We want to become one of the leaders of corporate social responsibility among Polish banks. Until 2019 we achieved this objective by implementing the Strategy for Corporate Sustainability and Responsibility of mBank S.A.
mBank’s key objectives for 2016-2019 regarding social responsibility and sustainable development are as follows:
Building stable and long-term client relationships
We want to understand, respect and share the values of our clients. We want to be open. We want to think and feel like they do.
Pursuing a socially responsible credit policy
We want to be a responsible lender.
We want to build an exceptional team
We want to build an exceptional team, competence and skills. We want to share what’s best about us with others. We want to be unique.
Reducing the bank’s environmental footprint
We want to reduce our environmental impact.
Enhancing the mechanisms of responsible corporate management in the organisation, including supply chain management
We want to improve our management approach.
Key:
achieved
in progress
not achieved
| Achievement level | Measures and additional comments | ||
|---|---|---|---|
| I. | We want to understand, respect and share our clients’ values. We want to be open. We want to think and feel like they do. | |
Each year we conduct a Net Promoter Score survey
Corporate client NPS: 2016: 30 (increase) Retail client NPS: |
| 1 | Ensuring a permanent platform of dialogue with clients | |
We created mBank Lab – a space for organising meetings and creative workshops for clients, and interviews with them. This new approach allows us to implement solutions which address the needs of recipients even better. By the end of 2019 we cooperated with nearly 200 clients.
We held regular meetings with clients called “Oko w oko z klientem firmowym” (“Eye to eye with SME clients”). In 2019 the meetings were attended by a total of approx. 350 employees. In 2019 we analysed over 6,000 client ideas as part of the “Client’s friend” project. |
| 2 | Reliable, clear and transparent communication of products by redefining the nature of agreements and making their provisions transparent and comprehensible to clients (“Akcja Renowacja” (“Action Renovation”)). | |
We introduced mKanon, the rules of simple and transparent communication in the entire organisation.
In 2019 we trained approx. 840 employees and organised 32 workshops during which we taught employees how to communicate with clients in a simple and empathic way. As part of the “Action Renovation” programme, by 2019 we simplified 70% of documents for individual clients and 42% of documents for SME clients. |
| 3 | Reducing the number of complaints by eliminating their reasons (individual clients) | |
The objective has been achieved. We measure it with the number of complaints per 1,000 accounts: 2016: 3.30 (objective achievement level: 101.1%) |
| 4 | Ensuring the highest possible level of protection for clients and their personal data | |
The objective has been achieved. Eight claims were filed by external parties and confirmed by the organisation in 2019 (all of them pertained to mFinanse). One claim was filed by the supervisory authorities (it pertained to mFinanse). |
| 5 | Ensuring the accessibility of financial services | |
We implemented solutions for clients with disabilities • We launched customer service in the Polish sign language for people with hearing loss under the “Bankowość bez granic” (“Banking without borders”) programme • We improved the accessibility of our branches for people who use wheelchairs The objective was achieved in 2016, 2017, 2018, and 2019. |
| 6 | Preparing and adopting the ethical principles of marketing communication and PR | |
The objective has not been achieved. |
| 7 | Supporting the development of mathematical education | |
mBank Foundation supports the development of mathematical education. The number of educational projects (donations and grants) supported by mFoundation:
2016: 296 In addition, in 2019 mFoundation announced a competition entitled “Wielcy polscy matematycy znani i nieznani” (“Known and unknown: great Polish mathematicians”). Eighteen schools and non-governmental organisations were awarded grants worth a total of PLN 85,000. In late 2019 the foundation published a book entitled “Dziecinnie prosta matematyka” (“Child’s Play Maths”). It is addressed to parents and carers of children aged 0-6. It is a collection of inspiring games that help children learn the world of maths from an early age. |
| II. | We want to be a responsible lender. | |
The objective to avoid social and environmental conflicts indirectly involving mBank as a financial institution was achieved in 2016-2018. In 2019 some environmental organisations in Poland accused mBank of planning to finance the construction of a new coal-fired power plant unit in the Ostrołęka power plant. The accusations were triggered by the fact that mBank facilitated bond issues for Enea (which owns the power plant). In fact, mBank only arranged the issue, while the proceeds from the issue were used to refinance existing debt. Enea did not receive any new money on that account. Pursuant to the Bonds Act, funds raised from a bond issue cannot be used for any purpose, in this case for the construction of the Ostrołęka C power plant, as the environmental organisations suggested. |
| 1 | Bank’s withdrawal from financing unethical industries and business activities | |
In 2016 we adopted the Policy on Servicing and Financing Reputation-Sensitive Industries. In 2018 we adopted the Renewable Energy Sources Policy. In H2 2019 we decided to substantially increase funding for renewable energy projects – from the previous PLN 500 million to PLN 1 billion. In 2019 we stopped financing the coal power and coal mining industries. |
| 2 | Credit policy versus social and environmental aspects | |
Environmental and social aspects are addressed in our Policy on Servicing and Financing Reputation-Sensitive Industries. In 2019 we adopted the mBank Credit Policy on Sectors Relevant to the EU Climate Policy. |
| III. | We want to build an exceptional team, competence and skills. We want to share what’s best about us with others. We want to be unique. | |
We measure the achievement of this objective using employee satisfaction surveys.
