Percepciones de los costarricenses sobre la población afrodescendiente
1.3 Racismo y discriminación racial
During 2010 Intesa Sanpaolo was committed to a project involving all departments with the aim of building a simpler, more innovative Bank to seize upon the challenges of the new business plan, also given the scenario of a persistent economic crisis. In this context the Bank is developing an integrated corporate welfare scheme offering solutions – from the more traditional to the more innovative – in response to specific areas of need and interest. Institutions, services, initiatives and planning are made available to increase the level of wellbeing and improve the quality of life of employees and their families.
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Social and environmental responsibility
The commitment to social and environmental responsibility originates from the conviction that these issues must be strictly linked to the logics governing typical business activities: staff optimisation, the quality of the product mix and customer services, the creation of economic and social value for the Bank and the communities in which it operates. In 2010 the CSR Unit worked hard to ensure that this principle became even more solid, enhancing its social responsibility management model and adopting sustainability policies and progress monitoring tools. There was a particular focus on the quality of relations with stakeholders and the efficiency of company organisational processes to guarantee implementation continuity of the Code of Ethics. The results of these monitoring activities, for which the Bank opted to make use of specialised consulting firms with a view to guaranteeing an impartial observatory, were processed through two "information dashboards" developed by applying internationally-recognised methodologies (Institute of Social and Ethical Accountability and Vigeo). During 2010 these tools became fully operative as part of management activities, providing the Bank’s management with an overall picture of the level of interaction between CSR policies and decision-making policies, and offering a more systematic definition of areas for improvement.
In terms of the new policies adopted, the activities of the working party for the application of Equator Principles in organisational processes relating to project finance reached their conclusion. In July 2010 the Service Order was issued in which these World Bank principles for social and environmental risk assessment in lending decisions became an inescapable project evaluation criterion.
The Bank’s support activities for the international network were also further extended to guarantee correct application of the policy governing loans and transactions to businesses operating in the arms sector. To remedy situations were operations differed from regulatory standards, in June 2010 the Rules on Arms Sector Operations were issued for the International Subsidiary Banks, defining the management, reporting and control methods for operations in this sector. A contact was identified in each bank to monitor application of the policy and to provide quarterly reports containing all information on operations conducted in line with the policy's principles.
The CSR Unit organised three meetings with the Contacts with the aim of discussing the progress achieved and obtaining feedback on initiatives adopted in the various areas of the Group: the first targeting the Group’s International Subsidiary Banks and the others with the Italian central departments, business units and banks.
Discussions with the international Contacts dwelt upon certain key topics such as Arms Policy and environmental impact management. The new management model for reporting non-compliance with the Code of Ethics was also presented, which on initial receipt is now assessed directly by the local CSR Contacts. For the Italian Contacts two meetings of an informative nature were organised: the first was held in June to present the Social Report, and the second in November provided a status overview of CSR activities. This second meeting also included a training initiative designed ad hoc: the ‘Valore ai pensieri' Thinkshop. This experience was inspired by philosophical dialogue to create a space in which everyone could become players through listening and thinking beyond day-to-day habits and places.
As confirmation of the quality of its action taken in this field, in 2010 Intesa Sanpaolo received numerous awards. The annual "Recent Graduate Survey" survey by Cesop Communication - Italian leader in the business communications services sector for the recruitment of graduates and young professionals - for the third year running recognised the Intesa Sanpaolo Group as the most coveted workplace for Italian graduates. A wide range of environment-related recognitions was also received. According to the classification published by Newsweek, Intesa Sanpaolo is the number 1 "green" group in Italy and 13th
in the worldwide classification of the top 100 groups most committed to issues on safeguarding the global environment. The integrated management of environmental impact in the Bank’s branches and buildings once again earned the top special award for direct impact from the Green Globe Banking Awards. During the 10th
Italian Energy Summit, the Bank achieved the Il Sole 24 Ore Energy 2020 award. Lastly, the implementation of environment management policies and the development of innovative projects earned the Bank a special mention at both the Ecopolis international event on the urban environment and sustainability, promoted by the Rome Chamber of Commerce and Fiere di Roma, and as part of the 2010 sustainable projects and green public procurement award launched by Consip and the Italian Ministry of Economy and Finance.
Relations with stakeholders
EmployeesDuring 2010 Intesa Sanpaolo was committed to a project involving all departments with the aim of building a simpler, more innovative Bank to seize upon the challenges of the new business plan, also given the scenario of a persistent economic crisis. In this context the Bank is developing an integrated corporate welfare scheme offering solutions – from the more traditional to the more innovative – in response to specific areas of need and interest. Institutions, services, initiatives and planning are made available to increase the level of wellbeing and improve the quality of life of employees and their families.
