Sustainability Report
20 08
Minding our footprint
CONTENTS
Our Theme
MINDING OUR FOOTPRINT, we at BPI strive to embed sustainability into everything we do – from enhancing our customers’ banking experience with us anytime and anywhere, providing financial access to a wider market spectrum, and engaging our employees and the community at large in resource conservation. BPI ensures the sustainability of our business, hence we continually search for new opportunities.
1
Our Report
2
Message from the President & CEO
4
About BPI
8
Our Stakeholders
10
Our Sustainability Performance
25
GRI Content Index
28
Acknowledgments
29
Feedback Form
Our Report
In 2007, the Bank of the Philippine Islands (BPI) agreed to work with the World Wide Fund for Nature (WWF) – Philippines in the Climate Savers program to reduce BPI’s emission of greenhouse gases, with particular focus on its carbon dioxide (CO2) emissions. This recognizes the potential of BPI’s operations to mitigate climate change and at the same time contribute to the sustainable development of the country. The BPI I-GIVE (I Get Involved. I Volunteer for the Environment) was therefore launched in 2008 to raise the awareness level of the BPI organization. The activities under this campaign are discussed in detail under the section “Reducing our environmental footprint”, one of the bank’s priorities for Sustainability Performance. While executing various programs under BPI I-GIVE, our Chairman, Jaime Augusto Zobel de Ayala, pursued the adoption of the Global Reporting Initiative (GRI) Sustainability Reporting Guidelines in the preparation of our Sustainability Report. GRI is an international process for creating and reviewing a set of sustainability indicators for businesses and organizations. It has become the de-facto standard for reporting economic, environmental, and social performance of corporations in the world today. Our Sustainability Technical Working Group (STWG) worked to identify, document, and manage our various economic, social and environmental impacts. Scope of our Report Our first report for 2008 intends to provide transparency on our commitments, policies, strategy and performance in economic, environmental and social aspects affecting our business and stakeholders. This self-declared level C report covers a total of 16 performance indicators across the BPI Unibank, including the Head Office, most of its 827 domestic branches, and subsidiaries for the fiscal year 2008. We have taken an issues-based approach to discussing our sustainability performance, along four sections corresponding to the strategic themes. Each section includes topics critical to the sustainability of our business and evaluates where we stand on these issues.
Reporting Process Financial data were obtained from the Audited Financial Statements as contained in the 2008 Annual Report. The bank’s financial statement was prepared in accordance with the Philippine Financial Reporting Standards (PFRS). Data relating to social performance were collected through the information systems of the various divisions involved. Selection of the material to be covered by this report was made both on the basis of stakeholder feedback as well as extensive internal dialogue. The STWG and their subcommittees serve as the repository of the knowledge and information systems on sustainability performance reporting. They also provided the economic, social and environmental metrics of the Bank and collected baseline data on select priority areas that were used in this report. As sustainability reporting is an evolving process, we recognize the need to report additional quantifiable metrics and targets in succeeding reports, especially as they relate to our environmental impact. We will continue to develop these and analyze new data and collection methods to add rigor to our process. With these, we hope to progress to a higher level of application based on the GRI guidelines and be able to seek independent verification of our report in the near future. It is our intent to issue this report every year and hope that it serves as an invitation to a dialogue with our key stakeholders. To improve on our next report, we will take into account the feedback we will receive from our stakeholders. We therefore invite you to take part in this journey by sending your comments and suggestions on our sustainability practices or the content of this report to gksinio@bpi.com.ph. An electronic version of the report is posted on our website at www.bpiexpressonline.com.
BPI Sustainability Report 2008
01
Message from the President and CEO
We are proud to share with you BPI’s first Sustainability Report, which provides us with the opportunity to present our initiatives and commitment to conduct our business in economically, environmentally, and socially sustainable ways. This is our initial attempt to measure our performance based on the Global Reporting Initiative (GRI) Sustainability Reporting Guidelines, with level C self-declared application. We had chosen to undertake this rigorous benchmarking process in 2008 – an extraordinary and very challenging year for the global banking industry – to show our commitment towards sustainability and corporate responsibility.
Corporation. Moreover, we are establishing a banking relationship with overseas Filipinos so we can assist them in their financial needs in securing a better future for their families.
In pursuing our key business objectives along the triple bottom line approach, we believe we are not just responding to the growing demand of stakeholders for companies to do more to address sustainability issues. We are also strengthening our core business operations, especially during these trying economic times.
But our horizon does not end here. As part of our conscious effort to align with international best practices, we will continue to innovate in both sustainable management practices and contributions to the community. While we are proud of our accomplishments, we will work harder to make further improvements thereon.
As this is our first Sustainability Report, we seek to account for the sustainability indicators that are relevant and material to our operations as a bank. We selected a total of 16 GRI indicators where we have baseline information in our existing information system. Our sustainability framework focuses on four strategic themes where we feel we can make the most difference: total customer experience, reduction of our environmental footprints (energy and water consumption, waste management, resource efficiency), market expansion, and employee engagement in terms of human resource and community development. To reach a wider market, our products and services are specially designed to respond to environmental and social needs. In particular, we launched in 2008 our Sustainable Energy Finance Program (SEF) in partnership with the International Finance Corporation (IFC) for projects aimed at improving efficiency of energy generation, distribution and use. We are taking our microfinance business a step further by establishing the country’s first mobile microfinance bank, together with Globe Telecom and Ayala
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BPI Sustainability Report 2008
We acknowledge that we can benefit from improving our data collection techniques in the future as we improve our information system. This will enable us to cover other areas that we believe are important for us and our stakeholders.
