workshops, as well as meetings with senior
management and women who have been successful in
the corporation. With the myConnections initiative, that
is - regular meetings in small groups, members of GE
Women’s Network have a chance to share knowledge,
gain contacts and broaden their horizons. The year 2012
was a year of intense activity of GE Women’s Network,
which carried out 75 different kinds of meetings. The
meetings were primarily focused on professional and personal development, improving managerial skills, building
relationships and self-image.
Currently, the organisation has more than one thousand employees of the Bank as its members, including
about 100 men. This number not only emphasises the
importance of diversity, but also the commitment of the
organisation to let its members build relationships and
contact networks within the corporation. As a token of
appreciation for its achievements in 2012, the division
of this international women’s organisation at Bank BPH
was awarded as one of the best divisions of GE Women’s
Network in the world.
There is more and more of us
REGINA STAWNICKA
Manager, GE Women’s Network Co-Leader
The future belongs to women
The objective of the annual development program Future
Leaders Program (FLP) is to support the professional development of its female participants through the comprehensive education of their skills, knowledge and competences.
FLP has accepted the nominations of 12 female employees
with a high growth potential. The program consists of
several training modules, covering topics such as effective
leadership, effective self-management, financial analysis
or strategy management. The program begins and ends
with a diagnosis, which includes, among other things, a
questionnaire on emotional intelligence and leadership
style. Another initiative is the Bank’s annual development
Babymagination
I am pleased that the activity of GE Women’s Network in
2012 met with appreciation of employees belonging to the
organisation. The evidence of such approval is not only a
38-percent increase in the number of its members, but also
their growing satisfaction with our offer. Our activity has
helped to promote the idea of diversity throughout the Bank
and motivated employees to actively take care of their own
career development. We are especially proud to participate in the ‘Know, Understand, Enhance’ project, run by the
Sociotherapeutic Community Centres in Gniezno, as it was
an opportunity to support women from the local society
outside of our company, who found themselves in a difficult
situation.
program - Executive Coaching (EC), aimed at female
employees with a high growth potential. The role of EC
participants’ coaches is performed by their direct superiors. The program consists of elements such as: individual
diagnosis at the beginning and at the end of the program,
feedback and coaching sessions as well as workshops. The
effects of the program are best evidenced by the fact that
already during its course many of the participants took
up new professional roles. They themselves believe that
participation in the EC had a positive impact on their self-awareness, self-confidence and communication skills.
the Babymagination program is an e-learning platform,
through which all employees on maternity leave or parental
leave may continuously develop their skills and competencies. Using this approach, young mothers and fathers may,
without having to leave home, take part in more than 90
different training courses.
The Bank also ensures that new parents do not feel isolated
from the corporate life and have the opportunity to track
the most important events on an ongoing basis as well as
have access to HR information. For this purpose, the
www.babymagination.bph.pl website was created, available (upon entering username and password) from any
computer.
The Babymagination program is Bank BPH’s response to
the needs indicated by its employees who just became
parents as well as those of them who are just about to
become parents. An important part of the program is the
‘Employee-Parent Handbook’, which is a collection of practical tips and useful solutions to all prospective and current
parents. The handbook also includes information such as
the rights of employees who are parents. It contains all
the useful attachments, addresses and phone numbers
that may be needed to employees with looking after small
children. A similar manual was created for managers
whose employees will soon be parents. The feature of
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Bank BPH is a pioneer of diversity in Poland
The Bank is a signatory and a Polish partner of the
Diversity Charter, which is an international initiative promoted by the European Commission; the initiative requires
organisations to pursue a policy of equal treatment as well
as diversity management, to ensure equality in access to
promotion and training, and to actively combat discrimination and mobbing in the workplace. In as many as 12
EU countries the Charter has already been signed by thousands of companies, organisations and institutions. Bank
BPH was among the pioneers as well as one of the first
promoters of this initiative in Poland, where the Diversity
Charter is only beginning to get its due importance. There
are 15 partnering companies, and Bank BPH is the only
bank in the group.
The Responsible Business Forum is the initiator and
coordinator of the Diversity Charter in Poland while
Minister Agnieszka Kozlowska-Rajewicz, Government
Plenipotentiary for Equal Treatment and Professor Irena
Lipowicz, the Ombudswoman have become Honourary
Patrons of the Diversity Charter.
Richard Gaskin
President of the Management
Board
and Veronika Ivanovic
Executive Director, HR Leader
have signed the Diversity Card
We keep track of the Bank’s initiatives on diversity
Managing diversity is a modern business strategy, which is
based on the universal principles of respect and tolerance for others, but which also makes effective use of the
potential of the business employees. It is about creating
a workplace where everyone, regardless of their gender,
age, disability, medical condition, sexual orientation,
family status or lifestyle, feels appreciated and is able to
fully pursue their development. Bank BPH, by signing the
Diversity Charter and participation in the Charter educational program, joined the leaders of diversity management
in Poland. Thus, as the only bank among the partners, not
only does it promote equal treatment and diversity in the
workplace, but also supports and actively contributes to
the development of the concept of diversity management
in Poland. We follow the Bank BPH initiatives on diversity
with great interest, both the initiatives pursued in the form
of the Diversity Policy as well as action directed to, for
example, ‘rookie’ parents.
MAGDALENA ANDREJCZUK
Coordinator of the Diversity Charter in Poland,
member of the European Platform Diversity
Charter Platform at the European Commission,
working for the Responsible Business Forum
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BEING FAIR TO LOCAL COMMUNITIES
AND THE NATURAL ENVIRONMENT
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The ‘fair play’ strategy supports Bank BPH in its quest to become an institution
that is socially responsible, which should manifest itself in the Bank’s relationships with all key stakeholder groups, including the society. Turning it into action means the responsibility as well as care and attention of the Bank not only
for local communities, but also for the environment, which indirectly affects the
quality of life of those communities and the entire society.
What does it mean to be a ‘just fair’ bank to local
communities and the natural environment
CORPORATE
VOLUNTEERING
Being fair to local communities is reflected primarily in the involvement of
the Bank’s employees, through corporate volunteering, in efforts and activities to the benefit of these communities.
PROMOTING
FAIR ATTITUDES
A strategy based on Fair Play Principles implicates not only the requirement
to act in accordance with the highest ethical standards, but it also means
taking actions that promote fair attitudes among the society.
PROTECTING
NATURAL
ENVIRONMENT
Caring for the environment is an attitude expected only from manufacturing organisations, but it should also be important to each institution that
considers itself as being socially responsible. This is why Bank BPH, as part of
its ‘fair play’ strategy makes sure that the highest standards are followed in
management of environmental impact and undertakes action to protect the
environment.
Why are local communities important to the Bank?
a bank which places great importance on good relationships with the environment and which does not limit its
activities to its core business, which is providing banking
services. One of the forms in which the Bank supports local
communities is the engagement of the Bank’s employees in
efforts and activities that benefit these communities, which
are carried out by GE Volunteers – the Bank’s corporate
volunteering organisation. Employees – volunteers are
involved in many charitable activities, both individually as
well as through campaigns carried out the Bank. It is the
employees that come up with the initiatives of volunteering projects for local institutions or those in need in our
immediate environment. They help hospitals, orphanages,
community centres, senior citizens. It is the volunteers who
have the best knowledge of what support is needed most in
a given local institution and how such an institution can be
helped most effectively.
