Annual Report
2017

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Indicator Scope Page GRI guidelines Area according to
ISO 26000		 UN Global Compact principlet SDGs Comment/Descrption/Chaper number


entire


partial


– not reported/ not applicable
Strategy and analysis
G4-1
The statement of the top management (e.g. executive officer, president of the management board or other persons holding an equivalent position) about the relevance of sustainability to the organisation ant the organization’s strategy for addressing sustainability 4,7

6.2.

7,4,2

6.2.

 Letter of the President of the Management Board
G4-2
Description of key impacts, opportunities and risks Letter of the President of the Management Board
Organisational Profile
G4-3 Name of the organisation  

 

6.3.10
6.4.1
6.4.2
6.4.3
6.4.4
6.4.5
6.8.5
7.8

 7 About the bank
G4-4
The primary brands, products and/or services 1-10 About the bank
Business model
Retail banking
Corporates and Financial Markets
Activities of subsidiaries of mBank Group
G4-5
Location of the organisation’s head office ul. Senatorska 18, 00-950 Warszawa
G4-6 The list and number of countries where an organisation operates, where its main operation is located or of those which are particularly important in the context of the report About the bank
G4-7 The form of ownership and the legal structure of an organisation Joint-stock company, listed on the WSE
G4-8
The markets served, including the geographical scope of sectors served, characteristic of clients/consumers and beneficiaries About the bank
Retail banking
Corporates and Financial Markets
Activities of subsidiaries of mBank Group
G4-9 Business Scale About the bank
Business activity and financial results
Retail banking
Corporates and Financial Markets
G4-10 The number of own employees and those under the supervision of a subsidiary and the type of contract 8 Tables with non-financial data
G4-11 Percentage of employees covered by collective bargaining agreements 8 Tables with non-financial data
G4-12 Supply chain description Assumptions and implementation of mBank’s CSR Strategy, goal 5
G4-13 Significant changes in the reported period concerning the scale, structure, ownership form or supply chain About the bank
G4-14 Explanation whether and in what way an organisation applies the precautionary principle Taking into account a small direct environmental footprint of the bank, the precautionary principle is applied at the bank to a limited extent. However, in the case of loans, mainly large syndicated loans, the principle may and should be applied by advisors that support the bank(s).
G4-15
List of externally developed economic, environmental and social charters, principles and other initiatives, adopted or approved by an organisation Corporate Governance
Social Capital
Assumptions and implementation of mBank’s CSR Strategy, goal 2
G4-16 Membership of associations (such as industry associations) and/or in domestic/international organisations
Identification of material aspects and boundaries
G4-17
Economic entities recognised in the consolidated financial statements 5.2
7.3.2
7.3.3
7.3.4		 Tables with non-financial data
G4-18 Process of defining the report content About the report
G4-19 Identified material aspects of social and environmental impact About the report
G4-20 Significance of identified aspects of social and environmental impact to particular business entities About the report
G4-21 Aspects boundaries outside the organisation Limiting the report to material aspects of social and environmental impact, including entities outside an organisation About the report
G4-22
Explanations concerning the effect of any restatements of information provided in previous reports, and the reasons for such restatements (e.g. mergers and acquisitions, change of the year/ base period, business profile, measurement methods) Not applicable
G4-23 Significant changes concerning the scope, the scale or the measurement methods applied in the report compared with the previous report Not applicable
Stakeholder engagement
G4-24 The list of stakeholder groups engaged by the organisation 5.3 mBank’s stakeholders
About the report
G4-25 The basis for identification and selection of stakeholders with whom to engage About the report
G4-26 An approach to stakeholder engagement, including the frequency of engagement by type and stakeholder group mBank’s stakeholders
Dialogue with clients
G4-27 Key topics and concerns addressed by stakeholders and how the organization has responded to those key topics and concerns, including through its reporting About the report
Report profile
G4-28 The reporting period (e.g. financial/calendar year) 5.3
7.5.3
7.6.2		 Financial/calendar year: 01.01.2017 –31.12.2017
G4-29 The publication date of the previous report (if published) 2017
G4-30 Reporting cycle (annual, every two years) annual
G4-31 Contact person About the report
G4-32 GRI Content Index GRI Index
G4-33 Policy and current practices regarding external verification of the report. If no such data were included in an independent certifying report, explanation of the scope and grounds for external verification and relation between an organisation and external certifying entity About the report
Governance
G4-34
The supervisory structure of an organisation including committees that report to the highest supervisory body and are responsible for particular tasks, such as for example creating strategies or supervision over the organisation 6.2
7.4.3
7.7.5		 1-10 Corporate Governance
Ethics and integrity
G4-56 Organisation values, rules, codes, standards of conduct and ethics 4.4