I am proud to say that in the toughest of years, when our people were under intense pressure to perform, they found the time and energy to support our sustainability goals. We thank them for the important work they put in. We also challenge our BPI employees to translate the sustainability commitments in this report into meaningful actions through our daily operations. Looking forward, we anticipate 2009 to be another tough year for the global economy, in general, and for the banking industry. But while the current circumstances are distracting, we believe they, too, will pass. What will not change is our commitment to behave responsibly, both in our core banking business and our wider sustainability agenda. We are willing to take risks in order to make ourselves more relevant to our various publics, to include the lower end of the market spectrum. On behalf of our Board of Directors and the entire BPI organization, we enjoin all of you to share our vision of sustainability. While we continue to advance our sustainability efforts, we hope that each of you will likewise contribute in your own little way in the global resource conservation.
AURELIO R. MONTINOLA III
As part of our conscious effort to align with international best practices, we will continue to innovate in both sustainable management practices and contributions to the community.
BPI Sustainability Report 2008
03
About BPI
The Bank of the Philippine Islands (BPI), established in 1851, is the oldest bank in the Philippines and was for many years the only domestic commercial bank in the country. The bank originally focused on deposit taking and credit extension to exporters and local traders of raw materials and commodities as well as for public infrastructure and charitable projects. As the economy and the prominence of the Philippines as an exporter developed in the late 1800s, BPI undertook transactions that helped shape and improve business and commerce. Some of these transactions were: a) the extension of credit facilities for agricultural products to boost their production and export trade; b) lending to a City Council for the construction of public markets – with Arranque Market, existing to this day, as the very first which benefited from the loan; and c) the financing of the first steam-powered tram in the 1880s. For several years, BPI fulfilled the functions of a central bank by providing credit to the treasury and issuing currency, with the first notes issued in 1855. The bank was instrumental in maintaining the stability of the Philippine banking system through a variety of developments and crises, such as recessions, political and monetary instability, wars, and changes in sovereignty – from Spanish to United States rule in 1898 to the Japanese occupation from 1941 to 1945 and finally independence in 1946. BPI transformed itself from a commercial bank to a fully diversified universal bank. This was achieved mainly through a series of mergers and acquisition of an investment house, a leasing company, a stockbrokerage company, a retail finance company, savings banks, and commercial banks.
04
BPI Sustainability Report 2008
To date, the bank offers a wide range of banking services, namely: deposit taking, lending, leasing, asset management and trust business, corporate finance, government securities dealership, securities distribution, foreign exchange, remittance and insurance services. We serve a wide customer base which includes large corporate clients; middle market; micro, small and medium enterprises; and the consumers at large. BPI is a recognized leader in electronic banking having introduced various firsts in the industry such as automated teller machines (ATMs), a point-of-sale debit system, kiosk banking, phone banking, internet banking and mobile banking. Financially, BPI ranked as the third-largest bank in terms of total assets of P666.6 billion as of end of 2008. We have the largest market capitalization of P124.9 billion among listed banks for the same period. We also have the most profitable bank, posting a consolidated net income of P6.4 billion in 2008. For our various stakeholders, we will ensure the sustainability of BPI. Our Team BPI will continuously seek to increase the number of our customers across the various classes and market spectrum while we remain conscious about the impact of our banking services on the environment and the community where we operate. Beyond the confines of our offices, our projects focus on improving the quality of education, promoting science and the arts, and entrepreneurship.
More information on our products and services and our financial and operating performance can be found in our 2008 Annual Report at www.bpiexpressonline.com.
Stock Ownership BPI is listed on the Philippine Stock Exchange, with more than 1.3 billion shares equivalent to 39.9% of the company held by the public. We have a total of 12,089 employees, 11,448 of which belong to our banking services and 641 to insurance services. Our principal office is located at 6768 Ayala Avenue, Makati City. Our business is carried out through the following offices, as well as through other channels like our Call Center, internet and mobile banking, and through partnerships and tie-up arrangements.
Shareholder
% of Ownership
1
Public
39.9
2
Ayala Corporation
21.6
3
Ayala DBS Holdings, Inc.
21.3
4
Standard Chartered Bank – DBS Bank, Ltd.
8.7
5
Roman Catholic Archbishop of Manila
8.5
Delivery Infrastructure
Count
Branches
831
Business Centers
13
Remittance Centers
21
ATMs
BPI Branches PHILIPPINES
1,556
Our branches are located strategically across the Philippines. Our Bank of the Philippine Islands (Europe) Plc has two (2) branches in London and we have a deposit taking company, BPI International Finance Limited in Hong Kong. Our remittance centers are located in the United States, Europe and Asia.
EUROPE Bank of the Philippine Islands (Europe) Plc Branches
HONG KONG BPI International Finance Ltd. HK (Queensway)
BPI Sustainability Report 2008
05
Economic Impact As one of the country’s leading financial institutions, BPI generates economic contributions from our business activities. We fully account for our economic impact in 2008 in the table below.
Amount in thousand pesos
• Revenues
29,783,934
• Salaries and benefits paid to employees 8,097,842 • Taxes paid to the government 5,250,509 • Suppliers and contractors, amount paid 4,875,950 • Dividends paid to stockholders 8,060,010 • Charitable contributions philanthropic 23,050 TOTAL 26,307,361 Note: All figures reflect the consolidated BPI Group (Unibank) as of December 31, 2008 except for dividends paid to stockholders which covers only BPI.