SYLWIA DOKUDOWICZ
Coordinator of corporate volunteering
projects at Bank BPH
As a socially responsible institution, Bank BPH’s operations
are not limited to core business, meant as the provision of
banking services, it also supports the local communities,
among which it operates. It is important for us, because
through the network of our branches we are present in
many places in the country. We want to be perceived as
A crucial factor in this type of activity is the support and
personal involvement in these campaigns of members of
the top management team. At Bank BPH all members of the
Management Board get personally involved in charitable
projects, thus setting a good example and providing support to their employees. This way, voluntary activities have
become one of the pillars of the company’s organisational
culture.
MALWINA FIDYK
CSR and Diversity Manager
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4.1
CORPORATE VOLUNTEERING − INVOLVEMENT
IN THE DEVELOPMENT OF LOCAL COMMUNITIES
Being fair to the society means most of all being fair to local communities who
live in the neighbourhood of the Bank’s branches and outlets. This implies involvement in the development of these communities and supporting them through actions carried out as part of corporate volunteering.
Corporate volunteering is our way to become involved
Relations with local communities that form the immediate
neighbourhood of Bank’s branches and outlets are of paramount importance to the Bank as a socially responsible institution. The attitude of Bank BPH towards these relations
affects the way Bank is perceived by those stakeholders
who live in its immediate neighbourhood. Showing care for
these relationships, the Bank is involved in the development
of corporate volunteering, as part of the GE Volunteers organisation, which is an ideal tool of social engagement for
an institution which operates through such a wide network
of branches and outlets across the country. GE Volunteers
are involved both in national social campaigns (such as the
‘Fun & Safety Kits for Kids’ campaign) as well as activities
(such as the construction of a playground in Horodlo, a
clean forest project in Otomino etc.).
Actions implemented by GE Volunteers focus on the
following aspects: activities for local communities (in particular, orphanages, social welfare homes for the elderly,
day care centres for persons with disabilities, community
centres, homeless shelters), education (teaching languages
or providing economic education of children and youth),
ecology (cleaning forests) and pro-green campaigns
(such as Nordic walking lessons for seniors). An important
element of these projects is that they support diversity
and − consequently − equal opportunity. A charity project,
if it is to be implemented by volunteers from Bank BPH as
part of corporate volunteering and if the Bank is to finance
such project, it must belong to one of the the categories,
mentioned above. Charity projects for implementation are
selected as part of the ’Spring with GE Volunteers’ contest,
which is announced each year to employees, or they are
selected from a list of projects suggested by volunteers
and all the selected projects are implemented in two
campaigns: the spring campaign and the autumn-winter
campaign. The GE Volunteers developed the best practice
of preparing reports that summarize the Bank’s efforts
relating to charitable work. Last year two reports were
released: ’GE Volunteers, spring 2012’ and ’GE Volunteers,
autumn and winter, 2012.’
Our corporate volunteering in 2012 in numbers
50
1,700
cities
volunteers
130
7,500
projects
beneficiaries
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SUPPORTING LOCAL COMMUNITIES EXAMPLES OF CHARITY PROJECTS
We support Single Moms
BENEFICIARIES: Jan Brzechwa Orphanage in Krakow, MONAR–MARKOT Pomeranian Fellowmen Support Centre − Single
Mother and Elderly Centre in Gdańsk, Specialist Support Centre for Victims of Domestic Violence in Warsaw. Repairs and
rearrangements of 3 single mothers centres carried out by volunteers from the HR Division.
Teresa Karasińska, project leader: Our assistance is not only financial, we help mainly by showing our attitude that sets an
example and becomes an objective sought by young mothers raising their children − this is an investment in future generations.
Magdalena Pietrowska, manager of the Specialist Support Centre for Victims of Domestic Violence: the Bank’s employees,
with full understanding, addressed the needs of our residents by agreeing and arranging all activities and needs and fulfilling
them with a very strong commitment and dedication.
Robotics − fulfil your dreams − build a robot
BENEFICIARIES: Children attending social and therapeutic activities in community centres in Gniezno and residents of
orphanage in Gniezno. Workshops introducing children into the world of modern technology - the construction and self-programming robots with LEGO MINDSTORMS kits. At the end of the classes, each child received a HEXBUG mini robot.
Daniel Curul, project leader: Robotics introduced in this form is not only fun, but also learning the world around us from a entirely different perspective. I wanted to convey to the children that in life, quite similar to when playing with LEGO bricks, things
can be changed, improved and the only constraints to what a person is capable of doing is our imagination and persistence.
Zofia Komosińska, instructor at therapeutic community centre: The classes have proved to be a hit, and the children were
delighted and very emotional! What I particularly remember is how well the volunteers were prepared for the task when
they explained everything so simply so that everyone could understand and keep up with the rest of the team; other things
that stayed in my mind are the sweet treat, the contest with prizes for the fastest robot, and the fact that absolutely every
child left here with a gift.
Kids’ playground in Horodło
BENEFICIARIES: Kids from schools in Horodło. Assistance in the constructing a playground for children.
Tomasz Kozar, project leader: Through volunteering we start to see things, problems or needs that we have not been aware
of and which exist right next to our work place or home.
Beneficiary: It’s simply unbelievable that someone ‘else’ could actually see our problems and get interested. Volunteers from
Bank BPH gave a huge gift to our children and they became our heroes.
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Educational activities
Teaching rational money management
BENEFICIARIES: Pupils in grades 1 to 3 of Elementary School No. 42 in Gdansk. Conducting educational workshops on the
need of rational money management and on the role a bank plays in the life of each family.
Karolina Kubiak-Wasilewska, project leader: It’s hard to find any other activity can enrich a person emotionally, intellectually and spiritually as much as helping others. One can talk about helping, emphasise the social value of helping others, but
its true strength can only be seen when experienced personally.
Jolanta Wilkowska, Deputy Director of Elementary School No. 42 in Gdańsk: We are delighted that our students had this
chance to learn about long-term planning and its benefits.
My future is my choice
BENEFICIARIES: Students of 9 junior high schools and high schools in Gdańsk, Gdynia, Pruszcz Gdanski, Krakow and
Warsaw. A series of workshops aimed at showing young people how to take their future in to their own hand and how to
plan and achieve their own goals.
Jarosław Łojewski, project leader: I enjoy being engaged in volunteer work, because assisting others makes me happy and
gives me the energy to carry out my daily activities.
Jolanta Błaszczak, Director of the Pomeranian School of Crafts in Gdańsk: During the course our students could practice
creativity, adapting to circumstances, finding and exploiting opportunities, learn how to transform a failure into a success
and increase self-confidence. The classes were very highly rated by students.
English with Bank BPH
BENEFICIARIES: Pupils of educational care centre in Kielce. Providing English lessons to children.
Gabriela Chmiel, project leader: I do what I can − and I think this is the most honest answer. I am not going to boast about
it. A smile on a child’s face gives the greatest joy and providing them with the opportunity to develop is that small brick that
we can add into building their better future.
Elżbieta Kozyra, Director of the educational care centre in Kielce: Any help and an initiative is invaluable, gives the greatest
satisfaction and the feeling that with the work of volunteers things can be changed for the better.
