2012 DNB Corporate Social Responsibility
2012 DNB Corporate Social Responsibility
1 The purpose of this report
This 2012 DNB CSR document and Chapter 5 of the 2012 DNB Annual Report
together form the 2012 CSR Annual Report. The purpose of this annual report is
to inform the stakeholders of De Nederlandsche Bank (DNB) of its social role
and, in doing so, account for the economic, social and ecological impact of its
activities. The stakeholder dialogue, which is carried out periodically, identifies
the material topics which are covered in this report. The report’s contents should
be viewed as work in progress, a basis from which to exchange views with
stakeholders and to test whether information needs are met. DNB uses the
outcome of this dialogue to supplement, tighten or adjust its CSR policy.
DNB’s key figures
Average number of employees (FTEs)
Capital and reserves
2011
1625
1589
EUR 7,8 billion
EUR 7,7 billion
Total operating expenses
EUR 311 million
EUR 305 million
Carbon footprint per FTE
3,3 tonnes
4,3 tonnes
% women of total workforce
37,4%
36,9%
Sickness absence
2,88%
2,59%
EUR 5,37 billion
EUR 5,55 billion
- EUR 3303
- EUR 3492
7,6
7,5
Spent on training
- Per fte
Overall employee satisfaction (survey score)
2012
2 Our stakeholders
DNB keeps CSR relevant and dynamic by exchanging views with its stakeholders.
DNB considers its stakeholders to be people and bodies who either work with
DNB or who attach importance to the work, role and influence of DNB as a public
institution with social tasks. Accordingly, DNB considers its stakeholders to be
supervised institutions, the Dutch public, which includes depositors, insurance
policy holders and pension scheme members, DNB employees and the education
and science sectors. Other important stakeholders are organisations and bodies
with which DNB has a direct (organisational) relationship, such as the European
Central Bank (ECB), the Bank Council (the Governing Board’s sounding board,
representing the government, financial sector, social partners and independent
experts), the Dutch government (as 100% shareholder) and the Supervisory Board.
The table below gives a schematic representation of the structural forms of DNB’s
stakeholder dialogue, the outcomes of this dialogue and the measures DNB takes
as a result. In addition, two dilemmas are explained (see boxes).
1 CSR DNB 2012
2012 DNB Corporate Social Responsibility
Stakeholders
Form of dialogue
Outcomes, issues
Follow up DNB
Employees
Satisfaction survey (annual)
General satisfaction above
Working group started for
benchmark; efficiency could be
further research and
even better
improvement proposals
Reputation measurement
Improving score (4th quarter
To continue putting our
under financial citizens (1 x per
2012: 66.3); DNB front runner
strategy/ambitions into practice
quarter)
among financial institutions
and be transparent in this
Public
such as MinFin, AFM and ECB,
but still room for improvement
Providers and users of
National Forum on the Payment
Future of telephone banking
Mediate as Chair of MOB so
payments systems
System (MOB)
with arrival of SEPA
that payment systems remain
(2 x per year)
accessible for people with
visual impairment;
banks have already committed
to this
Industry associations of
Executive consultation with
Announcement and explanation
Interpretation and application
supervised institutions
individual industry associations
of new regulations;
of regulations;
(3-4 x per year);
Acceptable supervision costs
Effective and efficient format
Panel meetings on budget and
of supervisory approach
accountability (2 x per year)
Dilemma 1: Proper supervision versus its cost
A significant dilemma in supervision is the trade-off between effort and cost.
On the one hand, there is the question ‘How much supervision is necessary?’
to achieve the objectives of DNB as a supervisory authority and to monitor
financial stability. After all, the public and the government demand sufficient
and good – i.e. effective and efficient – supervision. On the other hand, there
is the pressure to keep the costs of monitoring – which are primarily borne by
the supervised institutions – as low as possible; supervision should not cost
too much. During the panel meetings, in which the industry associations of
supervised institutions are represented, DNB consults with interested parties
on the budget and justification of supervisory costs.
2 CSR DNB 2012
2012 DNB Corporate Social Responsibility
Dilemma 2: Accessibility versus European standardisation and efficiency
On the one hand, DNB attempts to ensure the accessibility of payment systems
for all, including vulnerable groups. On the other hand, DNB supports the
pursuit of a common payments market (SEPA). That makes maintaining
telephone banking - a channel particularly suitable for people with a visual
impairment - difficult. Entering the account number is more awkward due to
the letters in the International Bank Account Number (IBAN), and telephone
authorisation does not conform to SEPA standards. In addition, the need for
this channel is generally declining due to the popularity of Internet banking and
mobile banking. A balancing of interests was achieved in consultation with
interested parties through the National Forum on the Payment System, of
which DNB is chair, and banks are committed to enabling the independent
organisation of fund transfers for this select group of customers, by phone or by
an appropriate alternative method, even after the introduction of SEPA.
Materiality analysis
The material topics reported in this chapter are those identified during periodic
stakeholder dialogues. In order to gauge the importance that DNB stakeholders
attach to these topics, a number of questions were submitted at the end of 2011/
beginning of 2012 to representatives of umbrella associations in the financial
sectors supervised by DNB. These same questions were also submitted to
members of DNB’s Governing Board (see also the 2011 Annual Report).
The materiality analysis (see Diagram 1) reflects the outcome of this dialogue.
This was fine-tuned recently after consulting a number of key internal
individuals. In addition, a media analysis was done for the reporting year to see
how much attention the media gave these different topics. On this basis, the
materiality analysis has remained essentially unchanged since last year.
Diagram 1 - Importance for DNB and perception of stakeholders
High
DNB Culture.
Importance experienced by stakeholders
Medium
Effectiveness
and efficiency
of DNB.
Integrity and
compliance.
Confidence in
management.
FEC.
Restore trust in and
reputation of financial sector.
Supervision of institutions’
governance, business
models, behaviour and
Cybercrime.
culture, remuneration policy.
Satisfaction survey.
Communication on
important topics.
Pensions
Employee health, staff
(long-term sustainability).
development and employability.
Sovereign debt crisis.
Financial education.
The New World of Work.
Collective Labour Agreement for DNB staff.
Technical assistance.
Sustainable
procurement.
Energy consumption,
carbon footprint.
Efficient, environmentally friendly
and accessible payments system.
Socially Responsible Investments
(SRI).
Mobility/lease policy
Use of materials.
Low
Volunteer work.
Sponsorship.
Diversity.
Low
Medium
Importance to DNB
3 CSR DNB 2012
High
2012 DNB Corporate Social Responsibility
3 Our approach
Mission and strategy
At the start of 2012, DNB’s Governing Board formulated a renewed mission
(see box), making sustainability an important focal point. Sustainability in this
context means durable and stable in the long term. (Restoring) confidence in
the financial sector, in the euro and in DNB as a central bank and supervisory
authority has the highest priority. DNB’s social relevance is reflected in the way
it carries out its key duties, for which is has a statutory mandate.