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Staff breakdown by type of contract (%) Italy Abroad Total
Permanent contracts 95.84 93.11 95.01
Restart contracts - permanent 0.15 - 0.10
Non-permanent contracts 0.59 6.66 2.44
Apprenticeship contracts 2.56 0.20 1.84
New starter contracts - apprenticeship 0.53 - 0.37
New personnel contracts 0.33 0.03 0.24
Temporary workers (in Italy: Supply contracts and Project workers) -
(number) 143 140 283
Regarding employment, in 2010 the Group recruited 5,462 staff (2,436 in Italy and 3,026 abroad). The investment in the future through the introduction of young resources continued in line with corporate investment and cost-efficiency objectives.
The number of women increased overall to reach 49% in Italy (+0.4% on 2009) and 63.9% abroad (+0.2% on 2009), these figures also mirroring the prevalence of female recruits (60% of total recruitments).
Turnover rate Italy 0.91% Men 0.12% Women 1.74% Abroad -4.81% Men -5.08% Women -4.65%
The staff turnover in Italy, 0.91% (-2.9% in 2009), recorded an improvement given that the number of new entries was over 600 more than the number of staff leaving.
Among the international subsidiaries, staff turnover was -4.8% (-9.8% in 2009), a decrease mainly attributable to certain Eastern European countries that suffered more than others from the economic crisis and were subject to a reorganisation which, amongst other things, involved the downsizing of a number of branches considered non-strategic.
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Despite the difficult economic situation, Intesa Sanpaolo was strongly committed to creating new job opportunities: following the agreement signed with the Trade Unions on 2 February, in Italy 480 resources were recruited in geographic areas with a high unemployment rate.
In addition the Group agreed – by 31 March 2011 – to arrange:
400 new recruitments, also to meet residual needs deriving from the 8 July 2008 agreement,
additional staff to replace personnel accepting staff leaving incentives, having already matured the right to a seniority or state pension.
As a result of these commitments, as at the end of 2010 Intesa Sanpaolo had recruited over 500 resources, creating steady jobs in many operating structures spread throughout Italy and launched a real generational turnover policy.
Recruitments during the year (by type of contract) Italy Abroad Total
Permanent contracts 987 1,449 2,436
of which restart contracts 104 0 104
Non-permanent contracts 550 1,509 2,059
Apprenticeship contracts 744 57 801
of which new starter contracts 376 0 376
New personnel contracts 155 11 166
With a view to enhancing business talent, in 2010 Intesa Sanpaolo set up new development initiatives and action, guaranteeing equal access rights in line with the logic and principles of the Gemma Project. Then in the second half of 2010 the new staff appraisal system was introduced - Performer - with the aim of greater recognition of cases of merit, designed according to three guiding principles: simplicity, equal assessment and individual responsibility. In line with company developments and changes, and in addition to reducing the number of steps in the process, the new system measures service excellence and places stronger emphasis on the organisational conduct of each employee. A fairer assessment for each level of seniority, particularly those associated with less complex activities, will ensure that staff talent will be spotted more easily from the point of view of promoting diversity. This will make it simpler to recognise the contribution of younger and part-time staff (most of which are women). The talent management platform was also set up with the aim of measuring skills, increasing business know-how, capacity and experience in the main business communities, identified according to age and seniority level, to assess merit with particular regard to age diversity and experience. The first community was launched in 2010 (“Emerging”) with a self-candidacy process allowing candidates' unopposed application at their own initiative. The mix within the community proves consistent with the gender distribution for that age group, in which female participation is predominant.
Training – following guidelines that privilege exchange, listening and care of the participants – has focused on initiatives aiming to enhance discussion, gathering ideas from everyone in the Group and improving dialogue between colleagues. Use of the “Aula+” learning protocol was consolidated, involving the integrated use of all available channels and technologies (classroom, e-learning, web TV, social network). Research continued into new learning formats that best satisfy the needs of colleagues and maximise training efficiency. The training offered also focused strongly on topics oriented towards the company’s female staff, with the aim of enhancing the spread of values such as inclusion, managerial and behavioural awareness, well-being and emotional stability. The structure of certain courses in the catalogue was adjusted to facilitate attendance by part-time personnel.