Salaries & benefits
Dividends
Suppliers and contractors
31%
31%
19%
20% Taxes
Awards and Recognition In recognition of BPI’s performance, we received numerous awards and recognition. In 2008, the Bangko Sentral ng Pilipinas elevated BPI to the Hall of Fame for being the “Top Commercial Bank for Overseas Remittances” for the third consecutive year. BPI also received the following recognition from various regional and international publications: • “Best Bank in the Philippines” (Global Finance, Finance Asia and Alpha Southeast Asia) • “Bank of the Year in the Philippines” (The Banker) • “Best Domestic Bank in the Philippines” (The Asset and Asiamoney) • “Best Retail Bank in the Philippines” (The Asian Banker) • “Best Local Trade Bank in the Philippines” (Trade Finance) • “Best Trade Finance Bank” (Alpha Southeast Asia) • “Best Cash Management Bank ” (The Asset and Finance Asia) • “Best Foreign Exchange Bank” (Finance Asia) • “Best Sub-Custodian Bank” in the Philippines for BPI Asset Management (Global Finance) • “One of Top Five Philippine Publicly Listed Companies” (Institute of Corporate Directors) • “One of Top Five Best in Corporate Governance” (The Asset) • “8th Best in Corporate Governance” (Finance Asia) • “6th Most Admired Companies in the Philippines”, “9th Best in Innovation”, “3rd in Corporate Reputation” and “2nd in Financial Reputation” (Wall Street Journal Asia)
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BPI Sustainability Report 2008
Governance
BPI’s strength and sustainability are anchored on an effective corporate governance structure. At BPI, this governance structure is a system of checks and balances that involves our Board of Directors, management, and stockholders. This involves rational risk taking policy, reportorial accuracy and transparency, compliance with all laws and regulations, ethical conduct, honesty, integrity, diligence and professionalism. Board of Directors The Board of Directors is responsible for creating and enhancing BPI’s long-term shareholder value. Its mandate is to set strategic business directions, appoint senior executive officers, set up appropriate organizational structures, oversee major risk-taking activities, and monitor business and management performance. The Board has seven committees: the Executive Committee, Nominations Committee, Personnel and Compensation Committee, Audit Committee, Corporate Governance Committee, Trust Committee, and Risk Management Committee. Board Composition Our Board consists of 15 members, of which four are independent directors who have no interests or affiliations with BPI, the management or the controlling shareholder at the time of his election or appointment. All members of the Board are highly qualified business professionals who possess a broad range of expertise and experiences required in the governance of a financial services institution. A more detailed discussion of our corporate governance principles and practices can be found in BPI’s 2008 Annual Report at www.bpiexpressonline.com.
Operating Management The President and Chief Executive Officer is responsible for managing BPI and implementing all major business strategies. He is supported by his chief operating officers and senior management team in the following banking groups: • Corporate Banking Group • Consumer Banking Group • Overseas Banking and Channel Services Group • Consumer Lending Group • Card Banking Group • Asset Management and Trust Group • Insurance Group • Investment Banking Group • Financial Markets Group Organization of sustainability For BPI, environmental, social and community concerns must be integrated into our business goal. Thus we formed in 2008 a Sustainability Technical Working Group (STWG) composed of heads of our various units. The STWG identified the priority focus areas of the Bank relative to economic, social and environmental issues. It will also serve as the repository of the knowledge and information systems on sustainability performance reporting.
President
Sustainability Technical Working Group
Economic
HR Practices/Employee Volunteerism
Human Rights and Society
Product Responsibility
Environment/ Water, Consumables, Procurement, Transport
Climate Change and Energy
Microfinance
OF Services/Financial Literacy Program
BPI Sustainability Report 2008
07
Our Stakeholders
BPI engages with a range of stakeholders and recognizes their importance in the bank’s continued success. As such, we share information with them, takes into account their varied perspectives and views on our performance, determine opportunities for collaboration, and reach our common goals. Our stakeholder engagement is referenced in the following table and throughout this report.
Group
Customers
Employees
Investors
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BPI Sustainability Report 2008
Description
Wide customer base that includes: large corporate clients; middle market; micro, small and medium enterprises; and individuals
12,089 employees, of which 11,448 belong to Banking Services and 641 to Insurance Services
96.6% of BPI shares are held by institutional investors while 3.4% are held by individual investors.
Channels of Engagement
• Customer publications, presentations and meetings • Customer Care • BPI Call Center • Customer Feedback Management System that includes: Customer Satisfaction Surveys, Focus Group Discussions, and the Net Promoter Survey to better understand customer behavior, preferences and trends • WOW BPI: Expect More Smiles program to get instant feedback on branch services • HR portal (BPI Online) • Personnel Policy Manual in Lotus Notes • Training programs • Labor relations (Collective Bargaining Agreement) • BancoNews (newsletter) • BPI Interest Clubs/Employee programs and activities • Quality Circles • Employee volunteerism • Annual stockholders meeting • Quarterly performance reports and news releases in the BPI website • Investor presentations and meetings in conferences • Discussions and meetings with analysts
Group
Description
Channels of Engagement
Government, regulatory authorities
Includes the Bangko Sentral ng Pilipinas, Philippine Deposit Insurance Corporation, Securities and Exchange Commission, Philippine Stock Exchange and other agencies
• Meetings, conferences and collaborations on issues related to banking and listed companies • Support for legislation / regulation that aligns with BPI’s business and sustainability objectives, i.e., SME lending • Joint sponsorship of government initiatives such as those for overseas Filipinos and Science Awards
Suppliers
BPI works with a broad network of suppliers to provide product inputs and goods and services
• Supplier quality standard and accreditation • Supplier audits
Non-governmental and other civil society groups
BPI Foundation forms part of the Ayala Social Initiatives (ASI) and is a member of the League of Corporate Foundations (LCF), Association of Foundations (AF), and the Philippine Council for NGO Certification (PCNC).
• Cooperation and collaboration efforts on CSR issues • Participation in volunteerism activities • BPI Foundation sits in the Entrepreneurship and the Arts and Culture Committees of the LCF; Capacity Building Committee of the AF; and is in the roster of certified organizations of the PCNC.
Industry organizations
Includes the Bankers Association of the Philippines, Chamber of Thrift Banks, Bank Marketing Association of the Philippines, Bank Administration Institute of the Philippines, Makati Business Club, and other organizations
• Active membership in the Board and committees, either as BPI or as a member of the Ayala Group of Companies • Participation in industry events and sponsorships • Collaborative lobbying on issues of mutual concern
Communities
BPI carries out its corporate social responsibility initiatives through BPI Foundation, its social development arm.