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Campaigns promoting ecological and healthy attitudes
Cleaning forests with Bank BPH
BENEFICIARIES: Forest division: Wojanowo, Niepołomice, Jabłonna, Wigwam Celimowo. Cleaning forest and plating trees
campaign as part of the Earth Day events.
Jakub Nastaga, project leader: The few hours which we spent in the forest made us realise how much garbage is scattered
in different places, and the forest itself is defenceless against plastic and glass waste.
Gerard Haja, forester, Jabłonna Forest Division: I would like to express my thanks to the employees of Bank BPH and their
families for forest cleaning. We do appreciate it and look forward to having subsequent editions within our Forest Division.
Walking for health
BENEFICIARIES: Pensioners − members of the Senior Club ‘Golden Autumn’ and ‘Happy Smile’ with Mława and surrounding
areas. Integration of senior citizens and efforts to improve their physical condition (learning and practicing Nordic walking).
Lidia Hałyno-Bielska, project leader: Why do I this? Because it is a wonderful feeling to see the joy and happiness of another person. Because this is what my ancestors passed on to me as their legacy. I guess they knew what they were saying
(‘man does not live only for himself and the good that you do to another person always comes back to you’). I simply hold on
to this!
Henryk Kacprzak, President of the ‘Happy Smile’ Seniors Club: A marvellous thing. Owing to the fact that this idea has actually been pulled off, 80 members of my club may now recreationally use of this form of movement. I am grateful to everyone
who contributed to the renewal of our health.
Cleaning the Otomino forest
BENEFICIARIES: Forest division Kolbudy. Cleaning the Otomino forest by volunteers from the Bank’s Risk Division in Gdansk.
Tomasz Skubich, project leader: I do it to keep up the pace with others and to actively join or organise interesting campaigns that enable us not only to integrate outside of our work place but also to help other people.
Monika Sabalińska, Kolbudy Forest Division: With the enthusiasm and commitment of the participants (including children,
under the supervision of their parents, engaged in this joint campaign of saving the forests) we were able to collect as much
as 10 cubic metres of waste (twice as much as last year) from forest areas around the lake. Many thanks again to all who
decided to participate! And see you again!
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With attractive and happy holidays in mind
The objective of the ‘Safe and happy holidays’ campaign was to prepare gift sets for kids to help them spend
holidays in a safe and attractive manner. The scale and the
scope of this nationwide campaign meant that, several
hundred volunteers from sixty branches as well as the
headquarters of Bank BPH participated, among them
members of the Management Board: Richard Gaskin,
Grażyna Utrata and Grzegorz Jurczyk. On 15 June all
volunteers pieced together 3,200 gift sets which included,
among other things, educational games and toys as well
as gadgets that were meant to improve safety, such as:
reflective items, rain caps, first aid sticking plasters. All
sets were passed on before the end of the school year to
more than a hundred educational and care institutions,
selected by the volunteers as those being in greatest need.
Recipients of the gifts included children from orphanages,
as well as kids from families under the protection of social
welfare centres or kids from community centres.
Invaluable experience
JACEK POPROCH, project leader:
Seeing the joy of children when they receive our gifts and when the unfold them is simply − priceless.
‘Safe and happy holidays’ − leaders of the campaign
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best practice
THE ‘SAFE AND HAPPY HOLIDAYS’ CAMPAIGN
We share with others
Involvement in the development of local communities is
also done through charity. Both Bank BPH as well as its
employees − whether as part of corporate volunteering
projects or through the GE Women’s Network organisation − supported their immediate neighbourhood through
material and financial donations. Just like the year before,
also in 2012, the Bank chose to not dispose of unwanted
furniture by scraping it but instead − despite the fact
that it was much more labourious and time-consuming
− would pass it on to different organisations within its
immediate neighbourhood: social care homes, teaching
and educational centres, hospitals, schools and kindergartens, etc., thereby supporting local organisations in their
efforts for the benefit of local communities. In 2012, a total
of 85 donation agreements were concluded, under which
over 3,400 pieces of furniture worth more than PLN 200
thousand were handed over.
FOR THE SCHOOL YEAR, WINTER AND CHRISTMAS
2012 was another year in which we continued the
nationwide ‘Back to School’ campaign, during which
volunteers collected dozens of pencil cases, notebooks,
crayons, blocks, paints and other school supplies from the
Bank’s employees. Both the items collected among the
employees as well as those purchased by the Bank were
sufficient to enable us to put together several hundred sets
at the start of the school year which were then passed
on to pre-selected education and care centres in various
Polish cities. To help selected libraries and reading rooms
in Warsaw, Kraków and Gdańsk, volunteers from the Risk
Management Division organised a campaign during which
they collected books and audio books for those libraries.
As the result of the ‘Share a book’ campaign, as it was
called, three public libraries received a total of more than
1,700 items of Polish and overseas literature. Volunteers
from the Bank’s headquarters in Warsaw, who for the
last three years have been supporting one of Warsaw’s
centres of the Association of the Friends of Street Children,
organised a campaign of collecting clothing and footwear
for children from the centre among the employees of the
Human Resources Department as well as the Legal and
Corporate Relations Division, before last winter. They managed to collect several boxes of warm clothes and shoes
for of sixty children attending the centre. Similar collection
campaign of warm clothing, bedding articles and food
is conducted every year, during fall and winter, for the
past several years. Volunteers from the Bank’s location
in Gniezno support the District Association for Assistance
to the Homeless and Social Integration in Gniezno, called
‘DOM’ (HOME) in this manner. This way another winter, in
which the shelter is always crowded and there is more of
in need than resources available, was less severe for the
residents and those persons who visited the shelter on
cold during nights for some warm food, clothing or a place
to sleep. According to what is already a tradition at the
Bank, 2012 also saw the GE Women’s Network organisation conducting a three-day Christmas Charity Campaign,
the objective of which - as every year - was to raise as
much money as possible among the Bank’s employees in
order to help the Citizens Non-profit Foundation of Children
Care that looks after children with severe illnesses. The
amount passed on to the Foundation’s bank account was
PLN 38,621. Moreover, the same amount of money was
raised among the members of the Management Board
and passed on to selected social and therapeutic community centres that help children from families in poor living
conditions.
FOR DIVERSITY AND MORE
In 2012 the Bank made donations of a total of almost
PLN 838 thousand to support specific non-governmental
organisations and other institutions, as well as charity
projects implemented under the GE Volunteers and GE
Women’s Network schemes. Direct financial donations
were made to the following beneficiaries, to name just
a few: foundations: Foundation To Rescue Children With
Cancer, Nobody’s Children Foundation Associations:
‘Opportunity’ Assistance Centre for Child and the Family,
Heart For Children, Cracow Association - Save the Chance
and as well as the Society of Friends of Children: District
Management of the Society in Warsaw Białołęka and
Municipal Division of the Society in Oborniki Śląskie.
The cast number of organisations supported by the Bank
in the form of financial donations included those which
support the idea of diversity. Among them organisations
such as: the Centre for the Advancement of Women
Foundation, Women’s Rights Center Foundation, the ‘Bona
Fides’ Association for Equal Opportunities, Municipality
of Gdynia − Senior Citizen Activity Center − budget entity,
Special Olympics Poland.