6.6.3

 1-10 16 Assumptions and implementation of mBank’s CSR Strategy, goal 5
ECONOMIC PERFORMANCE
Economic results
G4-EC1 Direct economic value generated and distributed 6.8
6.8.3
6.8.7
6.8.9		 – 2, 8, 9 Business activity and financial results
Presence on the market
ENVIRONMENT
Raw materials and materials
EN DMA Management approach 6,
7.3.1,
7.4.3,
7.7.3,
7.7.5		 7, 8, 9 Assumptions and implementation of mBank’s CSR Strategy; goal 4
G4-EN1 Used materials/raw materials by weight and volume 6.5.4 8 8, 12 Tables with non-financial data
Energy
EN DMA Management approach 6,
7.3.1,
7.4.3,
7.7.3,
7.7.5		 7, 8, 9 Assumptions and implementation of mBank’s CSR Strategy; goal 4
G4-EN3 Direct and indirect consumption of energy by primary energy sources 6.5.4 8 7, 8, 12, 13 Tables with non-financial data
Emissions
EN DMA Management approach 6,
7.3.1,
7.4.3,
7.7.3,
7.7.5		 7, 8, 9
8		 8 Assumptions and implementation of mBank’s CSR Strategy; goal 4
Environmental assessment of suppliers
EN DMA Management approach 6,
7.3.1,
7.4.3,
7.7.3,
7.7.5		 7, 8, 9 Assumptions and implementation of mBank’s CSR Strategy, goal 5
G4-EN32 Percentage of suppliers subject to environmental criteria assessment 6.3.5
6.6.6
7.3.1		 Assumptions and implementation of mBank’s CSR Strategy, goal 5
SOCIAL
LA DMA Management approach 6.2
6.4
6.3.106.3.10		 1, 3, 6 – Assumptions and implementation of mBank’s CSR Strategy; goal 3
G4-LA1 Total number of employees who left the organisation and employee fluctuation by age groups, gender and region 6.4.3 5, 8 Tables with non-financial data
G4-LA2 Additional benefits granted to full-time employees, which are not provided to part-time employees or employees employed for a specified period of time by the main organisational units 6.4.4
6.8.7		 Assumptions and implementation of mBank’s CSR Strategy; goal 3
G4-LA3 The percentage of employees who returned to work after maternity/parental leave and the retention ratio by gender 6.4.4 8 Tables with non-financial data
Workplace: occupational health and safety
LA DMA Management approach (to occupational health and safety) 6,
7.3.1,
7.4.3,
7.7.3,
7.7.5		 1, 3, 6 1 Ergonomics and security at the workplace
G4-LA6 Ratio of injuries, occupational diseases, days lost and days off from work, including the number of work-related fatalities by regions 6.4.6
6.8.8		 3, 8 Tables with non-financial data
Workplace: training
G4-LA9 Average number of training hours per employee 1, 6 4, 5, 8 Tables with non-financial data
G4-LA10 Development programmes 6.3.7.
6.3.10.
6.4.
6.4.3		 8 mBank’s training system
G4-LA11 Percentage of employees receiving regular performance and career development reviews, by gender and by employee category 6.4.7 Assumptions and implementation of mBank’s CSR Strategy; goal 3
Workplace: diversity and equal opportunity
G4-LA12 Composition of governance bodies and breakdown of employee category according to gender, age group, minority group membership, and other indicators of diversity 6.2.3
6.3.7
6.3.10
6.4.3		 1, 6 5, 8 Tables with non-financial data
mBank’s Diversity Policy]
Assessment of suppliers
G4-LA14 Percentage of suppliers subject to employee-criteria assessment 6.3.5
6.4.3
6.6.6
7.3.1		 5, 8, 16 Assumptions and implementation of mBank’s CSR Strategy, goal 5
Human rights: procedures concerning orders and investments
HR DMA Management approach 6,
7.3.1,
7.4.3,
7.7.3,
7.7.5		 1-6 Assumptions and implementation of mBank’s CSR Strategy, goal 5
Local communities
SO DMA Management approach 6,
7.3.1,
7.4.3,
7.7.3,
7.7.5		 10 Social Capital