• Interactions with local and national governments and agencies • Involvement in community organizations and schools • Employee volunteerism efforts
BPI Sustainability Report 2008
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Our Sustainability Performance The sustainability of BPI is intertwined with its various stakeholders’ aspirations. We value our customer relationships, the main reason for our existence. As such, we continuously seek ways to provide excellent service to our wide range of customers.
In delivering this service and managing our risks, we are guided by our corporate governance standards and supported by an engaged and empowered Team BPI. While pursuing profitable growth for our shareholders, we are also mindful of the community where we operate and of the implications on the environment. The economic and financial performance of the bank is contained in our 2008 Annual Report. This section describes BPI’s priorities in enhancing the social and environmental aspects of its business in the following areas: Enhancing Total Customer Experience BPI seeks to provide quality service to our customers before, during and after every transaction. To this end, we have instituted programs to respond to their banking needs and delight them in all of our customer contacts. Reducing Our Environmental Footprint Climate change challenges us to mind our environmental footprint in our operations. As a lender, financial adviser and investor, BPI
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BPI Sustainability Report 2008
also plays an important role in encouraging companies and projects we finance to manage climate change-related risks and opportunities. Servicing a Wider Market BPI identifies new markets to serve in addition to its existing markets of top-tier corporations, medium-sized companies, small enterprises and the individual consumers. The Bank is also bringing its banking services closer to the micro-entrepreneurs and the overseas Filipinos. Engaging our Employees We consider our people as our biggest assets. As a performancedriven organization, BPI understands the benefits of enabling all our employees to develop their full potential, investing in human resource management, and fostering harmonious labor relations. Moreover, BPI focuses on building long-term relationships with the community. This is reflected in our initiatives and partnerships with non-government organizations, the academe, and other stakeholders at the local level. As we make sustainability reporting an integral part of our annual performance review, we will improve the process of gathering stakeholders’ opinions and setting up corporate-wide vision and strategies for sustainable development.
Enhancing Total Customer Experience In 2008, BPI heavily invested in a major infrastructure change, enabling our customers to bank anytime, anywhere for a total customer experience.
With the “bank anywhere” initiative, BPI customers can now do more transactions with any BPI or BPI Family Savings branches, instead of only their branch of account. We also offer 24/7 service through our self-service facilities- BPI Express Online, BPI Express Phone and BPI Express Mobile, allowing our customers to do bank transactions anytime in their residences or offices.
issues raised and frequently asked questions by our customers to enable our frontliners to properly respond to these. Some of the customer satisfaction surveys we undertake regularly are the following:
Customer satisfaction strategy An effective customer satisfaction strategy entails listening to customers. Several times each year, BPI surveys customers and relies on independent surveys to identify our strengths, weaknesses, and opportunities for improvement, as well as to enhance customer satisfaction.
Expect More Smiles Program. In 2008, BPI implemented the “Expect More Smiles” Program to enable us to gather instant feedback on branch service from our customers. This involves a simple voting process where our customers receive plastic chips with a smiley face and drop them in a box with a “happy” or a “sad” face, depending on whether they were satisfied or dissatisfied with the branch personnel’s service. The smiley chips are color-coded, corresponding to a branch teller. Those who were voted for delivering satisfactory service get due recognition while those unable to meet BPI’s service standards receive further training from the branch manager.
Our Total Quality Office is in-charge of conducting and monitoring all programs related to quality service such as customer satisfaction surveys, not just in our Head Office and branches, but also among our credit card merchants, insurance policyholders, and the motor shops. Our Customer Care Department periodically communicates to all our branches and our frontliners the common
Sales-Driven Branches. Also in 2008, we have started transforming our branches into effective sales outlets. Our branch personnel underwent daily sales huddles, coaching by sales experts, and were provided sales scripts and product crossselling strategies to bring BPI products to the consciousness of our customers. Relationship Managers (RMs) also took up Financial Advisory Programs and certifications to further hone their skills in providing relevant and effective financial advice to our customers.
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Through this program, our branches and RMs sold around 850,000 products in 2008. BPI On Call. BPI conducted a series of financial wellness seminars for over 400 companies in 2008. This worksite marketing approach enables us to generate more cross-selling opportunities from our corporate payroll customer base. Topics ranged from savings, budgeting, smart spending, investing and asset protection. This initiative enabled us to sell more than 50,000 products and earned the goodwill of both employers and employees. Mystery Client Survey. We have institutionalized the Mystery Client Survey (MCS), a market research tool used to measure service turnaround time, personnel behavior (including security guards), and quality of service. All our 827 branches across the country go through MCS three times a year, and results form part of the branches’ key performance appraisal. Net Promoter. Net Promoter is a management tool that is used to gauge the loyalty of our customer. Companies obtain their Net Promoter Score (NPS) by asking customers a single question on a 0 to 10 rating scale: “How likely is it that you would recommend our company to a friend or colleague?” Based on their responses, customers are categorized into one of three groups: Promoters (9-10 rating), Passives (7-8 rating), and Detractors (0-6 rating). The percentage of Detractors is then subtracted from the percentage of Promoters to obtain the NPS. In 2008, BPI has undergone three surveys and exceeded the global benchmark of 60% as we registered an NPS of 64%, which reflects growing customer confidence in the Bank. Conducted
42%
Decline in total customer complaints received in 2008 despite the 15% increase in deposit transactions
88%
Of customer complaints received through BPI’s Call Center responded within standard turnaround time
BPI’s Five-Step Customer Complaints Handling Process
Receipt of customer complaint
12
BPI Sustainability Report 2008
Dispatch
Action on Complaint
Feedback to Customer
Closure (TAT Monitoring, Lessons Learned)