Supporting local communities through
corporate volunteering and donations
2011
PLN
423,590.69
2012
PLN
838,452.90
In-kind donations
PLN 95,588.26
PLN 80,565.29
Financial donations
PLN 197,195.86
PLN 412,868
Amount allocated for the
implementation of corporate
volunteering projects
PLN 130,806.57
PLN 345,019.61
4.2
PROMOTING FAIR ATTITUDES
Bank BPH, being a socially responsible company and implementing the
‘fair play’ strategy, not only follows the highest ethical standards, but also
undertakes campaigns to promote such attitudes in the society.
In 2012, Bank BPH, along with TVN television and Onet.pl,
organised the second edition of the ‘Everyday Hero’ campaign. The objective of the campaign, which was launched a
year earlier by the Bank, is to promote the values of fair play
in the society by searching and promoting attitudes of people who behaved with honesty and integrity, who showed
a spontaneous willingness to help, or who were simply
fair. Both editions of the campaign received almost three
thousand stories of extraordinary people who support communities in their daily lives, working tirelessly for those in
need. The heroes of those stories, selected by the jury, took
part in the final gala of the ‘Everyday Hero’, broadcast on
TVN, and the viewers selected the winners, through online
and text message voting; the selected winners received
the title of ‘Everyday Hero 2012’ and a financial reward of
PLN 200 thousand. The ‘Everyday Hero’ campaign is set to
support the fair play philosophy, pursued by Bank BPH and
based on trust, transparency and partner relationships
with all stakeholder groups.
Everyday Hero - winners of the 2012
Category − Initiatives
Constructor with a big heart −
Grzegorz Piątek
Category - Bravery
Second life… −
Paweł Bożym
Category − Honesty
4000 Euros returned to the owner without hesitation − Damian Święcicki
Summary of actions and campaigns in 2012
24,000 fans on Facebook
over 540,000 unique
users of campaign website
over 1,100 stories
published on the website
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best practice
Everyday Hero
Szymon Hołownia about the ‘Everyday Hero’ campaign
a million daily opportunities to demonstrate a simply decent
attitude. I joke that it is worthwhile to get involved in the
‘Everyday Hero’ even for the sake of selfishness. It would
be much easier for all of us to live, work, conduct business
among people who are simply decent − people who would
return my lost property to me, people who would not take
what is not theirs only because I made a mistake in their
favour, people who would stop and help when walking
down a street when someone needs their help, people able
to notice that they are not the only beings on this planet.
When reading the stories sent to the ‘Everyday Hero’ campaign I realise ever so often that I simply envy those people
for who they are. After these two editions I can say that this
campaign makes perfect sense. It really models behaviour,
changes people. And it is the people - not pompous slogans
and top-down strategies - that change the world.
SZYMON HOŁOWNIA
‘Everyday Hero’ campaign ambassador
The ‘Everyday Hero’ is a fantastic campaign for it reminds
that great things start from small decisions, made every
day. It reminds me that the world (and every man) can
change without waiting (often unsuccessfully) for single
opportunities to demonstrate great heroism, but by seeing
Volunteer of the Year
The final gala of the ‘Everyday Hero’ campaign, broadcast
on 2 December 2012 on TVN became a perfect opportunity to declare the results of the ‘Volunteer of the Year’
contest, conducted by Bank BPH in late October and early
November. Its objective was to select the employee who
was most active and who promoted the idea of volunteering in the most effective way. Bank BPH’s ‘Volunteer of
the Year’ was Marzena Wietrak of Gniezno, who received
a grant of PLN 10 thousand for the implementation of a
charity project as well as a holiday voucher. The winner
showed an outstanding performance among ten other
finalists, selected from over 80 candidates nominated for
the contest by employees of the Bank. The jury showed
appreciation for the number, scale and degree of difficulty
of the charity projects coordinated by the winner, as well
as her commitment to promoting volunteerism. ‘Open to
new ideas and projects which she pursues in the spirit of
fair play’ - this is the opinion that Marzena Wietrak enjoys
among employees of the Bank, who selected her for the
‘Volunteer of the Year’ contest. − ‘If our world was deprived
of people like Marzena, it would become poorer’.
Make Life Fair
In September 2012, Bank BPH launched a Facebook profile
under the name ‘Make Life Fair’, which promotes positive
behaviour and fair attitudes in everyday life as well as
in business. The purpose of the profile is to unite people
around the idea of being fair - in line with the ‘fair play’
strategy - and to stimulate discussion on this topic as well
as touch on issues that promote honesty, integrity, trust
and fair attitudes. They are close to the initiatives that the
Bank undertakes: such as the ‘Everyday Hero’ campaign
or supporting diversity and professional development of
women. Slogans that promote positive attitudes towards
life and fair behaviour, posted on the Facebook profile by
the users, were then transferred from the Internet to the
real world and ended up on a large format mural right next
to one of the stations of Warsaw underground.
In order to build a community of people actually involved
in the promotion of fair behaviour, the Bank deliberately
chose not to pursue contests and prizes. Regardless, after
six months the ‘Make Life Fair’ profile gained more than
18 thousand fans and remained at the forefront of the
interactivity indicators.
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4.3
PROTECTION OF THE NATURAL ENVIRONMENT
Any socially responsible company, regardless of the industry in which it operates, has duties to the local community, including its duties to the natural environment, which has a substantial impact on the quality of life of the local communities and the society as a whole. Therefore, Bank BPH, as part of its strategy,
ensures that the highest standards are followed in the management of environmental impact and undertakes actions aimed at protecting the environment.
Being fair to the natural environment - is being fair to
each of us
Caring for the environment is an attitude expected only
from manufacturing organisations, but it should also
be important to each institution that considers itself as
being socially responsible. The quality of the environment
also depends on financial institutions such as Bank BPH,
since they have direct and indirect impact on the natural
environment. The Bank, being aware of this responsibility, pursues the Environmental Policy, adopted by the
Management Board; the objective of the Policy is to build
environmental awareness at the bank and implement
campaigns aimed at the protection of the environment
as well as to promote the idea of caring for the environ-
ment among all stakeholder groups. Specific actions
are described in the Annex to the Environmental Policy,
they constitute part of the ECO BPH scheme, which was
implemented by the Bank in 2010. The program, that
initiates and implements changes positively affecting the
environment, has become a part of the Bank’s strategy
and manifests itself in the responsibility and concern for
the natural environment as well as the local communities.
The measures implemented under the EKO BPH scheme
pertain to a number of key areas: EKO culture, energy, water, paper, business travel, the promotion of environmental
attitudes in the Bank’s neighbourhood.
Our EKO Plan - our EKO commitments
The Framework Action Plan under the ECO BPH scheme in
2012, annexed to the BPH Environmental Policy, adopted
by the Management Board of the Bank and defining measures undertaken by the Bank in the field of ecology and
environmental protection
> Monitoring compliance with legal regulations and standards for the protection of the environment*
> Raising ecological awareness among employees and
promoting the reduced consumption of raw materials and
media (paper, electricity, water)
> Improving the monitoring of the consumption of raw
materials and utilities
> Reducing the consumption of raw materials by optimising the correspondence sent to customers
> Promoting electronic transaction statements
> Waste segregation and transfer of waste to specialised
external companies
> Gradual improvements in terms of efficiency of media
consumption
> Disposal of waste and construction materials.