DNB aims to carry out these duties as effectively and efficiently as possible,
and integrate and embed where possible sustainability in the performance of its
business processes and duties. In doing so, DNB will use all available resources
as responsibly as possible, paying due regard to transparency and accessibility
(see the 2012 DNB Annual Report, Section 4.5).
Mission
DNB seeks to safeguard financial stability and thus contributes to sustainable
prosperity in the Netherlands. To this end, DNB operates as an independent
central bank and supervisor to ensure:
- price stability and balanced macroeconomic development in Europe,
together with the other central banks of the Eurosystem;
- a shock-resilient financial system and a secure, reliable and efficient
payment system;
- strong and sound financial institutions that meet their obligations.
By issuing independent economic advice, DNB strengthens policies aimed at its
primary targets.
These objectives form the basis of a new strategy (see the 2012 DNB Annual
Report, section 4.2.6). The framework for this strategy is illustrated in Diagram
2, showing the process of value creation by DNB.
CSR policy
DNB used the output of the stakeholder dialogue (see Section 2) as input for
any further tightening of its policy and determining its priorities. DNB’s CSR
policy consists of five themed areas: CSR in key duties, environment and
sustainable procurement, social policy and social commitment.
Each of these themed areas includes a number of topics or spearheads, for
which annual and medium-term objectives are formulated. The extent to which
these objectives have been achieved is reported annually. Annex 1 provides a
summary overview.
Management approach
DNB’s CSR policy and report are adopted annually by the Governing Board.
The policy enjoys broad commitment across the organisation and is supported
by experts in specific areas. These specific areas are incorporated into regular
business processes and decision making is embedded in the line. The CSR
4 CSR DNB 2012
2012DNBCorporateSocialResponsibility
Diagram 2 - Framework for determining strategy
Impact
topicality
Mission
Why do we exist?
Statutory mandate
Social impact
Ambitions
What kind of organisation do we want to be?
“Passionate concern”
Strategy
How are we going to achieve our ambitions?
Strategic choices
Contribution of
DNB organisation
Resources
What are going to use to achieve our ambitions?
Organisation, processes, methods, instruments
coordinator,inconsultationwiththeCSRsteeringgroup,providessupportand
guidanceintermsofcontentandprocess.
Theannualplanningandcontrolcycleenablestheprogressofeconomic,
ecologicalandsocialactivitiestobemonitored.Thereportontheprogressand
managementapproachregardingtheseactivitiescanbefoundintherelevant
chaptersofthe2012DNBAnnualReport
4 About this report
ThematerialtopicsreportedinthisSectionarethoseidentifiedinthe
stakeholderdialogue(seematerialityanalysisinSection2).Thisdialoguereveals
thatCSRtopicsrelatedtokeydutiesareseenasmostmaterial.Therefore,itis
logicaltoreporttheseinChapter4(Accountability)oftheAnnual
Report,whichcoversDNB’skeyduties.Thisreflectsourreportingpolicy:
wehavetakenanothersteptowardsintegratedreportingwithour2012Annual
Report.The2010CSRreportwaspublishedasaseparatereport,andthe2011
CSRreportwasincludedinthe2011AnnualReportasaseparatechapter.
The2012CSRreporthasbeenincorporatedintothe2012AnnualReportby
includingCSRtopicsrelatingtokeydutiesinSection4,whichcoversDNB’s
keyduties.
Asinthepreviousyear,thereportonenvironmentalpolicy,socialpolicy,
sustainableprocurementandsocialcommitmentcanbefoundinSection5.
NotestotheapproachofourCSRpolicyandreportcanbefoundinthisCSR
report.Annex1providesasummaryoverviewofthereportedtopics,including
objectivesandresults,andreferencestosectionsintheAnnualReport,which
providefurtherinformationonthesetopics.Annex2providestheGRI(Global
ReportingInitiative)Table,whichincludesreferencestosectionsinthis
documentandintheAnnualReport,whichreportontherelevanttopics.
5
CSR DNB 2012
2012 DNB Corporate Social Responsibility
Scope and data
The information presented in the CSR report relates to the reporting year 2012
(1 January to 31 December), with the exception of the environmental data.
The reporting period for DNB’s carbon footprint runs from the fourth quarter
of 2011 to the third quarter of 2012 inclusive, owing to the availability of data for
this period in association with the publication date of the 2012 DNB Annual
Report.
The quantitative data of personnel details and financial results for 2012 that are
included in DNB’s 2012 Annual Report have been collected using our financial
data management system and personnel data management system.
The reliability of this report, including the data, was reviewed by DNB’s internal
audit department before submitting it to the external auditor.
DNB has no subsidiaries; all DNB locations are wholly owned by DNB. Data
related to our suppliers fall outside the scope of this annual report, unless
otherwise stated. The calculation of CO2 emissions includes the energy
consumption (gas, electricity and diesel for heating) of all DNB locations. CO2
emissions caused by commuters, business travel and goods transport were also
reported across the organisation. All data are based on calculations
(no estimates), unless otherwise stated.
Reporting and verification
The 2012 CSR report is compliant with the reporting guidelines of the Global
Reporting Initiative (GRI), version G 3.0, application level A + (see GRI Table,
section 8). If GRI indicators are not reported because they are considered not
material, this is stated in the GRI Table. DNB also applies the GRI Sector
Supplement for Public Agencies, supplemented by (social) indicators from the
Supplement for the Financial Sector. DNB is not actually a financial
undertaking, but we have extracted several indicators from the FS supplement
which are relevant to the organisation. Other indicators in the FS supplement
do not apply. In 2013, DNB will consider how far its CSR report can be tailored
to the new version of the GRI guidelines (G4) and the framework of the
International Integrated Reporting Committee (IIRC).
To ensure an objective and independent review, DNB asked Deloitte
Accountants B.V. to assess the 2012 CSR Annual Report as presented in this
document and in Chapter 5 of the 2012 DNB Annual Report. The purpose of
this engagement was to provide limited assurance that the 2012 CSR report is
free from material misstatement and that it has been prepared in accordance
with GRI guidelines, G 3.0 application level A +. Deloitte Accountants B.V. has
issued an unqualified report, which is included on page 8 of this document.
Every year, DNB contributes to the Transparency Benchmark of the Ministry of
Economic Affairs. DNB’s ambition is to be able to measure itself against leading
government agencies in the Netherlands. In doing so, it also looks at best
practices in the private sector (banks, insurance companies, pension funds).
DNB is ranked 56 in the Transparency Benchmark for the reporting year 2011.
Comments on this report should be sent to mvo@DNB.nl.