Training Italy Abroad
Training days during the year (classroom + distance learning) (*) 796,559 154,127
Training days per employee 11.4 5.0
(*) the figure excludes the use of Web TV
The combined industrial relations model, which – with over 500 agreements signed since 2007 – characterises Intesa Sanpaolo’s relations with Trade Unions, has led to new and important understandings. After the employment support agreement of 2 February 2010, the 2 October 2010 agreement sanctioned the setup of the private Integrated Support Fund in Italy, among the European leaders in terms of the number of members and guaranteed health insurance, with over 200,000 beneficiaries including established employees, family members and pensioners from all of the Intesa Sanpaolo Group. From January 2011 the new Health Fund guarantees services integrated with the National Health Service in terms of hospital and specialist treatment, based on the key principles of corporate welfare, i.e. solidarity, mutual aid and sustainability, and sanctioning a tight bond between generations.
As in previous years, 2010 was marked by a strong commitment to promoting health and safety-related issues.
Among the many activities initiated, an in-depth analysis was conducted on the health of personnel under observation, based on over 4,000 medical examinations completed and also forming the basis for preparation of health care and health promotion programmes.
The corporate Risk Assessment Document was also reviewed with a view to simplification and adaptation to new elements introduced by the Consolidated Law, particularly with regard to specific risks such as "work-related stress".
With regard to activity monitoring, the workplace survey continued and, in particular, over 1,300 site visits to branches and central offices and more than 150 environment-monitoring tests (radon, asbestos, air quality) were completed in order to assess risks to health and safety and to identify measures for their reduction/elimination.
Lastly, post-robbery support activity continued by qualified doctors with support from the University of Milan and involving over 100 branches. Alsoplanned and available to employees is a wide series of support actions (psychological, personal interviews on request, interview follow-up, post-robbery medical examinations on request).
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BREAKDOWN OF STAFF BY GENDER (%) ITALY Men 49% 51% 36% 64% Women ABROAD
AVERAGE AGE OF STAFF BY POSITIONS HELD
Average age of staff group 41.6 ITALY
AVERAGE AGE OF STAFF 43.4
37.6
SENIOR MANAGERS 50.1
43.3
MIDDLE AND JUNIOR MANAGERS 46.9
43.2
CLERICAL STAFF 40.9
35.9 ABROAD
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Staff breakdown by type of contract (%) Italy Abroad Total
Permanent contracts 95.84 93.11 95.01
Restart contracts - permanent 0.15 - 0.10
Non-permanent contracts 0.59 6.66 2.44
Apprenticeship contracts 2.56 0.20 1.84
New starter contracts - apprenticeship 0.53 - 0.37
New personnel contracts 0.33 0.03 0.24
Temporary workers (in Italy: Supply contracts and Project workers) -
(number) 143 140 283
Regarding employment, in 2010 the Group recruited 5,462 staff (2,436 in Italy and 3,026 abroad). The investment in the future through the introduction of young resources continued in line with corporate investment and cost-efficiency objectives.
The number of women increased overall to reach 49% in Italy (+0.4% on 2009) and 63.9% abroad (+0.2% on 2009), these figures also mirroring the prevalence of female recruits (60% of total recruitments).
Turnover rate Italy 0.91% Men 0.12% Women 1.74% Abroad -4.81% Men -5.08% Women -4.65%
The staff turnover in Italy, 0.91% (-2.9% in 2009), recorded an improvement given that the number of new entries was over 600 more than the number of staff leaving.
Among the international subsidiaries, staff turnover was -4.8% (-9.8% in 2009), a decrease mainly attributable to certain Eastern European countries that suffered more than others from the economic crisis and were subject to a reorganisation which, amongst other things, involved the downsizing of a number of branches considered non-strategic.
109
109
Despite the difficult economic situation, Intesa Sanpaolo was strongly committed to creating new job opportunities: following the agreement signed with the Trade Unions on 2 February, in Italy 480 resources were recruited in geographic areas with a high unemployment rate.
In addition the Group agreed – by 31 March 2011 – to arrange:
400 new recruitments, also to meet residual needs deriving from the 8 July 2008 agreement,
additional staff to replace personnel accepting staff leaving incentives, having already matured the right to a seniority or state pension.
As a result of these commitments, as at the end of 2010 Intesa Sanpaolo had recruited over 500 resources, creating steady jobs in many operating structures spread throughout Italy and launched a real generational turnover policy.