> Committing suppliers to adhere to accepted ecological
and environmental standards
> Supervision of business travels
> Undertaking measures aimed at rational fuel consumption
*0 fines were imposed on the Bank for noncompliance with laws and
regulations on environmental protection in the reporting period.
2012
plan
2012
accomplishment
deviation
REDUCTION
OF PAPER
CONSUMPTION*
30 t
47 t
56%
REDUCTION OF
ELECTRICITY
CONSUMPTION
(CO2 EMISSION)*
480 t
585 t
22%
RECYCLING
(PAPER, GLASS,
PLASTIC)
20 t
37.5 t
87%
*estimates based on an analysis of the impact of the implemented projects and initiatives
Our EKO culture
EKO culture is primarily about promoting pro-environmental attitudes among the
Bank’s employees and customers. Environmental education in companies is not
just a fashionable trend, but also cost-effective measures that deliver savings and
translate into the financial performance of the company. Environmental awareness among employees and customers of the Bank is being built using measures
such as promoting electronic bank statements and application forms, recycled
paper for printing or through encouraging the lower consumption of power.
EKO Community at Bank BPH
June 2011, through an initiative of the Bank’s employees, saw the creation of the EKO Community that brings
together more than 20 persons, representing the area
of Operations, Risk, Finance, Sales, Marketing and IT.
The team’s objective is to promote EKO culture among
employees as well as the Bank’s customers by initiating
and supporting campaigns to protect the environment.
The effects of the initiatives carried out in 2012 include:
saving nearly 1,800 trees, passing on almost 200 tonnes
of waste for recycling (including the process of destroying
and disposing of documentation), reducing consumption of
plastic (PET bottles) as a result of the installation of filters
for water at the Bank’s headquarters, collecting more than
200 kg of waste batteries, reducing CO2 emission by approximately 260 tonnes per year through reduced energy
consumption made possible by the efficient utilisation of
electrical equipment.
EkoBPH
EKO CAMPAIGNS
AT OUR BANK
Small measures - leading to huge results
Seemingly small measures and daily habits in our work
have a huge impact on the environment. The Bank implemented a scheme back in 2010, the objective of which was
to initiate and implement changes that have a positive
impact on the environment. The Bank’s employees, who
provided scheme coordinators with a vast number of ideas,
are the pillar of this initiative. The most interesting of the
implemented projects and measures include forest cleaning
campaigns, the use of recycled paper made of cellulose
derived from eucalyptus trees, recycling or water filters.
The Bank has implemented the Environmental Policy, which
aims at the constant monitoring of the Bank’s impact on the
environment.
MONIKA GODZIŃSKA
Acting Operations Controller and the Head
of the Operations Accounting Department,
Leader of the EKO Community of Bank BPH
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400 persons −
our employees and customers - took part in the ‘Clean
forests with BPH’ campaign, held near Gdansk, Gniezno, Warsaw, Krakow, Poznan, Wroclaw,
Katowice, Zielona Góra and Rzeszów by the Commercial Banking Division
Over 1,300 employees
of the Bank participated in the
‘Change for a bike’ campaign, promoting healthy and environmentally friendly means of
transportation,
on ecology and environmental
Our EKO culture − promoting the EKO attitude among the
Bank’s employees
Bank’s EKO Community conducts a number of initiatives
that aim to create an EKO culture among employees so
that they support the Bank in its responsible approach
to the issue of environmental protection as well as to the
local community. The ‘Clean forests with BPH’ campaign
is organised by the EKO Community along with volunteers
from the Bank. The campaign attracts the Bank’s employees and their families as well as invited customers. (More
details in the section on corporate volunteering).
Another opportunity to promote EKO culture is the Grand
Annual Picnic, held each September and organised jointly
with the HealthAhead team. In 2012 the Picnic also features the so - called pro-ecological zone in which the organisers presented simple and ecological forms of activities for
children, adults as well as entire families. A special form of
promoting pro-environmental attitudes among the Bank’s
employees is the box of ideas, which is used − as part of
the SuperNOVA scheme − for the submission of initiatives
aimed at improving Bank’s performance in the field of
environmental protection. Moreover, contests in which the
winners are not only rewarded with prizes but also with the
opportunity to participate in implementation of the proposals submitted by them, are a frequent form of building the
environmental awareness.
An important element of the campaing carried out by
EKO Community was the EKO survey conducted among
employees in March 2012, which evaluated their environmental awareness.
EKO survey
In 2012, 29% (26% in 2011) of employees participating in the survey declared they had changed their daily habits through
of EKO Community initiatives.
In 2012, 94% (97% in 2011) of employees participating in the survey declared that concern about environment at home
and at work was important to them. Measures associated with environmental concerns, most widely used in daily life as
indicated in the survey included: switching off of unnecessary power receivers, saving water and segregating waste as
well as reducing paper consumption
EKO Community activities were welcomed by 79% (55% in 2011) of the respondents.
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best practice
over 120 ideas
We received
protection, which will be gradually implemented.
Energy
The Bank’s social responsibility also manifests itself in its concern about rational use of electricity. This concern is not only expressed by educational activities for our employees on the need to save energy, but most of all by actions we
undertake that produce measurable results in the form of the lower consumption of electricity by the Bank. This is why we are committed to the rational use
of electricity at the Bank’s headquarters as well as branches and outlets of the
Bank and why we are in the process of the gradual modernisation of equipment
aimed at improving the efficiency of media consumption.
Our measures leading to reduce energy consumption
REPLACING
EQUIPMENT AND
INTRODUCING
‘GREEN’
SOLUTIONS
> Reduction of electricity consumption by 252 MWh over one year was
made possible at the Bank’s headquarters in Warsaw at Towarowa street
by upgrading the electrical connection.
> TurnMeOff - the Bank introduced a mechanism for the automatic switching off of computers at a given hour for those in stand-by mode.
WE CONDUCT
ACTIVITIES
THAT BUILD
ENVIRONMENTAL
AWARENESS
> We have carried out a campaign promoting the rational use of energy
which we called ‘Stop being an electricity-holic!’, the objective of which
was to encourage employees to turn off idle electrical appliances, such as
computers, air conditioners and lighting.
> We conducted, EKO contests in saving electricity at the Bank’s headquarters as well as at the branches, by turning off computers after work. Over
the weekly contest, this ECO initiative of the Bank’s community contributed
to a decrease in power consumption and a reduction of carbon dioxide
emission by nearly 1 tonne.
TurnMeOff
A single desktop computer, left overnight in standby mode,
consumes about 22 kWh of electricity per month and contributes to the emission of more than 20 kg of CO2 into the
earth’s atmosphere. The research carried out by the Bank
showed that almost one-third of the computers at the
headquarters as well as at the Bank’s branches remains
on - after business hours. Therefore in 2012 the Bank introduced a system that automatically turns off computers
that are left ON or in standby mode overnight. According
to our estimates the TurnMeOff initiative will help reduce
energy consumption by nearly 150 thousand kWh per year.
Indirect energy consumption (in joules or multiples thereof) *
2011
2012
72,000,000 MJ
73,800,000 MJ
*Data in the table reflect the purchase of electricity for those locations of the Bank, which have directly signed
a contract with a utility company. There is no purchase of electricity from renewable energy sources.
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best practice
According to our estimates, we will be able to REDUCE CO2 EMISSION
BY 260 TONNES PER YEAR through reduced energy consumption achieved
by the efficient utilisation of electrical equipment.