6 CSR DNB 2012
2012 DNB Corporate Social Responsibility
INDEPENDENT ASSURANCE REPORT WITH A LIMITED DEGREE OF
ASSURANCE, PREPARED BY THE AUDITOR OF THE 2012 CSR
ANNUAL REPORT OF DE NEDERLANDSCHE BANK N.V.
To: the General Meeting of Shareholders, Supervisory Board, Governing Board
and other stakeholders
We have examined the 2012 CSR Annual Report, comprising the web document
‘2012 DNB CSR’ and Chapter 5 of the 2012 DNB Annual Report (hereafter:
the 2012 CSR Annual Report) of De Nederlandsche Bank N.V. in Amsterdam
with the aim of providing a limited degree of assurance that the 2012 CSR
Annual Report is free from material misstatement.
Responsibility of the Governing Board
The Governing Board of De Nederlandsche Bank N.V. is responsible for
preparing the 2012 CSR Annual Report and the information contained herein in
accordance with the Sustainability Reporting Guidelines (GRI G 3.0) of the
Global Reporting Initiative. This responsibility includes designing, implementing and maintaining an internal control system relevant to the preparation of
the 2012 CSR Annual Report, so that it is free from material misstatement,
whether due to fraud or error, selecting and applying acceptable reporting
criteria for social reporting and making estimates that are reasonable in the
circumstances. The scope of the 2012 CSR Annual Report and the information
contained therein is dependent on the reporting policy chosen by the
Governing Board, which is set out in Chapter 5 ‘Corporate Social Responsibility
(CSR)’ of the 2012 DNB Annual Report and section 4 of the web document 2012
DNB CSR.
Responsibility of the auditor
Our responsibility is drawing a conclusion about the 2012 CSR Annual Report
based on our examination. We have conducted our examination in accordance
with Dutch law, including standard 3410N ‘Assurance Engagements relating to
Sustainability Reports’. This requires us to comply with ethical requirements
and to plan and perform our engagement so that we obtain a limited degree of
assurance that the information presented in this report is correct in all material
respects.
The 2012 CSR Annual Report includes forward-looking information in the form
of views, objectives, expectations and challenges. Inherent to this information is
that realisation is uncertain. For these reasons, we do not provide assurance with
respect to forward-looking information.
An assurance engagement for obtaining a limited degree of assurance involves
performing activities to obtain a limited level of assurance with regard to the
information contained in the 2012 CSR Annual Report. The selected activities
are subject to the judgment of the auditor, but the nature and extent of our
activities are more limited than an instruction to obtain a reasonable degree of
certainty and can only result in a conclusion that gives a limited degree of
assurance that the 2012 CSR Annual Report is free from material misstatement.
7 CSR DNB 2012
2012 DNB Corporate Social Responsibility
The activities performed within this framework comprised for the most part the
following procedures:
• D
etermining the existence of the relevant information systems and internal
controls;
• Gathering information;
• Performing analytical procedures;
• Aligning information with documentation and assessing the extent to which
this documentation supports the information presented in the report;
• Assessing the application level (A) in accordance with the Sustainability
Reporting Guidelines, version G 3.0 of the Global Reporting Initiative.
The engagement was carried out by a multidisciplinary assurance team with
expertise in assurance and CSR. We believe that the information we obtained is
sufficient and appropriate as a basis for our conclusion.
Conclusion
On the basis of our examination, we have no reason to conclude that:
• The information contained in the 2012 CSR Annual Report has been
incorrectly presented in any material aspects, based on the Sustainability
Reporting Guidelines (G3.0) of the Global Reporting Initiative;
• The information contained in the 2012 CSR Annual Report has been
incorrectly presented, based on application level A of the Sustainability
Reporting Guidelines (G3.0) of the Global Reporting Initiative as used by
De Nederlandsche Bank N.V.
Amsterdam, 13 March 2013
Deloitte Accountants B.V.
H.H.H. Wieleman RA
8 CSR DNB 2012
2012 DNB Corporate Social Responsibility
Annex 1 - Overview of CSR topics in the
2012 DNB Annual Report
CSR topics
Medium-term
­objective
Objectives for 2012
Actions and results in 2012
Objectives for 2013
Source/
chapter/
section
Socially
Responsible
Investment (SRI)
in shares
To have entire equity
portfolio comply with
DNB’s SRI policy.
Continue following
developments in SRI
products to assess if a
larger share of the equity
portfolio could fulfil them.
• First full year with 1/3 of equity
investment in fund with SRI
policy.
• Still no index SRI fund of
sufficient size and appropriate
SRI policy available for
expansion.
Follow developments
in SRI products to
assess if a larger share
of the equity portfolio
could fulfil them.
AR, § 4.7
Circulation of
banknotes more
efficient and
environmentally
friendly
Extend life of
banknotes.
• Further reduction of 4%
(compared to 2011) of
banknote receipts and
issues by further
cooperation between
interested parties.
• Reduction of CO2
emissions by further
reduction of transport
movements.
• 10% more banknotes received
(compared to 2011).
• 13% more transports to DNB
and 15% fewer shipments
from DNB (compared to 2011).
Continue efforts to get
market participants to
re-circulate fit
banknotes themselves
as much as possible.
AR, § 4.2
Accessible and
available
payments
system
Highlight bottlenecks in • Ensure accessibility of
the participation of
payment systems.
vulnerable groups in
• Identify bottlenecks and
the payment systems
suggest solutions.
and propose solutions.
• Continued following up on
accessible telephone banking
in future (thanks to MOB
lobbying).
• Paid extra attention to SEPA
transfer form.
• Assessed and monitored
accessibility aspects in the
context of migration to SEPA.
• Publish 2013
AR, § 4.2
accessibility monitor.
• Draw up and publish
fact sheet
‘Accessible websites
for Internet banking’
(in collaboration with
stakeholders).
Supervision of
governance,
sustainable
business models,
behaviour &
culture incl.
remuneration
policies at
supervised
institutions
Sound and solid
financial undertakings
that fulfil their
obligations and
commitments.
• Fitness assessment of
members of Board of
Governors; also of members of
Supervisory Board since 1 July.
• Assessment of the Expert
Centre on Culture,
Organisation and Integrity
(COI).
• Continued research into the
implementation of a controlled
remuneration policy.
• Examined effectiveness of the
Board.
• Tested funding of banks; tested
profitable insurers.
Same as 2012
objective, paying
explicit attention to the
combination of
structure, actions and
behaviour.
CSR in key duties
Institutions that, in terms of
governance, are organised
and function in such a way
that prudential risks are
controlled.