Recruitments during the year (by type of contract) Italy Abroad Total
Permanent contracts 987 1,449 2,436
of which restart contracts 104 0 104
Non-permanent contracts 550 1,509 2,059
Apprenticeship contracts 744 57 801
of which new starter contracts 376 0 376
New personnel contracts 155 11 166
With a view to enhancing business talent, in 2010 Intesa Sanpaolo set up new development initiatives and action, guaranteeing equal access rights in line with the logic and principles of the Gemma Project. Then in the second half of 2010 the new staff appraisal system was introduced - Performer - with the aim of greater recognition of cases of merit, designed according to three guiding principles: simplicity, equal assessment and individual responsibility. In line with company developments and changes, and in addition to reducing the number of steps in the process, the new system measures service excellence and places stronger emphasis on the organisational conduct of each employee. A fairer assessment for each level of seniority, particularly those associated with less complex activities, will ensure that staff talent will be spotted more easily from the point of view of promoting diversity. This will make it simpler to recognise the contribution of younger and part-time staff (most of which are women). The talent management platform was also set up with the aim of measuring skills, increasing business know-how, capacity and experience in the main business communities, identified according to age and seniority level, to assess merit with particular regard to age diversity and experience. The first community was launched in 2010 (“Emerging”) with a self-candidacy process allowing candidates' unopposed application at their own initiative. The mix within the community proves consistent with the gender distribution for that age group, in which female participation is predominant.
Training – following guidelines that privilege exchange, listening and care of the participants – has focused on initiatives aiming to enhance discussion, gathering ideas from everyone in the Group and improving dialogue between colleagues. Use of the “Aula+” learning protocol was consolidated, involving the integrated use of all available channels and technologies (classroom, e-learning, web TV, social network). Research continued into new learning formats that best satisfy the needs of colleagues and maximise training efficiency. The training offered also focused strongly on topics oriented towards the company’s female staff, with the aim of enhancing the spread of values such as inclusion, managerial and behavioural awareness, well-being and emotional stability. The structure of certain courses in the catalogue was adjusted to facilitate attendance by part-time personnel.
Training Italy Abroad
Training days during the year (classroom + distance learning) (*) 796,559 154,127
Training days per employee 11.4 5.0
(*) the figure excludes the use of Web TV
The combined industrial relations model, which – with over 500 agreements signed since 2007 – characterises Intesa Sanpaolo’s relations with Trade Unions, has led to new and important understandings. After the employment support agreement of 2 February 2010, the 2 October 2010 agreement sanctioned the setup of the private Integrated Support Fund in Italy, among the European leaders in terms of the number of members and guaranteed health insurance, with over 200,000 beneficiaries including established employees, family members and pensioners from all of the Intesa Sanpaolo Group. From January 2011 the new Health Fund guarantees services integrated with the National Health Service in terms of hospital and specialist treatment, based on the key principles of corporate welfare, i.e. solidarity, mutual aid and sustainability, and sanctioning a tight bond between generations.
As in previous years, 2010 was marked by a strong commitment to promoting health and safety-related issues.
Among the many activities initiated, an in-depth analysis was conducted on the health of personnel under observation, based on over 4,000 medical examinations completed and also forming the basis for preparation of health care and health promotion programmes.
The corporate Risk Assessment Document was also reviewed with a view to simplification and adaptation to new elements introduced by the Consolidated Law, particularly with regard to specific risks such as "work-related stress".
With regard to activity monitoring, the workplace survey continued and, in particular, over 1,300 site visits to branches and central offices and more than 150 environment-monitoring tests (radon, asbestos, air quality) were completed in order to assess risks to health and safety and to identify measures for their reduction/elimination.
Lastly, post-robbery support activity continued by qualified doctors with support from the University of Milan and involving over 100 branches. Alsoplanned and available to employees is a wide series of support actions (psychological, personal interviews on request, interview follow-up, post-robbery medical examinations on request).
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110
Total accidents throughout the year Italy Abroad Total
Total accidents throughout the year 980 222 1,202
Accidents inside the company in the year 326 43 369 Accidents outside the company in the year 654 179 833
Percentage of accidents out of the total number of employees 1.4 0.7 1.2
The accidents index based on the number of personnel is 1.2% and in line with values for the last three years. In 2010 there were no reports of deaths or serious accidents in the workplace for which corporate liability was confirmed, and lastly there were no sanctions of a significant amount for the infringement of labour law or social security regulations.
With regard to internal communications, action continued to encourage cohesion and increased sharing of strategic objectives and corporate information. As part of the structured in-house listening initiatives, in 2010 two climate analyses were conducted in Italy