Water
The fair play attitude of the Bank to society also means concern about the
scarcity of natural resources, including water. This is why we are undertaking
actions contributing to the rational use of water, through the ecological education of employees and the introduction of eco-friendly solutions that will decrease water consumption at the Bank’s headquarters as well as at the branches.
Also, showing concern about water resources, we limit the consumption of other
materials and we recycle − while saving a single ream of paper we avoid consuming 3 litres of water that would otherwise be used in the production process.
REPLACING EQUIPMENT
AND INTRODUCING ‘GREEN’
SOLUTIONS
Installation of filters for drinking water at the headquarters
of the Bank helped reduce the amount of water supplied in
plastic PET bottles, and this is also associated with the saving
of water used to wash bottles before refilling, as well as avoiding the use of water during the production of PET bottles.
WE HAVE INITIATED
A CAMPAIGN ON THE
RATIONAL USE OF WATER,
ADDRESSED TO OUR
EMPLOYEES
The campaign − similar to the ‘Stop being an electricity-holic!’ campaign − was inaugurated by sending messages, the
objective of which was to raise environmental awareness of
the employees in this area.
Total consumption of water by water source (m3 per year)
2012*
645
100
1,035
4,963
6,743 m3**
Gdańsk Elżbietańska street
Kraków Helców street
Kraków Boh. Września street
Warszawa Towarowa street
Total
*Monitoring launched in 2012
**Selected premises of the Bank - location of the Bank’s headquarter offices, which provide monitoring of water consumption; water is sourced from the municipal water supply
network
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Paper
Social responsibility of Bank BPH and its concern for natural environment,
the state of which has a major impact on the quality of life of the society, is also
reflected in its efforts towards rational and efficient use of paper at the Bank’s
headquarters and branches; it also includes recycling of paper. These initiatives, undertaken under the EKO scheme, bring about tangible benefits in terms
of saved trees.
Measures used by us to reduce paper consumption
CHANGING THE FORM
TEMPLATE
The introduction of a simple innovation in the form of the
amended form template has brought about tangible benefits
of reducing the number of paper sheets used at the Bank by
one million pieces, which translates into the saving of almost
as many as 92 trees.
USING PAPER OF REDUCED
WEIGHT
The Bank has begun to use paper of reduced weight (70 g or
75 g per m2), which is manufactured from rapidly renewable
crop trees (eucalyptus), and which is FSC certified − certificate from the Forest Stewardship Council. In 2012 as much
as 76% of the paper used for stationery purposes met the
above parameters.
RE-USING PROMOTIONAL
MATERIALS
Bank employees save paper by re-using paper printed on
one side only. They also use paper with the old logo of the
Bank (GE Money Bank), printing bar codes in the process of
documentation scanning. Envelopes with the old logo of the
Bank (GE Money Bank) are used for internal correspondence.
CONDUCTING AN
INFORMATION CAMPAIGN
ON THE SUBJECT,
ADDRESSED TO EMPLOYEES
With the communication campaign, our employees learn
about the importance of the rational and efficient use of
paper to the natural environment and about measures they
can undertake to protect forests.
CONDUCTING CONTESTS
AMONG EMPLOYEES
In March 2012, Bank’s employees could submit their ideas
on new solutions suggested for implementation at the Bank
that would contribute to the protection of forests. The best
proposals are awarded and put into practice.
ENCOURAGING CUSTOMERS
TO CANCEL PAPER
ACCOUNT STATEMENTS AND
TRANSACTION SUMMARIES
The Bank has launched a campaign promoting the cancellation of paper account statements. The campaign is carried
out periodically in the form of text messages and paper declaration attached to account statements. Envelopes feature a
QR code which, when scanned, refers to the www.bph.pl EKO
website, where customers can find information on how to
opt out of paper account statement in favour of its electronic
equivalent.
1,392,500 SHEETS OF PAPER CARRYING THE OLD LOGO OF THE BANK HAVE NOT BEEN DESTROYED BUT ARE BEING
RE-USED FOR PRINTING BAR CODES FOR INSERTS DURING DOCUMENTATION SCANNING PROCESSE AND IN THE
PROCESS OF DOCUMENTATION POSTING.
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Re-used raw materials / materials by weight and volume
Total consumption of paper (internal consumption and estimated
consumption in mass use)
Number of
toner cartridges
purchased
2011
2012
2011
2012
458 tonnes
396 tonnes
4,719
1,566*
* At the end of 2011 the Bank changed the rules on printing at its branches by introducing
a fee for each printed copy thus reducing the number of purchased toner cartridges
We saved almost 1,800 trees
Number of printed sheets of paper
Number of parcels passed on for
distribution
2011
2012
2011
2012
32,633,970
19,719,072
1,186,037
953,002
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Business travel
As a socially responsible company, for which the concern for the environment
has a practical dimension, Bank BPH undertakes measures that result in the
reduced emission of carbon dioxide into the earth’s atmosphere. This is done
through the centralised management of business travels, the reduction of
business travel in favour of tele-and videoconferencing, as well as through the
promotion of carpooling (car-sharing) among employees.
Measures introduced to reduce the use of cars
WE PROMOTE CARPOOLING
WHEREBY A NUMBER OF
EMPLOYEES SHARE THE SAME
CAR FOR COMMUTING TO WORK
OR FOR BUSINESS TRIPS
This is one of more than a hundred ideas submitted by
employees under the EKO scheme and this idea was
implemented in 2011. In 2012 the information board
was filled with 40 notices of proposed joint commuting
to work (a year before - merely 9 ads).
WE USE TELEPRESENCE
TECHNOLOGY AS WELL AS
REMOTE CONNECTIONS, SUCH
AS WEBEX, DURING STAFF
MEETINGS OF EMPLOYEES FROM
DIFFERENT LOCATIONS
This is a simple and effective way to reduce business
travels and thus also to reduce fuel consumption and
limit CO2 emission into the atmosphere.
WE ENCOURAGE EMPLOYEES TO
USE BIKES WHEN COMMUTING
TO WORK
This was promoted with ‘A day without a car’ campaign which was combined with the ‘Change for a bike’
contest, carried out jointly by the ECO Community and
the Bank’s HealthAhead team.
2011
2012
1,767.36 tonnes
1,039.69 tonnes
A day without a car - information and contest
‘Change for a bike’ - is a joint venture initiative of the EKO
Community and the HealthAhead team the objective of
which is to promote a healthy lifestyle and environment-friendly attitudes among Bank BPH employees. Over
three days in June employees had the chance to submit
answers to contest questions on health, sport and ecology,
published on the contest website. Three persons who
74
demonstrated the greatest expertise in this field and gained the highest number of points, were awarded with bicycles. The award was supposed to encourage the award
winners to ‘change for bikes’ and it was also aimed at promoting, this way of moving around the city as conducive to
health and ecology among the Bank’s employees .
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How many tonnes of fuel were purchased for cars
used by the Bank in the period 2011-2012?
Waste
Concern for the environment also implies conducting responsible waste management. To this end, Bank BPH commits itself to segregate old electronic
equipment at the headquarters as well as at the branches and local offices, for
its disposal or recycling, as well as for the purpose of the centrally managed
logistics of used electronic equipment.