9 CSR DNB 2012
• AR, § 4.2
• Independent
Public Body
(ZBO)
report, § 2.2
• ZBO report,
§ 2.3.2
and2.4.2
2012 DNB Corporate Social Responsibility
CSR topics
Medium-term
­objective
Objectives for 2012
Actions and results in 2012
Objectives for 2013
Source/
chapter/
section
Knowledge transfer
Financial
education
• Revitalise Visitor’s
• Update films in Visitor’s
Centre by relocating
Centre on monetary
to another DNB
policy.
property, still to be
• Participation in third
renovated.
national Money Week.
• Offer attractive, freeof-charge educational
material (lesson
plans, folders, films,
online games).
Technical
cooperation
Strengthen financial
and institutional
development at fellow
central banks and
supervisory authorities
of the twelve
constituency countries
that the Netherlands
represents at the IMF
and the World Bank.
Constituency countries
satisfied with support given
by DNB with the result that
all constituency countries
remain members of the
Dutch constituency group,
despite group enlargement
with Belgium and
Luxembourg.
Produce design for
2012 objectives achieved.
layout of new Visitor’s
In addition:
• ‘Getting started with the euro’ Centre.
(Aan de slag met de euro)
educational package developed
for groups 5/6 in elementary
school.
• Money Case (Geldkoffer)
developed for practical
education.
AR, § 4.8.1
• Manpower made available to
Same as objective for
support and train central banks 2012.
and supervisory authorities
from our constituency
countries in particular (5.6
FTE).
• ‘Academic courses’ organised
(Duisenberg School of
Finance).
• All constituency countries
remained members of the
group, which was expanded to
include Belgium and
Luxembourg.
AR, § 4.8.2
Social policy
Diversity of staff
Focus on diversity
• Revise diversity policy
across the organisation
and extend to include
and balance in the
several target groups.
workforce, where:
• Pay specific attention to
• all employees feel at
social safety.
home at DNB;
• differences are
recognised and
appreciated;
• equality is the
starting point,
regardless of age,
gender, nationality,
job or nature of
employment;
• working conditions
are customised
within Collective
Labour Agreement
frameworks;
• 32% of management
positions occupied
by women in 2014.
Employee
• Rotate employees
development and
for career
deployment
development.
• Continue developing
DNB Supervisory
Academy.
• Develop vision of internal
labour market.
• Crystallise aspirations for
recording knowledge,
skills and competences.
• Develop ICT support
where necessary.
• Select strategic personnel
planning (SPP) instrument
applicable for entire
organisation and
implement in part of the
organisation.
10 CSR DNB 2012
• Started to develop new vision
of diversity policy.
• 28% of women in
management positions.
• Partnership with LOF
magazine: 350 employees
received a free annual
subscription.
• More than 30 managers took
part in meeting on social
safety; social safety indicators
were inventoried with those
concerned.
• Update diversity
AR, § 5.2.1
policy and start
implementation
measures.
• Implement
improvement points
regarding social
safety.
• Implement additional
measures for getting
more women into
management
positions.
• Provide the outlines
of ‘future-proof
terms of
employment’
document.
• Vision of internal labour market
not developed (no longer
applicable).
• Aspirations for recording
knowledge, skills and
competences not fulfilled.
• SPP pilot started.
• The ‘Best People’ plan fleshed
out.
• Supervision Academy grown
considerably and more
employees have been trained.
• New course started (Basic
Course for Central Bankers).
• Digital career test now part of
regular development tools.
• Implement SPP.
AR, § 5.2.2
• Set up DNB Super­
visory Academy,
start in 2013.
• Research into continuing education.
• Start implementation
vision on ‘Best
People’.
• Start second traineeship incl. exchange
with AFM.
• Finalise planning
activities for Management Development.
• Develop modules for
results-oriented
management, diversity in teams, organisation and control;
new managers to
follow these
­modules.
2012 DNB Corporate Social Responsibility
CSR topics
Medium-term
­objective
Objectives for 2012
Actions and results in 2012
Objectives for 2013
Source/
chapter/
section
Working at DNB
• Implement ‘Best
People’ plan.
• Provide support for
networks.
• No bank-wide policy
for the New World of
Work.
• Determine
employer’s role in
vitality of employees.
• Set long-term
strategy for
Employee
Satisfaction Survey.
• Develop new work
concept as part of
renovated DNB building
(ACS).
• Formulate starting points
for working methods at
DNB; involve various
disciplines.
• Take next step in using
technological capabilities
more extensively.
• Continue using new DNB
profile in labour market
campaign and recruitment
activities.
• Developed new work concept
as part of ACS.
• Staff works independent of
time and location in many
places in the bank.
• Overall employee satisfaction
risen (survey score).
• Active networks within DNB,
with activities well supported
by people from across the
bank.
• New labour market campaign
prepared and launched.
• New profile permanent feature
of labour market campaign.
• Start implementation AR,
of ‘Best People’ plan. § 5.2.3
• Conduct Employee
Satisfaction Survey.
• Maintain overall staff
satisfaction at the
very least.
• Ensure Top
Employers score at
least equals 2012.
• Recruit 50 extra
employees in
Supervision
Occupational
Health & Safety
• Comply with law and • Implement an
regulations.
occupational health and
• Ensure continuous
safety management
improvement of
system (OHSAS 18001) in
working conditions.
the Cash Operations
Department.
External audit in December 2012
with positive outcome
• Draft a new
AR,
occupational health
§ 5.2.3
& safety policy.
• Formulate safety
policy for working
with third parties.
• Develop policy for
physical duties and
employability of
employees for
different duties.
• Exchange knowledge
about work safety in
the cash chain.
Change
behaviour and
culture
• Full introduction of
Performance
Management (PM)
system.
• Develop strategic
training interventions
based on the three
culture themes:
- aiming for results;
- making explicit
choices;
- boosting/improving
mutual cooperation
• Look into possible
• Decision made to introduce
• Manager and
AR,
improvements to (PM)
new PM system.
employees are aware § 5.2.4
system.
• Series of themes with master
of change in the PM
• Encourage activities that
classes in change management
system and the
support behaviour and
set up.
system is used.
cultural changes.
• Activities aimed at specified
• Establish DNB
• Develop further the DNB
cultural themes.
Academy in 2013.
Supervisory Academy
See also ‘Employee
(see ‘Employee
development and
development and
deployment’.
deployment’).
• Continue using new
profile in labour market
campaign and recruitment
activities (see CSR topic
‘Working at DNB’.
11 CSR DNB 2012
2012 DNB Corporate Social Responsibility
CSR topics
Medium-term
­objective
Objectives for 2012
Actions and results in 2012
Objectives for 2013
Source/
chapter/
section
• Manage adequately
integrity risks at
DNB.
• Promote awareness
among employees to
‘act with integrity’.
• Limit damage from
acting contrary to
laws and regulations,
values, standards
and rules of conduct
of DNB or the
prevention thereof.
• Further control of main
integrity risks within DNB.