by Contact Asia, the NPS survey covered more than 3,000 BPI customers, both preferred and mass market. Customer communication system To improve our way of communicating effectively with our customers, we have put in place a system that aims to proactively check and respond to customer complaints, institute counter measures, and upgrade customer satisfaction. Customer complaints. At BPI, compliance with the customer complaint handling process is closely monitored as complaints could potentially result in reputational risk and customer attrition. BPI’s customer complaints handling is a five-step process. We have a dedicated unit called Customer Care Department, which handles all customer complaints and inquiries, whether they are coursed through any BPI branch or office or received by our Call Center. The Customer Care Department responds to every telephone call, letter, or email and keeps a database of the nature of customer complaints. These are then tabulated and dispatched to the concerned units for the corresponding corrective or preventive measures. Feedback is given to the customer on the solutions undertaken. In the closure stage, we monitor the turnaround time to address the problem and lessons learned from the customer handling experience. A report, summarizing the issues raised by the customer, the type of service/product, measures taken to resolve the customer issues, and how quickly these had been resolved, are prepared and shared for our systemic improvement. We have a process of tracking the number of customer complaints for all BPI products and delivery channels such as ATM and BPI Expressonline. This kind of information enables us Nature of Complaint
2008
2007
to assess our performance on customer satisfaction against our business objectives. Customer privacy. BPI takes the issue of customer privacy protection very seriously. We have put in place policies and procedures to comply with all regulatory requirements on
Increase/ Decrease
% Increase/ Decrease
% vs. Total (2008)
% vs. Total (2007)
Branch Personnel
801
1,167
(366)
(31.36)
56.21
47.32
Branch Services
582
1,182
(600)
(50.76)
40.84
47.93
Branch Premises
42
117
( 75)
(64.10)
2.95
4.75
1,425
2,466
(1,041)
(42.21)
100
100
0.0009%
0.0019%
TOTAL Percentage of Complaint versus Total No. of Transactions
BPI Sustainability Report 2008
13
customer privacy and protection rights. All these policy standards and procedures are contained in a Management and Operating Manual database, organized into various risk areas. We also make available online an electronic copy of the “Service Code for Consumer Banking in the Philippines,� published by the Bank Marketing Association of the Philippines, for easy reference of all BPI personnel who deal with customers. The Bank’s Total Quality Office handles customer complaints, including those related to suspected breach of customer privacy information. While there was one customer complaint related to possible breach of customer privacy through the ATM, this ended up unsubstantiated. In cases of external attacks, BPI has an Information Management Security Framework that involves several protection mechanisms to prevent illegal access of customer data. In addition to the firewalls, we have our own intrusion prevention system and a patch management system wherein patches are obtained from vendors and applied to our workstations and servers. We also engage our customers, by issuing tips on how to safeguard themselves against fraudsters through our website and ATMs.
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BPI Sustainability Report 2008
The Bank has not experienced any incident when our system had been compromised. Still, we have remained vigilant against potential breaches and have put in place an Incident Management System and an Information Security Incident Response Team (ISIRT) that deals with all suspected incidents or breaches of information security.
Reducing Our Environmental Footprint
While energy consumption and waste generation are inevitable outcomes of corporate activities, we at BPI are fully committed to minimizing our environmental footprint by implementing practices and strategies across all our banking activities. Our Environmental Footprint
34,909,398 kwh Purchased electricity consumption, BPI Head Office Buildings
16,225 tons Equivalent carbon emissions from purchased electricity, BPI Head Office Buildings
766,987 cu. m. Water consumption, BPI Head Office Buildings
As a lender, investor and financial adviser, BPI plays a pivotal role in motivating our 12,089-strong workforce to become environmental champions and making our workplaces green or environmentfriendly. We also encourage other companies to get involved through our financing projects aimed at managing climate change-related risks and/or making their operations energy-efficient. For an effective response to climate change, we at BPI first identified our current status, assessed external requirements, set up a corporate vision, and implemented phased initiatives aligned with the nature of our industry. Through a partnership with the World Wide Fund for Nature (WWF), we launched the BPI I-GIVE (I Get
Involved, I Volunteer for the Environment) Program that seeks to inspire our employees to take personal responsibility for delivering our sustainability goals and leading positive change, both inside and outside BPI. Phase one of these initiatives in 2008 focused on making our employees aware of pressing environmental issues through a year-long information campaign. On our second year, we drew up action plans on energy conservation, water consumption, and paper use, among other things. Our goal in 2009 is to reduce our consumption of electricity and water by at least 5%. Energy use We are committed to enhancing our employees’ awareness and building an energy saving culture to facilitate greenhouse gas (GHG) reduction at workplaces and in the community at large.
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In the past three years, we have been tracking our monthly electricity consumption in BPI Head Office buildings and made significant progress in optimizing our energy use. While efforts were initiated in 2008 to widen the scope of the audit to our 827 branches, establishing the integrity of these data still poses a challenge. In 2008, we also installed energy-saving devices in the BPI Head Office such as using low-power lighting systems and LCD computer monitors. In addition, we adopted some energy conservation practices in workplaces, including turning off computer monitors when not in use. Our next steps include eliminating some electrical appliances that are not essential to our operations such as the use of water dispensers with heaters that consume a lot of electricity. However, we will have to first improve our filtration system so that the availability of potable water in our workplace will not be sacrificed. We will also put in place incentive schemes to encourage our employees to help promote and adopt our energy conservation efforts.
Financing sustainable energy Every crisis breeds opportunity. When electricity costs surged and power shortages loomed, a billion-dollar potential for local sustainable energy financing in the Philippines has emerged.
Water use In 2008, we consumed a total of 766,987.50 cubic meters of water in our BPI Head Office buildings. We expect our consumption to decline 5% in 2009 as we started installing waterless urinals in the male comfort rooms and adopt water conservation initiatives.