Measures we undertake to promote segregation of waste
and recycling
WE SEGREGATE WASTE
In November 2011 the premises of the Bank’s own
office buildings were equipped with containers for
selective waste collection. This contributed to selecting
and passing on as much as 37.5 tonnes of recyclable
waste for recycling in the period between January to
December of 2012.
WE RECYCLE USED TONER
CARTRIDGES AND UTILISE USED
BATTERIES
Also in November 2011 the premises of the Bank’s
own office buildings were equipped with containers for
used batteries.
WE CONDUCT COMMUNICATION
ADDRESSED TO ALL BANK
EMPLOYEES ON RECYCLING,
AMONG OTHERS
Communication aimed at building employees’ awareness of recycling is carried out in a manner similar
to other information campaigns on the need to save
electricity, water, etc.
Amount of waste passed on for recycling
In kg in 2011
In kg in 2012
LARGE SIZE (BULKY)
OFFICE EQUIPMENT
170,940
71,428
ELECTRONIC
EQUIPMENT
86,949
55,784
RECYCLABLE PAPER
281,805
198,300
METAL SCRAP
35,490
12,720
TONER CARTRIDGES
Number of toner cartridges
returned for recycling to
Lyreco
Number of toner cartridges
returned for recycling to
Lyreco
5,071
2,230
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Nearly 200 TONNES OF WASTE WAS PASSED ON FOR
RECYCLING (including the process of destroying and
disposing of damaged documentation), over 200 KG
OF USED BATTERIES WERE COLLECTED
Installation of filters for drinking water
In July 2012 we started the installation of drinking water
filters at the Bank’s headquarters. Limiting the number of
PET bottles is one way of taking care of the environment.
(During the production of a single PET bottle approximately
3 kg of greenhouse gases gets emitted into the atmosphere; only 13% to 23% of a PET bottle material is suitable for
recycling, the remainder goes to a landfill, where it needs
between 100 and 1,000 years to decompose). Installed
molecular filters have replaceable elements, made from
renewable materials, mainly of polypropylene PP, which
makes them much less of a burden on the environment
than PET bottles.
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best practice
Since June 2012, 100% OF THE PAPER, GENERATED AT
THE BANK’S MAIL DEPARTMENT (Operations Division)
when handling incoming correspondence, is passed on for
recycling
Promoting ecological attitudes in the neighbourhood
ENCOURAGING CUSTOMERS TO
ECOLOGICAL ATTITUDES
Protect the natural environment with Bank BPH and
be EKO yourself − the Bank says on its website, at the
same time encouraging customers to use modern
channels of electronic access to bank services and
products, in particular to replace paper account
statements with statements distributed by email.
Information about such opportunities is also placed on
envelopes sent to customers.
PRO-GREEN CORPORATE
VOLUNTEERING
We carry out a great number of initiatives to promote
ecological attitutes. (More details in the section on
corporate volunteering.)
PROMOTING ECOLOGY AMONG
SUPPLIERS
An annex to contracts with the Bank’s suppliers contains a provision on the need to comply with environmental legislation as well as on avoiding a negative
impact on the surrounding neighbourhood.
Planet Hero − ecological contest
For three months during 2012, employees of the Bank’s
call center promoted e-banking among the Bank’s customers and encouraged them to cancel paper account statements and transaction summaries in favour of electronic
statements via the Sez@m website service. The most
efficient employee who managed to convince the largest
number of customers, received a cash award.
best practice
Bank BPH’s corporate social responsibility and concern for the environment as
well as local communities is also expressed by campaigns aimed at promoting
the EKO attitude among the Bank’s customers. They get notified on the possibility of canceling paper account statements in favour of their electronic form.
Number of cancelled paper account statements
in 2012 − 3,980,828
Bank BPH introduced a new EKOmortgage loan set to
encourage borrowers who are not experts in the field
of energy-saving technologies to take an interest in this
subject and to use elements that improve the energy efficiency of their homes. This product was designed for customers who want to live in a home that uses less energy
than a standard home and thus brings significant savings
and emits less quantities of greenhouse gases. In order
to apply for EKOmortgage loan at Bank BPH perspective
borrowers must attach an energy certificate or a technical
design of energy-efficient home, including a heat balance
of the building. The granting of EKOmortgage loans by
Bank BPH will be based on the index of energy necessary
to heat the building (central heating) and to prepare hot
utility water; such an index is included in the heat balance
for the building. The index should not exceed 100 kWh/m2
per year.
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best practice
Ecological mortgage loan in the Banks’ offer
Ecological mortgage loan
BENEFITS
TO THE
CUSTOMERS
> provides an opportunity to finance the purchase / construction of an
energy-efficient home
> ensures lower maintenance costs − monthly savings
> ensures lower sensitivity to changes in energy prices
> ensures a higher value of real estate property
> provides a better quality of life
> attracts a lower bank’s commission
BENEFITS
TO THE
ENVIRONMENT
> lower consumption of non-renewable energy sources such as coal, gas, oil
> lower CO2 emission
> use of less polluting energy sources - renewable energy
BENEFITS TO
THE BANK
> better technical condition of the property provided as loan collateral
> lower sensitivity to falling real estate prices
> Bank BPH being recognised as environmentally friendly
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GRI Indeks
Indicator description
Pages
1,1
Statement from the most senior decision maker of the organisation (e.g., CEO,
chair, or equivalent senior position) about the relevance of the sustainability to the
organisation and its strategy.
full
4
1,2
Description of key impacts, risks, and opportunities.
full
4, 12
Organizational Profile
2,1
Name of the organisation.
full
5
2,2
Primary brands, products, and/or services.
full
6-7
2,3
Operational structure of the organisation, including main divisions, operating
companies, subsidiaries, and joint ventures.
full
5
2,4
Location of organisation’s headquarters.
full
5
2,5
Number of countries in which the organisation operates, and the names of the
countries with either major operations or that are specifically relevant to the sustainability issues covered in the report.
full
5
2,6
Nature of ownership and legal form.
full
5
2,7
Markets served (including geographic breakdown, sectors served, and types of
customers/beneficiaries).
full
5
2,8
Scale of the reporting organisation.
full
5, 8-9
2,9
Significant changes during the reporting period regarding size, structure,
or ownership
full
5
2,10
Awards received in the reporting period.
full
9
Report Parameters
Report profile
3,1
Reporting period.
full
14
3,2
Date of most recent previous report.
full
14
3,3
Reporting cycle.
full
14
3,4
Contact point for questions regarding the report or its contents.
full
14
Report scope and boundry
3,5
Process for defining report content.
full
13, 14
3,6
Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint
ventures, suppliers).
full
14
3,7
State any specific limitations on the scope or boundary of the report.
full
14
3,8
Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to
period and/or between organisations.
full
14
3,9
Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the
Indicators and other information in the report.
full
14
3,10
Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such a re-statement (e.g., mergers/acquisitions, change
of base years/periods, nature of business, measurement methods).
full
14
3,11
Significant changes from previous reporting periods in the scope, boundary, or
measurement methods applied in the report.
full
14
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GRI content index
3,12
Table identifying the location of the Standard Disclosures in the report.
full
82-85
Assurance
3,13
Policy and current practice with regard to seeking external assurance for the
report. If not included in the assurance report accompanying the sustainability
report, explain the scope and basis of any external assurance provided.