• Continue to develop
awareness of an honest
culture and social safety
within DNB.
• Continue to perform basic
operational Compliance
and Integrity (C&I) tasks
effectively and efficiently.
• Follow up baseline
development model for
qualification of DNB as an
honest organisation.
• Key risks within DNB
identified.
• Manage outsourcing risk: not
met, included in bank-wide
research into insourcing risks
in 2013.
• Activities on awareness of
honest culture and social
safety carried out.
• Continuous improvement of
effectiveness and efficiency,
execution of basic tasks,
following internal and external
developments.
• Implementing DNB-wide
management plan: assessment
completed, plan to be updated.
• Development model: feedback Next measurement of
and follow up on results of
development model.
evaluation of this instrument.
• Contribution made to risk
management of loss, theft and
leaks of confidential
information.
• Communication and
workshops for (new)
employees and managers
about integrity policy and
regulations; survey of DNB
employees to test their
familiarity of these.
AR § 5.3
Reduction in
Review the environCO2 emissions,
mental policy in 2013.
environmental
protection and
energy consumption
50% smaller carbon footprint in 2012 compared to
2007 as a base year (reduction includes via green purchase of gas and electricity
consumption; green ICT
programme (see green ICT)
and green mobility programme (see green mobility).
• Approx. 84% of CO2 emissions of total energy consumption (electricity and fuel purchased) offset by purchase of
carbon credits; of the total
reported CO2 emissions in
2012, approximately 58% was
compensated.
• Decrease in CO2 emissions
compared to base year 2007 is
approximately 62%. Various
actions for reducing energy
consumption, managing environmental risks and continuously improving environmental
performances.
AR, § 5.4.1
Green mobility
Reduction of CO2 emissions • Contract awarded to Athlon
by choosing cars based on
Car Lease (April 2012) and serCO2 emissions and
vice implemented.
awareness in the use of the • Existing DNB lease policy evalcar and alternative modes of
uated and follow-up on outtransport.
comes decided as regards
awarding lease cars and measures aimed to strengthen sustainability in the lease policy.
Strategic Personnel Planning (see
also ‘Employee
development and
deployment’).
Integrity
Sustainable operations
An effective and
transparent leasing
policy with focus on
sustainability.
12 CSR DNB 2012
• Implement policy to
limit car choice to
maximum CO2
emissions.
• Investigate new
lease policy (based
on a reward
benchmark), which
departs from
mobility criterion.
AR, § 5.4.2
2012 DNB Corporate Social Responsibility
CSR topics
Medium-term
­objective
Objectives for 2012
Actions and results in 2012
Objectives for 2013
Source/
chapter/
section
Green ICT
• Make conscious
choices at all stages
of ICT resources.
• Create awareness
among employees.
• Achieve energy
savings where
possible.
Start at least two projects
that also focus on environmental savings.
• Replaced one quarter of
servers with energy-efficient
variant.
• VMWare Enterprise Plus
implemented to efficiently
share resources.
Start at least two
AR, § 5.4.3
projects that also focus
on environmental
savings.
Sustainable
procurement
• Apply minimum
• Transition from
sustainability criteria of
sustainable
NL Agency.
procurement to
• Pinpoint DNB’s ambition
socially responsible
level and per purchase
purchasing.
package.
• Continue to follow
• Establish method for
government policy
measuring sustainable
and market
procurement.
developments.
• Continue to measure
results.
• NL Agency’s sustainability
• Carry out structural
AR, § 5.4.4
criteria applied where possible.
application and
• DNB’s level of ambition
monitoring of
pinpointed: DNB will, in
available social
addition to the environmental
criteria of NL
criteria, also apply social
Agency, if possible.
criteria of NL Agency where
• Continue to follow
relevant.
government policy
• Improved clarity of the way
and market
sustainability is purchased by
developments.
DNB by upgrading DNB’s
• Continue to measure
Financial System.
results.
Social commitment
Sponsorships
and donations
(including art)
• Contribute to
organisations of
which DNB is
co-founder.
• Contribute to
projects and actions
with social purpose
or that concern DNB
duties (often multiannual
commitments).
Building together • Vary and renew
project selection.
• Organise more
departmental
projects.
• Budget for financial
contributions: EUR 1.6
million.
• Contributions to organisations
of which DNB is co-founder.
• Contribute to projects and
actions with social purpose.
• Various exhibitions and 19 art
purchases.
Budget for financial
contributions: EUR 1.6
million.
AR, § 5.5.1
Provide a varied offer of
15-20 projects for 200
employees (work projects,
projects with those in need
of help and (more) knowledge-intensive projects).
About 250 DNB employees did
voluntary work for 20 projects in
2012.
Same as objective for
2012.
AR, § 5.5.2
13 CSR DNB 2012
2012 DNB Corporate Social Responsibility
Annex 2 - GRI-G3 Table
Indicator
Fully or partly Source or short description
reported
Reference to
paragraph and/or web
page
1. Vision and strategy
1.1
Statement by senior management in
the organisation about the relevance
of sustainability to the organisation
and its strategy.
Fully
2012 AR (President’s introduction);
2012 DNB CSR (Mission and CSR policy,
adopted by Governing Board.
AR President’s introduction; § 3
1.2
1.2Description of key impacts, risks
and opportunities.
Partly
2012 AR (social and environmental risks in
DNB’s strategy and stakeholders not
identified as material risk).
AR § 4.2, 4.6.3
2. Organisational profile
2.1
Organisation name
Fully
2012 DNB CSR; 2012 AR.
§ 1; AR boiler plate
2.2
Key duties, competences
Fully
2012 DNB CSR (Mission);
2012 AR (Corporate governance);
www.DNB.nl.
§ 3; AR § 4.4
http://www.dnb.nl/en/
about-dnb/duties
2.3
Operational structure of the organisation, including divisions, subsidiaries and partnerships
Fully
2012 AR (Corporate governance);
organogram on website.
AR § 4.4
http://www.dnb.nl/en/
about-dnb/organisation
2.4
Location of headquarters
Fully
Amsterdam
AR > boiler plate
2.5
Jurisdiction
Fully
Dutch, 2012 AR.
AR, § 4.4
2.6
Ownership structure and legal form
Fully
N.V. (public limited company), 2012 AR.
AR, § 4.4
2.7
Main target groups
Fully
2012 DNB CSR; www.dnb.nl.
http://www.dnb.nl/en/
about-dnb/duties
2.8
Scale of reporting organisation
Fully
2012 DNB CSR (key figures); 2012 AR.
§ 1; financial statements/balance sheet
total; notes to profit and
loss account
2.9
Significant changes during the
reporting period regarding size,
structure or ownership
Fully
2012 AR (changes to governance structure
DNB).
