Upload
tbli-conference
View
207
Download
1
Tags:
Embed Size (px)
DESCRIPTION
Madeleine Jacobs, SVP - Head of Group Sust. Development - ABN Amro - Netherlands
Citation preview
ABN AMRO’s Journey Towards Sustainable Development
Madeleine Jacobs, Head of Group
Sustainable Development
TBLI, Frankfurt
November 4, 2005
2
ABN AMRO in brief
Dutch origin, dating back to 1824
Network bank, present in 58 countries
EUR 608 bln in assets, ranking 20th and 11th world-wide and in Europe
Serving wholesale, commercial, consumer, privateand asset management clients
3 large home markets Netherlands, NA and Brazil
3
My money
The mine
Provide my money onlyto clean and fair projects
Wake Up Call
The bank
The pollution
FoE’s Campaign againstAA’s involvement in Freeport
4
Value Creation
LossAvoidance
ValueDestruction
Freeport
APP
Dialog with FOE
Forestry dialog
Mining policyO&G policy
Equator Principles
SD business strategy
Sustainability learning curve
Wake up call
Proactive Dialogue Policies
Business Case
Level playing field
5
The ABN AMRO SD ambition:
“ AA is committed to continuously improve the integration of SD into its working environment and business processes. This will be reinforced through strategic resource allocation and performance management processes”.
Managing Board, December 2003
6
Supporting the Business Strategy
Business Strategy
Emerging Opportunities
Investor Appeal
Asset Protection/Risk
Management
Cost EfficiencyEmployee
Engagement
Brand Attractiveness and Reputation
Client Intimacy / Revenue Growth
7
5 SD Focal area:
1 Being accountable and transparent2 Responsible financial services a. Lending & Investment practices b. Products and Services3 Being a great place to work4 Supporting local communities5 Minimising impact from business operations
8
Putting SD in practice:
Proactive Issue Management Stakeholder dialogue and policy development Transparency and Dilemma reconciliation Engage clients, add value in sustainable advisory Governance: SD driven from Risk Management Drive to set new standards (Equator) Partnerships with clients, NGOs, academic world, government
9
Putting SD in practice: Embed in processes and products
1. Processes: existing procedures, tools, filters, systems
2. Products: microfinance, new SRI funds, carbon strategy Making a tangible contribution to society:
Community investment & volunteering New Foundation focused on Sustainable Livelihoods Good internal housekeeping: energy, paper etc pilots
Touching the hearts & minds of our employees
10
Focus on doing a few things very well Gently pushing the envelope, out of people’s comfort zone Engaging 105.000 staff in a diverse/decentralised organisation Leap of faith: making the business case tangible Capitalising on SD progress in terms of branding, client loyalty Balancing SD progress and effective communication
Challenges that we face
11
How does this impact the Bank?
Integrity as our key compass Better antenna for developments in society Receptivity for dilemmas, room for doubt Transparency on deliberations Aligning personal & business values Mindset for innovation, new opportunities
A more society oriented Bank
12
“It is not the strongest or most intelligent that survive, but the ones that are most responsive to change”
Charles Darwin