Assumptions and implementation of mBank’s CSR Strategy; goal 3
G4-SO1 The nature, scale and effectiveness of programmes and practices in the scope of assessment and management of the organisation impact on local communities, including impact related to entering, operating and ceasing operation on a given market. 6.3.9
6.5.1
6.5.2
6.5.3
6.8		 Social Capital
mBank Foundation
Anti-corruption measures
SO DMA Management approach 6,
7.3.1,
7.4.3,
7.7.3,
7.7.5		 10
10		 10
10		 Assumptions and implementation of mBank’s CSR Strategy, goal 5
G4-SO3 Percentage and total number of business units assessed in terms of risk related to corruption 6.6.1
6.6.2
6.6.3		 16 Assumptions and implementation of mBank’s CSR Strategy, goal 5
G4-SO4 Number of employees trained

in anti-corruption policies and procedures applied at the organisation

 6.6.1
6.6.2
6.6.3
6.6.6		 16 Assumptions and implementation of mBank’s CSR Strategy, goal 5
G4-SO5 Actions taken as a response to corruption incidents 6.6.1
6.6.2
6.6.3		 16 Assumptions and implementation of mBank’s CSR Strategy, goal 5
Compliance with regulations
G4-SO7 Total number of legal actions taken against the organization regarding cases of violations of free competition rules, monopolistic practices and their effects. 6.6.1
6.6.2
6.6.5
6.6.7		 16 Assumptions and implementation of mBank’s CSR Strategy; goal 1
G4-SO8 Monetary value of penalties and total number of non -monetary sanctions for non-compliance with laws and regulations 4.6 16 Assumptions and implementation of mBank’s CSR Strategy; goal 1
Responsibility for the product: client’s health and safety
PR DMA Management approach 6
7.3.1,
7.4.3,
7.7.3,
7.7.5		 1, 8
|1		 1
–		 Assumptions and implementation of mBank’s CSR Strategy; goal 1
G4-PR1 Product life cycle stages at which the impact of products and services on health and

safety is assessed in order to improve ratios, and the percentage of important categories of products and services covered by such procedures

 6.7.1
6.7.2
6.7.4
6.7.5
6.8.8		 Assumptions and implementation of mBank’s CSR Strategy; goal 1
G4-PR4 Incidents of non-compliance with regulations with regard to the information about products and services 4.6
6.7.1
6.7.2
6.7.3
6.7.4
6.7.5
6.7.9		 16 Assumptions and implementation of mBank’s CSR Strategy; goal 1
G4-PR5 Practices related to customer satisfaction measurement process, including the outcome of the customer satisfaction measurement 6.7.1
6.7.2
6.7.6		 Assumptions and implementation of mBank’s CSR Strategy; goal 1
G4-PR7
Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship, by type of outcomes 4.6
6.7.1
6.7.2
6.7.3		 In 2017 there were no penalties imposed on mBank  regarding non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship.
Responsibility for the product: compliance with regulations
G4-PR9 Monetary value of significant penalties due to non-compliance with laws and regulations concerning the provision and use of products and services 4.6
6.7.1
6.7.2
6.7.6		 – 16 Assumptions and implementation of mBank’s CSR Strategy; goal 1
Sector specific indi
d. FS1
Social and environmental policies 10 Assumptions and implementation of mBank’s CSR Strategy, goal 2
d. FS2 Procedures for screening social and environmental risks 10 Assumptions and implementation of mBank’s CSR Strategy, goal 2
d. FS3 Process of monitoring the implementation of social and environmental recommendations by clients 10 Assumptions and implementation of mBank’s CSR Strategy, goal 2
FS6 Portfolio structure by region and the type of client 1, 8, 9 Retail banking
Corporates and Financial Markets
Activities of subsidiaries of mBank Group
FS13 Availability of financial services in scarcely populated or economically disadvantaged areas 1, 8, 10 Assumptions and implementation of mBank’s CSR Strategy; goal 1
FS14 Availability of banking services to the disadvantaged people 1, 8, 10 Assumptions and implementation of mBank’s CSR Strategy; goal 1
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