AR § 4.4.1
2.10
Awards received during the reporting
period
N/A
None
3. Report parameters
Report profile
3.1
Reporting period
Fully
2012 DNB CSR (calendar year 2012 except
environmental data).
§ 4
3.2
Date of most recent report
Fully
2012 DNB CSR; www.dnb.nl.
§ 4; www.dnb.nl/en/
about-dnb/organisation/
maatschappelijkverantwoord-ondernemen
3.3
Reporting cycle
Fully
Annual
§ 4
3.4
Contact point for questions regarding
the report
Fully
mvo@dnb.nl
§ 4
N/A= not applicable
NM= not material
a.i. = additional indicator
N.B.: references in the table relate to sections of this CSR report, the 2012 DNB Annual Report incl. the financial statements (abbreviated to ‘2012 AR’) and DNB’s website. These documents can be found in pdf format at www.dnb.nl/en/publications/dnb-publications/annual-report
14 CSR DNB 2012
2012 DNB Corporate Social Responsibility
Indicator
Fully or partly Source or short description
reported
Reference to
paragraph and/or web
page
Report scope and boundary
3.5
Process for defining report content
Fully
2012 DNB CSR
§ 2 and 3
3.6
Boundary of the report
Fully
2012 DNB CSR
§ 4
3.7
Limitations on the scope or boundary
of the report
Fully
2012 DNB CSR
§ 4
3.8
Reporting basis
Fully
2012 DNB CSR
§ 4
3.9
Data measurement techniques and
bases of calculations
Fully
2012 DNB CSR; 2012 AR (explanation of
tables with measurement data).
§ 4; AR § 5.4.1
3.10
Explanation of the effect of any
restatements of information previously provided
Fully
2012 DNB CSR; 2012 AR (explanation of
tables with measurement data).
§ 4; AR § 5.4.1
3.11
Significant changes from previous
reporting periods in the scope,
boundary or measuring measurements applied in the report
Fully
2012 DNB CSR (Introduction); 2012 AR
(explanation of tables with measurement
data).
§ 4; AR § 5.4.1
Fully
2012 DNB CSR (this GRI-G3 table).
Annex 2
2012 DNB CSR
§ 4
GRI content index
3.12
Table identifying the location of the
Standard Disclosures in the report
Assurance
3.13
Policy and current practice for seeking Fully
external assurance for the report
4. Governance, commitments and engagement
Governance structure
4.1
Governance structure
Fully
2012 AR
AR § 4.4
4.2
Management function of the
Governing Board's Chairman
Fully
2012 AR
AR § 4.4
4.3
Independent and/or non-executive
board members
Fully
AR 2012; www.dnb.nl
AR § 4.4.1;
www.dnb.nl/en/aboutdnb/
organisation/supervisoryboard-and-bank-council
4.4
Consultation bodies for shareholders
Fully
and employees to provide recommendations or direction to the highest
governing body.
2012 AR; www.dnb.nl (State is 100%
shareholder; independent public body (ZBO)
budget and accountability of DNB in
agreement with the Minister of Finance and
the Minister of Social Affairs and
Employment (SZW). DNB has an active
Employees Council that consults regularly
with the Governing Board on policies and
implementation).
AR § 4.4.2;
www.dnb.nl/en/
about-dnb
/organisation/budget-and
-accountability
4.5
Linkage between compensation for
Fully
members of the highest governing
body, senior managers and executives
managers and organisation’s performance.
DNB is not a commercial or listed company;
directors’ compensation is not linked to the
performance of the organisation; remuneration of the Governing Board is reported.
Financial statements /
Remuneration of the
Governing Board
4.6
Processes in pace for the highest
governing body to ensure conflicts of
interests are avoided
Fully
2012 AR; www.dnb.nl (Bank Council)
AR, § 4.4.1 and 5.3;
www.dnb.nl/en/aboutdnb/
organisation/supervisory-board
-and-bank-council
4.7
Board qualifications
Fully
2012 AR (Notes to DNB Corporate
Governance; ‘The best people for all
positions’); www.dnb.nl
AR, § 4.4 and 5.2.2;
www.dnb.nl/en/aboutdnb/
organisation
N/A= not applicable
NM= not material
a.i. = additional indicator
N.B.: references in the table relate to sections of this CSR report, the 2012 DNB Annual Report incl. the financial statements (abbreviated to ‘2012 AR’) and DNB’s website. These documents can be found in pdf format at www.dnb.nl/en/publications/dnb-publications/annual-report
15 CSR DNB 2012
2012 DNB Corporate Social Responsibility
Indicator
Fully or partly Source or short description
reported
Reference to
paragraph and/or web
page
4.8
Fully
Internally developed mission statements, codes of conduct and
principles relevant to economic,
environmental and social performance
and the status of the implementation
2012 AR
AR § 4.4.1, 4.4.2 and 5.3
4.9
Procedures of the highest governance Partly
body for overseeing CSR performance,
including relevant risks and oppor­tu­nities, and compliance with internationally agreed standards and principles
2012 AR
AR § 4.6.2 and 5.3
4.10
Processes for evaluating the highest
governing body's own performance,
particularly with respect to relevant
economic, environmental and social
performance
Partly
2012 DNB CSR (CSR policy and report
adopted annually by Governing Board and
not by SB).
§ 3, Annex 1
Commitments to external initiatives
4.11
Explanation of the application of the
precautionary principle
Fully
2012 AR
AR § 5.1, 5.4.1
4.12
Externally developed economic,
environmental and social charters,
principles or other initiatives which
the organisation endorses
Fully
2012 AR (European standards on payment
systems; (international) policy and regulations on supervision; Corporate governance
code; Dutch legislation, international treaties
on investments; COSO)
AR § 4.2.3, 4.2.4, 4.4.2,
4.6, 4.7.1,
4.13
Membership of associations (such as
industry associations) and/or national/
international interest groups
Fully
DNB is an independent supervisory authority AR § 4.2 and 4.4
(ZBO), is part of the ESCB, the Financial
Stability Committee and the National Forum
on the Payment System (MOB).