The International Finance Corporation (IFC), the World Bank’s private investment arm, has partnered with BPI for a Sustainable Energy Financing (SEF) program that aims to offer commercial financing to renewable energy and energy-efficiency projects. The Philippines is one of nine countries in the world to have been chosen for the SEF program implementation, making BPI a pioneer in Southeast Asia.
Paper use To minimize paper use, we have implemented a bank-wide initiative called the Electronic Approval System (EAS) for filing and issuing approvals on disbursements, leave applications, promotions, and commendations, among other things. Our internal communication system through Lotus Notes also helps us save on paper.
Launched in January 2008, BPI is currently working with IFC on developing products for energy efficiency and renewable energy projects with focus on manufacturing and industrial plants, office buildings, hotels, schools and hospitals. It has conducted more than 50 preliminary walkthroughs and energy audits for existing and potential clients, educating them on the benefits of energy-efficient operations.
We have also started to eliminate the production of physical documents such as bank statements and credit card statements, which translated to considerable cost savings of close to P40M on printing and physical distribution.
In 2008, BPI financed two projects – biogas expansion of a piggery in Bulacan and the purchase of energy-efficient equipment for a carton manufacturer in Cebu. For 2009, four companies with a total project cost of PhP4.7 billion have sought SEF from BPI.
GHG emissions In 2008, we logged a total of 16,225.05 tons in direct and indirect GHG emissions equivalent to our purchased electricity. While our cost reporting structure currently restricts us from quantifying our direct GHG emissions, we will initiate a tracking system on our international travel miles. Our near-term goal is to greatly reduce our environmental footprint. We will widen our scope to cover our nationwide operations and we will accordingly measure and include this in our succeeding reports.
SEF Portfolio
750
in million pesos
70
2008
16 BPI Sustainability Report 2008
Q1 2009
Servicing a Wider Market
At BPI, we ensure our accessibility through the various channels of branches, ATMs, phonebanking and internet banking. We are also accessible to a wide range of customer segments, the large and small corporate and the varied types of individuals.
Boosting MFIs’ capability Since 1989, BPI has been financing microfinance institutions (MFIs) through the BPI Foundation. It was the first commercial bank to provide MFI loans under its Financing Assistance Line. In 2006, the Bank created the BPI Microfinance Unit under the Corporate Banking Division to mainstream microfinance lending into its core business. Aside from providing wholesale portfolio financing, developmental capacity-building loans and business advisory using technology-based solutions, the Bank entered into partnerships with local microfinance councils, international development networks and guarantor Institutions.
By 2008, BPI had provided over PhP865 million in credit facilities to 21 MFIs, in turn benefiting over 170,000 micro-businesses. It also pioneered the use of electronic cash cards and online systems links by MFIs. In partnership with the Ateneo Development Studies Program, BPI provided training on portfolio management, product development, governance, and management information systems to the officers and staff of MFIs. To heighten its involvement in the microfinance sector, BPI entered into a milestone partnership in October 2008 with Globe Telecom and Ayala Corporation to form the country’s first microfinance-oriented bank. The new bank’s strategic initiatives include the development of innovative products and services, the establishment of a market-oriented ecosystem, and the use of mobile platforms of delivery.
BPI Sustainability Report 2008
17
Reaching Filipinos everywhere Money sent back to the country by an estimated nine million Filipinos abroad supports our economic growth. Channeled properly, these remittances totaling $16.43 billion in 2008, remain a stable source of consumption spending and investments. Recognizing the important role of overseas Filipino remittances to the economy, BPI set up 21 Remittance Centers and more than 100 tie-ups with correspondent banks and remittance agencies in key cities worldwide. These offices offer a fast, safe, and reliable way to send money to the Philippines. Beyond the remittance service, BPI aims to establish a banking relationship with the overseas Filipino segment. For this reason, Bank of the Philippine Islands (Europe) Plc was established in London and allowed by the Financial Services Authority to provide cross-border services in 12 Eurozone countries. Through its Overseas Segment Division, BPI also organizes various programs and activities for overseas Filipinos and their families under the BPInoy Learning Series, which is now on its fifth year. The Series focuses on value formation for Filipinos working abroad and their families in the Philippines. Participants are also taught to save and handle their finances and to start their own small business.
Remittances in billion US$
These initiatives helped make BPI the No. 1 remittance bank for three consecutive years, making it the first bank to be elevated to the Bangko Sentral ng Pilipinas’ Hall of Fame award in 2008.
18 BPI Sustainability Report 2008
3.97 3.19
2007
2008
24%
BPI’s share of the US$16.4-billion overseas Filipino remittance market in 2008
53%
BPI’s share of the sea-based remittance market in 2008
Engaging Our Employees
The success of a company depends on a shared vision of its Team. We value and inspire our employees by recognizing workplace rights, harnessing their talents and skills, and at the same time leveraging the power of technology. We regularly measure our performance to drive workplace improvements across the business. And more than just being a stable, profitable, reputable and sustainable institution, we are committed to corporate social responsibility (CSR). We look at CSR as an inextricable aspect of our business and a partnership with the community. Commitment to diversity We support workplace diversity and inclusion to allow our employees to evolve in a work environment that suits and nurtures their individual ability, providing opportunities for career growth and professional fulfillment. Of our total workforce of 12,089, women comprise 8,276 or 68%. At the senior management, the gender ratio of male to female is almost 1:1. Women comprise 61% of our middle management, 64% of our junior supervisory positions, and 72% of our rank-andfile employees. We also have five female directors in our Board, which has 15 members. We continuously improve our processes for attraction, retention and career development, providing equal opportunities to both men and women.