N/A
Governance, Commitments, and Engagement
Governance
4,1
Governance structure of the organisation, including committees under the highest
governance body responsible for specific tasks, such as setting the strategy or
organisational oversight.
full
16
4,2
Indicate whether the Chair of the highest governance body is also an executive offi- full
cer (and, if so, their function within the organisation’s management and the reasons
for this arrangement).
16
4,3
For organisations that have a unitary board structure, state the number and gender full
of members of the highest governance body that are independent and/or non-executive members.
17
4,4
Mechanisms for shareholders and employees to provide recommendations or
direction to the highest governance body.
full
36
4,5
Linkage between compensation for members of the highest governance body,
senior managers, and executives (including departure arrangements), and the
organisation’s performance (including social and environmental performance).
full
16
4,6
Processes in place for the highest governance body to ensure that conflicts of
interest are avoided.
full
16
4,7
Process for determining the composition, qualifications, and expertise of the members of the highest governance body and its committees,including any consideration of gender and other indicators of diversity.
full
16
4,8
Internally developed statements of mission or values, codes of conduct, and principles relevant to the economic, environmental, and social performance and the
status of their implementation.
full
10
4,9
Procedures of the highest governance body for overseeing the organisation’s identification and management of economic, environmental, and social performance,
including relevant risks and opportunities, and adherence or compliance with
internationally agreed standards, codes of conduct, and principles.
full
13,16
4,10
Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmental, and social performance.
full
13,16
Commitments to external initiatives
4,11
Explanation of whether and how the precautionary approach or principle is addressed by the organisation.
full
36
4,12
Externally developed economic, environmental, and social charters, principles, or
other initiatives to which the organisation subscribes to or endorses.
full
36, 59
4,13
Memberships in associations (such as industry associations) and/or national/international advocacy organisations.
full
43
Stakeholder engagement
4,14
List of stakeholder groups engaged by the organisation.
full
42-43
4,15
Basis for identification and selection of stakeholders with whom to engage.
full
40-41
4,16
Approaches to stakeholder engagement, including the frequency of engagement
by the type and by the stakeholder group.
full
42-43
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4,17
Key topics and concerns that have been raised through the stakeholder engagement, and how the organisation has responded to those key topics and concerns,
including through its reporting.
full
13, 31
MANAGEMENT APPROACH
EC
Management approach - ECONOMIC
5,8,
61-62
EN
Management approach - ENVIRONMENTAL
70-71,
73-75,
77,78,80
LA
Management approach - SOCIAL: LABOUR PRACTICES AND DECENT WORK
PERFORMANCE
47-48, 49,
54, 57
HR
Management approach - SOCIAL: HUMAN RIGHTS PERFORMANCE
36-37;
44-45
SO
Management approach - SOCIAL: SOCIETY PERFORMANCE
27, 36-37,
61-62
PR
Management approach - SOCIAL: PRODUCT RESPONSIBILITY PERFORMANCE
21-22
ECONOMIC PERFORMANCE
EC1
Direct economic value generated and distributed, including revenues, operating
costs, employee compensation, donations and other community investments,
retained earnings, and payments to capital providers and governments.
full
8
EC 8
Development and impact of infrastructure investments and services provided
primarily for public benefit through commercial, inkind, or pro bono engagement.
full
61, 62, 67
ENVIRONMENTAL INDICATORS
EN1
Materials used by weight or volume.
partial
76
EN4
Indirect energy consumption the by primary source.
full
73
EN6
Initiatives to provide energy-efficient or renewable energy based products and
services, and reductions in energy requirements as a result of these initiatives.
full
80-81
EN7
Initiatives to reduce indirect energy consumption and reductions achieved.
full
73
EN8
Total water withdrawal by source.
full
74
EN18
Initiatives to reduce greenhouse gas emissions and reductions achieved
full
70, 73, 77
EN22
Total weight of waste by type and disposal method.
partial
78
EN28
Monetary value of significant fines and the total number of non-monetary sanctions for noncompliance with the environmental laws and regulations.
full
70
LABOR PRACTICES AND DECENT WORK
LA1
Total workforce by employment type, employment contract, and region, broken
down by gender.
full
48
LA4
Percentage of employees covered by collective bargaining agreements.
full
54
LA5
Minimum notice period(s) regarding operational changes, including whether it is
specified in the collective agreements.
full
54
LA10
Average hours of training per year per employee by gender, and by employee
category
full
51
LA12
Percentage of employees receiving regular performance and career development
reviews, by gender.
full
49
LA13
Composition of governance bodies and the breakdown of employees per employee
category according to gender, age group, minority group membership, and other
indicators of diversity.
full
17
full
45
HUMAN RIGHTS: INVESTMENT AND PROCUREMENT PRACTICES
HR2
Percentage of significant suppliers, contractors and other business partners that
have undergone human rights screening, and actions taken.
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HR3
Total hours of employee training on policies and procedures concerning aspects of
human rights that are relevant to operations, including the percentage of employees trained.
full
38
HR4
Total number of incidents of discrimination and corrective actions taken.
full
37
HR6
Operations and significant suppliers identified as having significant risk for incidents of child labour, and measures taken to contribute to the effective abolition of
child labor.
full
37, 45
HR7
Operations and significant suppliers identified as having significant risk for incidents of forced or compulsory labour, and measures to contribute to the elimination of all forms of forced or compulsory labour.
full
37, 45
SOCIAL INDICATORS: INDICATORS OF IMPACT ON SOCIETY
SO2
Percentage and total number of business units analysed for risks related to corruption.
full
37
SO3
Percentage of employees trained in the organisation’s anti-corruption policies and
procedures.
full
38
SO4
Actions taken in response to incidents of corruption.
full
37
SO7
Total number of legal actions for anticompetitive behavior, anti-trust, and monopoly practices and their outcomes.
full
37
SO8
Monetary value of significant fines and the total number of non-monetary sanctions for noncompliance with the laws and regulations.
full
22
FS14
Initiatives aimed at increasing the availability of services for people at risk of
exclusion.
full
27
SOCIAL INDICATORS: INDICATORS OF PRODUCT LIABILITY
PR1
Life cycle stages in which health and safety impacts of products and services are
assessed for improvement, and the percentage of significant products and services
categories subject to such procedures.
full
21
PR3
Type of product and service information required by procedures, and the percentage of significant products and services subject to such information requirements.
full
21-22
PR4
Total number of incidents of non-compliance with regulations and voluntary codes
concerning product and service information and labeling, by type of outcomes.
full
22
PR5
Practices related to customer satisfaction, including results of surveys measuring
customer satisfaction.
full
29
FS16
Initiatives to increase the awareness of financial issues by the type of beneficiary.
full
26, 64
PR6
Programs for adherence to laws, standards, and voluntary codes related to marketing communications, including advertising, promotion, and sponsorship.
full
21-22, 36
PR7
Total number of incidents of noncompliance with regulations and voluntary codes
concerning marketing communications, including advertising, promotion, and
sponsorship by type of outcomes.
full
22
PR9
Monetary value of significant fines for noncompliance with laws and regulations
concerning the provision and use of products and services.
full
22
FS15
Policy development and the sale of financial products and services on the principles full
of fair play.
82
21-22
table of
contents
83
table of
contents
table of
contents

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Transcription

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