Stakeholder engagement
4.14
Stakeholders engaged by the organisation
Fully
2012 DNB CSR
§ 2
4.15
Identification and selection of stakeholders
Fully
2012 DNB CSR
§ 2
4.16
Frequency and type of stakeholder
engagement
Fully
2012 DNB CSR
§ 2
4.17
Key topics and concerns raised
through stakeholder engagement
Fully
2012 DNB CSR
§ 2
Management
DMA Economische aspects EC
Fully
2012 DNB CSR; 2012 AR
§ 3; AR § 4.3, 4.5, 4.7.2
DMA Environmental aspects EN
Fully
2012 DNB CSR; 2012 AR
§ 3; AR § 5.4.1
DMA Working conditions aspects LA
Fully
MVO DNB 2012; 2012 AR
§ 3; AR § 5.2.3, 5.4.4
DMA Human rights aspects HR
Fully
MVO DNB 2012; 2012 AR
§ 3; AR § 4.7.2, 5.4.4
DMA Society aspects SO
Fully
2012 AR
§ 3; AR § 4.4.1, 4.4.2, 5.3
DMA Product responsibility aspects PR
Partly
2012 AR
§ 3; AR § 4.2.3, 5.4.3,
5.4.4, 5.4.5
AR § 4.3, 4.7.1, 4.7.3, 5.5
Performance indicators
Economic performance indicators
EC1
Economic value generated for society
Fully
2012 AR; ZBO explanation 2012
EC2
Financial risks and opportunities for
the organisation’s activities as a result
of climate change
N/A
DNB is and remains in one location and has
no activities that entail such risks.
EC3
Coverage of the benefits plan laid
down by the organisation
Fully
2012 AR / Financial statements (pension and
other retirement schemes)
Financial statements /
Provisions / Provision for
staff remuneration
N/A= not applicable
NM= not material
a.i. = additional indicator
N.B.: references in the table relate to sections of this CSR report, the 2012 DNB Annual Report incl. the financial statements (abbreviated to ‘2012 AR’) and DNB’s website. These documents can be found in pdf format at www.dnb.nl/en/publications/dnb-publications/annual-report
16 CSR DNB 2012
2012 DNB Corporate Social Responsibility
Indicator
Fully or partly Source or short description
reported
EC4
Financial assistance from government Fully
ZBO explanation 2012; DNB is an
independent public body(ZBO)
EC5
Ratio between starting salary and
minimum wage (a.i.)
Partly
According to Dutch legislation.
EC6
Policy, methods and expenditure on
locally-based suppliers
N/A
DNB has locations only in NL.
EC7-8
Local staff recruitment, infrastructure
investment
N/A
DNB office is in one location in Amsterdam;
labour market is largely confined to local
community.
EC9
Significant indirect economic impacts
(a.i.)
N/A
See also EC7-8
Reference to
paragraph and/or web
page
AR § 5.4.4
Environmental performance indicators
EN1
Total materials used by weight or
volume
Partly
2012 AR
AR § 5.4.4, 5.4.5
EN2
Percentage of materials used that are
recycled input materials
Fully
2012 AR
AR § 5.4.5
EN3
Direct energy consumption by primary Partly
energy source
2012 AR (measurement data not reported in
Joules).
§ 5.4.1
EN4
Indirect energy consumption by
primary source
Partly
2012 AR (measurement data not reported in
Joules).
§ 5.4.1
EN5
Energy savings and efficiency
improvements (a.i.)
Fully
2012 AR
§ 5.4.1, 5.4.2, 5.4.3
EN7
Indirect energy reduction (a.i.)
Partly
2012 AR (measurement data).
§ 5.4.1, 5.4.2, 5.4.3
EN8
Water consumption
NM
As an office-based organisation, water
consumption is not material
EN
11-12
Biodiversity (location, products)
N/A
DNB is an office-based organisation in the
centre of Amsterdam
EN16
Total direct and indirect greenhouse
gas emissions by weight
Fully
2012 AR
EN
17-21
Emissions and water discharge
NM/N/A
As an office-based organisation, DNB
emissions are not applicable/not material.
DNB has a permit for discharging cooling
water.
EN22
Total amount of waste by type and
disposal method.
NM
As an office-based organisation, the quantity
of waste is not material
EN23,
26
Significant spills, mitigation of
environmental impact by products
N/A
As an office-based organisation, DNB makes
no discharges and the mitigation of environmental impacts does not apply.
EN27
Percentage of products sold and
reclaimed packaging
Partly
2012 AR (DNB does not make any products
and reports only on specific packaging).
EN28
Monetary value of significant fines
and total number of non-monetary
sanctions for non-compliance with
environmental laws and regulations
Not
No environmental fines. DNB is licensed to
store fuel and ammunition.
EN29
Significant environmental consequences of transporting products,
goods and materials, used for the
organisation’s activities and transporting staff (a.i.)
Partly
2012 AR (as far as relevant, such as transport AR § 4.2.3, 5.4.1, 5.4.5
banknotes, coins return, commuters, travel
costs)
§ 5.4.1
AR § 4.2.3, 5.4.5
Labour practices and decent work performance indicators
Employment
LA1
Total workforce by employment type
Fully
2012 AR (‘Employees figures’ graphs)
AR § 5.2.2, 5.2.3
LA2
Total number and rate of employee
turnover by age group, gender and
region
Fully
2012 AR (‘Employees figures’ graphs)
AR § 5.2.2, 5.2.3
N/A= not applicable
NM= not material
a.i. = additional indicator
N.B.: references in the table relate to sections of this CSR report, the 2012 DNB Annual Report incl. the financial statements (abbreviated to ‘2012 AR’) and DNB’s website. These documents can be found in pdf format at www.dnb.nl/en/publications/dnb-publications/annual-report
17 CSR DNB 2012
2012 DNB Corporate Social Responsibility
Indicator
Fully or partly Source or short description
reported
Reference to
paragraph and/or web
page
AR § 5.2.3
Employer and employee relations
LA4
Employees subject to a Collective
Labour Agreement (CAO)
Fully
2012 AR
LA5
Minimum notice period(s)
Not
Laid down in the CAO
Occupational health and safety
LA7
Injuries, occupational illness, lost days Fully
and absenteeism and number of
work-related fatalities by region
2012 AR
LA8
Education, prevention and risk
management programmes for staff
members, their families or local
residents regarding serious diseases
N/A
DNB does not operate in risky areas.
AR § 5.2.3
Training and education
LA10
Training for employees (average
hours)
Partly
Reported in training costs
AR § 5.2.2
LA11
Programmes for continued employability of employees and assist them in
managing career endings (a.i.)
Fully
2012 AR (to upcoming retirees offers among
others a course 'Farewell to your work'
(Afscheid van uw werk); information on DNB
intranet).
AR § 5.2.2
LA12
Informing staff on performance and
career development (a.i.)
Fully
2012 AR
AR § 5.2.4
AR § 5.2.1, 5.2.3
Diversity and equal opportunities
LA13
Diversity of governance bodies and
staff
Partly
2012 AR (see tables and graphs).
LA14
Ratio of salaries of men and women
by category
Not
No difference in salaries at same job levels.
Human rights performance indicators
HR1
Percentage investments screened for
human rights
N/A
DNB does not operate in areas where
human rights are an issue.
HR2
Percentage of suppliers and
contractors screened for respecting
human rights
Partly
2012 AR (no quantitative data available).
AR § 5.4.4
HR4
Total number of cases of discrimination and corrective actions taken
Fully
2012 AR (undesired manners).
AR § 5.3
HR5-7 Risk that no right to exercise freedom N/A
of trade union association, risk of child
labour and forced labour
No risk. DNB involves only employees in the
Netherlands.