Employee engagement score: Workplace satisfaction score: |
| 1 | Supporting the development and building competence of the organisation | |
We measure the achievement of this objective using the development score as part of the Employee Engagement Culture Survey. The score was as follows: 2016: 56% We support the development of employee competence as part of, among others, the “Development Fridays” project launched in 2018. Over 3,100 people took part in the meetings and training sessions in 2019. |
| 2 | Promoting the culture of openness | |
We measure the objective using the feedback quality assessment (after the annual bonus, after the annual appraisal, and using the behaviour model) 2016: 87% |
| 3 | Diversity and counteracting discrimination | |
We signed the Diversity Charter – mBank joined the initiative on 15 January 2018. We adopted an anti-harassment policy and organise anti-harassment training (we trained 280 managers in 2018-2019). |
| 4 | Employee volunteering programme | |
We suspended the employee volunteering programme “Zróbmy razem coś dobrego” (“Let’s do good together”). We are working on a new version of the programme. |
| 5 | Workplace safety and ergonomics | |
No fines for violation of occupational health and safety regulations were imposed on mBank in 2016-2019. |
| IV. | We want to reduce our environmental impact. | |
Organisation’s CO2 equivalent in metric tons: 2018: 16,334.55 |
| 1 | Optimisation of energy consumption | |
Organisation’s total energy consumption 2018: 123,941.07 GJ |
| 2 | Reducing the environmental footprint of the car fleet | |
Fuel consumption: 2016: 1,284,983 litres of petrol and 325,792 litres of Diesel fuel |
| 3 | Saving water in office buildings | |
We currently do not collect data on water consumption. |
| 4 | Saving paper and office supplies | |
Paper consumption in mBank Group in different years:
2016: 33,119,500 sheets In addition, we implemented the MyQ paper consumption optimisation platform in the organisation. |
| 5 | Recycling | |
We sort waste in all our head office buildings in Łódź, in buildings owned by the organisation at three locations, and in all Advisory Centres (14 locations). |
| V. | We want to improve our management approach. | |
mBank was listed in the 11th and 12th editions of the RESPECT Index: 11th edition (valid since 18 December 2017): yes In the 10th, 11th, 12th, and 13th Ranking of Responsible Companies mBank ranked below eight in the financial sector institutions category. |
| 1 | Managing responsibility in the supply chain | |
In 2016-2018 we introduced additional supplier cooperation regulations taking into account ethical, social, and environmental aspects. They apply to all suppliers. |
| 2 | Coordinating corporate social responsibility activities | |
mBank’s CSR activities are coordinated by CSR Experts who report to the Director of the Communication and Marketing Strategy Department. |
| 3 | Public CSR reporting | |
We have published social and integrated reports on a regular basis since 2015. |
Stakeholder dialogue
In addition to meeting legal requirements in this area, we want to engage in a close dialogue with our stakeholders. We select relationship building methods that suit different groups, but we always try to ensure mutual benefits and open communication.
How we fostered relationships with our stakeholders in 2019:
- We exchanged information with capital market participants via our Investor Relations service
- We conducted market research on a regular basis
- We conducted regular employee engagement surveys and employee appraisals, including the assessment of employees’ approach to clients
- We developed client communication channels, enabling us to learn clients’ problems and expectations