40%
Percentage of BPI’s workforce that belongs to the age bracket of 20 to 29 years old
2:1
Ratio of female to male in BPI’s total workforce
Profile of BPI’s Workforce By Age Age Bracket
20 to 29 30 to 39 40 to 49 50 to 59 60 to 69 TOTAL
1 No.
Total Workforce
Position/Rank
1
4,785 4,021 2,031 1,245 7 12,089
Rank and file Junior Supervisory 3 Middle Management 4 Senior Management 1
By Gender Male
Female
Senior Management 77 Middle Management 633 Junior Supervisory 879 Rank and file 2,224 TOTAL 3,813
82 993 1,583 5,618 8,276
1 2
2
2 3
20-29
30-39
1
2
2
3
3
40-49
50-59 60-69
M F
M F
M F
M F
M F
BPI Sustainability Report 2008
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Deepening our bench BPI also supports employee development through programs that offer general and functional training courses. Our goal is to provide every employee at least five training days a year. We surpassed this goal in 2008 when we logged an average training of 5.7 days per employee. In 2008, we hired and trained a core group of marketing specialists to augment our current sales force. We also sustained our financial advisory courses to enhance the investment management and financial consultancy skills of our frontline personnel. All BPI branch personnel likewise underwent customer service training. Customer feedback obtained through the “Expect More Smiles” program in our branches enabled our frontline personnel to further improve their interpersonal skills when dealing with clients and handling client situations. For senior executives, BPI launched in 2008 a pioneering Leadership Development Program in partnership with the Harvard Business School to further develop core leadership competencies. The learning process was further enhanced in 2009 as Harvard-based professors now interact real time with participants through video conferencing. Harvard alumni from BPI and other Ayala companies will also facilitate weekly case discussions. Qualified participants for the program are those identified to comprise BPI’s
Training Hours 3%
1
70%
core of leaders in the future, ensuring the sustainability of our business. Around 300 of our senior and middle management people will have access to Harvard Business School cases and Harvard Business Review articles online by the end of 2009. Enhancing opportunities and benefits BPI remains committed to sustaining an effective workforce by providing performance-based rewards and incentives and harmonizing career development processes for all employees. We have a Board-level committee that determines our personnel compensation and benefits.
Position/Rank
3
14%
Covered by Collective Bargaining Agreements
or 5,494 employees
28%
55%
BPI Sustainability Report 2008
or 6,595 employees
2
4
20
55%
Subject to regular performance reviews or career evaluations in 2008
Hours
• 1 Senior Management 1,727 • 2 Middle Management 19,708 • 3 Junior Supervisory 9,788 • 4 Rank and file 38,198 TOTAL 69,421
Work Tenure
By Age • 1 20 to 29 • 2 30 to 39 • 3 40 to 49 • 4 50 to 59 • 5 60 to 69
Personnel Turnover
1%
8%
3
4
5
3
2
TOTAL
No.
670 512 130 82 45 1,439
1 1 Permanent
91%
20-29 years old Status • 1 Permanent
No.
11,114
• 2 Probationary
975
• Contractual
137
3
Performance evaluation. Our employees are evaluated on the basis of their skill level and the application of their core competencies. We administer proficiency tests and give out certifications to ensure the quality of our workforce. We categorize our staff based on their level of skills: Level A, basic skills; B, basic plus additional skills; and C, universal staff with proficiencies in any job position. This assessment provides us an opportunity to give additional pay, appropriate training and career advancement to our employees. In 2008, 591 of our staff and specialists were promoted to a higher level. Moreover, qualified staff can become officers after going through a developmental program called the Officership Training Program (OTP). In 2008, 310 employees, whose performance were properly evaluated, were admitted to the OTP. In 2008, 6,595 or 55% of our employees, composed of all our officers and staff employed in our subsidiaries, excluding BPI Family Savings Bank, underwent annual performance reviews. This performance review serves as the basis for the salary increases of these employees. The salary increase for the rest of our staff, who are members of various employees unions, is based on the collective bargaining agreement (CBA). The performance of 1,028 newly hired employees was also evaluated prior to their permanent employment with the bank. Altogether, the performance of a total of 8,524 employees or 71% of our workforce was evaluated in 2008. Career planning. BPI has one of the longest succession planning programs in the industry. Thus, we strive to remain a fertile ground for harnessing the future business leaders of our country.
2
31%
47%
69% By Gender • Male • Female
No.
452 987
We also seek to ensure that our staff continues to be permanently and widely employable. We have a life cycle policy that involves cross posting and job rotation to fulfill the needs of the bank and the career aspirations of our employees as they stay longer with the Bank. The same policy covers our more than 250 Phonebankers who run our BPI Express Phone 24/7 service. In addition to getting an attractive total remuneration package, our Phonebankers have to move up the line and transition to a banking career after their three-year stint in our call center. This Call Center, which is now on its 11th year and handling nearly 14 million calls, both inbound and outbound, remains to be a good source of experienced personnel for our officer pool. Benefits package. BPI’s benefits and remuneration packages have been developed to help protect the financial security of employees. Our compensation package for newly hired employees is above the minimum wage and is standard for our new employees across the country. Our benefits include vacation and sick leaves, and other work/family balance benefits, non-cash benefits such as auto and housing loans, and comprehensive medical insurance and group term insurance. Upon their retirement, a BPI staff who has served 25 years receives cash benefits equivalent to two months salary for every year of service. Our competitive remuneration packages allows us to keep our attrition rate at 11% in 2008 – relatively one of the lowest in the industry.