Society performance indicators
Local community
SO1
Nature, scope and effectiveness of
any programmes and methods that
assess and manage the effects of
activities on local communities,
including location, activities and
departure.
N/A
DNB has an office only in the Netherlands
(Amsterdam).
SO2
Percentage of and total number of
business units analysed for corruption-related risks
Fully
2012 AR
AR § 5.3
SO3
Percentage of staff trained in organisation’s anti-corruption policy and
procedures
Partly
2012 AR (no quantitative data available).
AR § 5.3
SO4
Measures taken in response to cases
of corruption
Fully
2012 AR
AR § 5.3
N/A= not applicable
NM= not material
a.i. = additional indicator
N.B.: references in the table relate to sections of this CSR report, the 2012 DNB Annual Report incl. the financial statements (abbreviated to ‘2012 AR’) and DNB’s website. These documents can be found in pdf format at www.dnb.nl/en/publications/dnb-publications/annual-report
18 CSR DNB 2012
2012 DNB Corporate Social Responsibility
Indicator
Fully or partly Source or short description
reported
Reference to
paragraph and/or web
page
Fully
2012 AR
AR President’s introduction, § 5.3
N/A
None
Public policy
SO5
Public policy positions and participation in its development, as well as
lobbying
Compliance
SO8
Monetary value of significant fines
and total number of non-monetary
sanctions for non-compliance with
environmental laws and regulations
Product responsibility performance indicators
PR1
Life cycle stages in which health and
safety impacts of products and
services are assessed for improvement, and percentage of major
product and service categories
subject to such procedures.
N/A
DNB is not a product organisation.
PR2-7
Compliance codes regarding product
information (incl. customer satisfaction)
N/A
DNB does not sell any products.
PR8
Complaints regarding breaches of
customer privacy and losses of
customer data
Fully
DNB does not sell products/services;
the legal obligation of professional secrecy
applies regarding individual supervised
institutions.
PR9
Monetary value of significant fines for Not
non-compliance with laws and
regulations concerning the provision
and use of products and services.
None
Public agencies sector supplement
PA1
Describe the relationship with the
Fully
government and other public organisations
2012 DNB CSR; 2012 AR
§ 2; AR § 4.4
PA2
Definition of sustainable development Fully
used
2012 DNB CSR
§ 3
PA3
Aspects for which DNB has developed Fully
CSR policies
2012 DNB CSR
§ 3
PA4
DNB’s specific CSR goals for aspects
listed in PA3
Fully
2012 DNB CSR (overview of CSR topics)
Annex 1
PA5
Description of the process of implementing CSR
Fully
2012 DNB CSR
§ 3
PA6
Description of CSR goals and results
Fully
2012 DNB CSR (overview of CSR topics)
Annex 1
PA7
Description of role of and
engagement with stakeholders
Partly
2012 DNB CSR (not all objectives and results § 2
submitted to stakeholders)
PA8
Distribution of operating expenses per Fully
cost type at detail level
2012 AR, Financial statements 2012
AR § 4.3; Financial
statements/profit & loss
account
PA9
Distribution of operating expenses in
line with profit and loss account
Fully
2012 AR
Financial statements/
profit & loss account
PA10
Capital expenditure
Fully
2012 AR
Financial statements/
profit & loss account
PA11
Describe how the purchasing policy is
linked to sustainable development.
Fully
2012 AR
AR § 5.4.4
PA12
Describe the economic, environmental and social criteria for expenditure and financial commitments.
Fully
2012 AR
AR § 4.7 / 4.7.2
N/A= not applicable
NM= not material
a.i. = additional indicator
N.B.: references in the table relate to sections of this CSR report, the 2012 DNB Annual Report incl. the financial statements (abbreviated to ‘2012 AR’) and DNB’s website. These documents can be found in pdf format at www.dnb.nl/en/publications/dnb-publications/annual-report
19 CSR DNB 2012
2012 DNB Corporate Social Responsibility
Indicator
Fully or partly Source or short description
reported
Reference to
paragraph and/or web
page
PA13
Describe to what extent the
purchasing policy is completely linked
to key duties.
Fully
2012 AR (as far as relevant, for example
using fair trade cotton for production of
banknotes).
AR § 5.4.4
PA14
Purchase products with voluntary
certification in environment and/or
working conditions, broken down by
product group.
Fully
2012 AR (as far as relevant reported).
AR § 5.4.4
Additional financial sector indicators
DNB is not actually a financial undertaking, but we have extracted several indicators from the FS supplement which are relevant to the
organisation. Other indicators in the FS Supplement do not apply.
FS1
Policy with specific social and environ­ Fully
mental aspects applied within the
various business units.
2012 AR
AR § 5.2 and 5.4
FS2
Procedures for estimating and
Partly
assessing social and environmental
risks within the various business units.
2012 AR (applicable to specific business
units)
AR § 4.6.2, 5.2.3, 5.3,
5.4.1, 5.4.4
FS4
Process to improve staff competency
to implement the social and environmental policies and procedures
applied within the various business
units.
Partly
2012 AR (applicable to specific business
units)
AR § 5.2.2, 5.3, 5.4.1
Coverage and frequency of audits to
assess the implementation of social
and environmental policy and
associated risk analyses.
Fully
2012 AR (as part of the certified environmental and occupational health and safety
management systems for the relevant
business units of DNB, internal and external
audits are conducted annually).
AR § 4.6.2, 5.2.3, 5.3,
5.4.1, 5.4.4
Audit
FS9
Active ownership
FS10
Percentage and number of companies N/A
from portfolio that is spoken about
social and environmental issues.
2012 AR (passive management only)
AR § 4.7.2
FS11
Percentage of assets subject to
positive and negative social and
environmental screening.
Fully
2012 AR
AR § 4.7.2
Community
FS14
Initiatives to provide disabled people
with better access to services.
Fully
2012 AR
AR § 4.2.3
FS15
Policy for the fair design and sales of
financial products and services.
Fully
2012 AR (DNB does not develop and sell any
financial products; reporting relates fully to
the (supervisory) duties of DNB)
AR Chapter 2 and
§ 4.2.4
FS16
Initiatives to enhance financial literacy, Fully
ranked by type of target group
(beneficiary).
2012 AR
§ 4.8
N/A= not applicable
NM= not material
a.i. = additional indicator
N.B.: references in the table relate to sections of this CSR report, the 2012 DNB Annual Report incl. the financial statements (abbreviated to ‘2012 AR’) and DNB’s website. These documents can be found in pdf format at www.dnb.nl/en/publications/dnb-publications/annual-report
20 CSR DNB 2012