ABN AMRO’s Journey Towards Sustainable Development Madeleine Jacobs, Head of Group Sustainable Development TBLI, Frankfurt...
ABN AMRO in brief <ul><li>Dutch origin, dating back to 1824 </li></ul><ul><li>Network bank, present in 58 countries </li><...
Wake Up Call My money The mine Provide my money only to clean and fair projects The bank The pollution FoE’s Campaign agai...
Sustainability learning curve Value  Creation Loss Avoidance Value Destruction Freeport APP Dialog with FOE Forestry dialo...
The ABN AMRO SD ambition: <ul><li>“  AA is committed to continuously improve the integration of SD into its working enviro...
Supporting the Business Strategy Business Strategy Emerging Opportunities Investor Appeal Asset Protection/Risk Management...
5 SD Focal area: 1  Being accountable and transparent 2  Responsible financial services a. Lending & Investment practices ...
Putting SD in practice: <ul><li>Proactive Issue Management </li></ul><ul><li>Stakeholder dialogue and policy development  ...
Putting SD in practice: <ul><li>Embed in processes and products </li></ul><ul><ul><li>Processes: existing procedures, tool...
<ul><li>Focus on doing a few things very well </li></ul><ul><li>Gently pushing the envelope, out of people’s comfort zone ...
How does this impact the Bank? <ul><li>Integrity as our key compass </li></ul><ul><li>Better antenna for developments in s...
“ It is not the strongest  or most intelligent that  survive, but the ones  that are most responsive to change” Charles Da...
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Analyst Meeting: Sector Banking

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Madeleine Jacobs, SVP - Head of Group Sust. Development - ABN Amro - Netherlands

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Analyst Meeting: Sector Banking

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

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