BPI Sustainability Report 2008
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Promoting transparency Just as we always strive to adhere to the highest standards of corporate governance in the way we run our business, BPI also promotes the spirit of transparency within the workforce. Our human resource policies are accessible at a click through mybpionline. This HR portal launched in late 2008 provides a user-friendly platform which supports or compliments the Personnel Handbook we have made available in Lotus Notes. Ensuring industrial peace BPI is widely recognized for its policies and practices that promote industrial peace. We regularly hold labor-management sessions with our 25 labor unions which serve as a major feedback vehicle for clarifying policies and raising concerns. Around 70% of our rank-and-file employees are represented in these labor unions. Despite having the most number of labor unions in the industry, BPI has not experienced any untoward incident and business disruption for more than a decade now. Our track record for maintaining harmonious labor relations and industrial peace earned for us the Kapatiran Awards for job and business sustainability given by the Employers Confederation of the Philippines in 2007 (the award is given every two years). Involving our people While benefits are an important motivational element, BPI believes these are not the end-all solution to keeping a quality workforce. We see the long-term value of engaging our workforce as an effective vehicle in employee retention. Our engagement activities include mobilizing employee volunteers for our corporate social responsibility programs and involving the entire organization in efforts to save the environment through a campaign called BPI I-GIVE (I Get Involved, I Volunteer for the Environment). BPI employees are also encouraged to take part in seven Bank-subsidized interest clubs which include aikido, badminton, bonsai, bowling, chess, culinary, and camera clubs. These interest clubs serve as a creative outlet for employees to discover their talent and skills outside of banking.
22
BPI Sustainability Report 2008
Creating a safe workplace We are glad to report that we have not incurred any accident or fatality in the bank. We have successfully put in place a database on business continuity plan. This documents business continuity management (BCM) processes which will ensure safety of employees and continuous delivery of various products and services throughout the unibank both on day-to-day operations and disaster scenarios. It contains, among others, a standard response of the fire control and evacuation teams during fire drill and in the event of an actual fire. About 1.14% of our employees are assigned as part of the BCM team.
Corporate Social Responsibility
Aside from being BPI customers and sources of skilled workforce, communities are our partners in nation building. BPI Foundation, Inc., for more than three decades, serves as a catalyst in social development by focusing on areas of entrepreneurship and education, and environment.
Entrepreneurship and Education Small and medium enterprises (SMEs) contribute 32% of the country’s gross domestic product, employ 70% of the workforce, and account for 97% of all registered businesses. To enable them to access financing, BPI Foundation provides learning sessions on financial and credit management through its “Show Me, Teach Me SME - Empowering Entrepreneurs” with the help of BPI, its thrift bank arm BPI Family Savings Bank and the Department of Trade and Industry. In 2008, learning sessions for 106 SMEs were conducted in the cities of Balanga, Koronadal, Tacloban and Bacolod. A total of 816 SMEs has benefited from this program since its inception four years ago. In partnership with the Ateneo de Manila University (AdMU), the Foundation runs training programs on fundamentals and methodologies of microfinance, financial product design and development, managing loan delinquency, and financial analysis.
In 2008, these were attended by 169 participants from 60 MFIs, which should improve their delivery of services to their 789 thousand clients. The Foundation also extended developmental loans of P2.3M to MFIs for their management and staff training needs under AdMU’s Training and Mentoring Assistance Program. BPI Foundation also actively supported the production of the ATIKHA Overseas Workers and Communities Initiatives, Inc.’s trainor’s training manual on social cost of migration and audiovisual presentation on values formation and capacity building for OF dependents. ATIKHA is a non-government organization that provides economic and social services to overseas Filipinos and their families in the Philippines. To uplift the quality of education in the country, the Foundation partnered with the Philippine Business for Education (PBEd). For PBEd’s 1,000 Teachers Program, the Foundation provides each of the 20 Education scholars majoring in English, Mathematics and Science with a P25,000 stipend.
BPI Sustainability Report 2008
23
BPI Foundation awards college scholarships every year to the dependents of the BPI employees. Since the program’s inception in 1989, more than 150 children of BPI employees have obtained a college education and are now gainfully employed. In addition to this, the Foundation and the Department of Science and Technology (DOST) promotes science education in the country through the BPI-DOST Science Awards. The annual awards program recognizes and provides incentives to 30 graduating students who excel in specialized fields of science and engineering. This program has produced more than 500 awardees from ten partner universities nationwide since it started 20 years ago. The Foundation sponsored the Learning Laboratory at the Mind Museum, the first world class Science Museum in the Philippines scheduled to open in 2010, with an initial contribution of P3.0 million. Through the Doña Isabel Garcia Trust Fund managed by the Foundation, 11 public high schools in various towns of Quezon province became the beneficiaries of Gearing up Internet Literacy and Access for Students(GILAS) program. GILAS is a multi-sectoral initiative that aims to connect all of the Philippines’ 6,030 public high schools to the Internet. With BPI having almost a thousand artworks by renowned Filipino painters and sculptors, BPI Foundation, on its 30th anniversary celebration in 2008, published a coffee table book entitled Herencia – A Legacy of Art and Progress. The book contains photos of the bank’s extensive art collection as well as essays and valuable insights on art appreciation by art critics and patrons. An accompanying Teacher’s Guide on the book was also published.
24
BPI Sustainability Report 2008
500
Number of awardees in the BPI-DOST Science Awards from ten partner-universities over a span of 20 years
In the past four years, BPI and DOST have also given out the “Best Project of the Year” Awards. In 2008, Carla Gisela Ysabel P. Concepcion (center), a graduating BS Molecular Biology and Biotechnology student of UP Diliman, won the title for a potentially groundbreaking study that tracks the growth of cancer cells in the body.
Environment BPI Foundation and BPI Information Systems Group gave out used but working computers under the e-Donate program to Don Bosco Manpower Training Center, various schools in Quezon province, selected public elementary schools in Iloilo, ALC Foundation, Oblates of St. Benedict and Vincentian seminaries. BPI employees volunteered approximately 780 hours to community activities such as the Habitat for Humanity build at the St Hannibal Community, Pasay City, the annual International Coastal Cleanup and mangrove planting in Cordova, Cebu, and expertise-sharing at the Isaac Lopez Integrated School in Mandaluyong City.
GRI Content Index
GRI Indicator
Description
Page/s
1 Strategy and Analysis 1.1 Statement from the most senior decision maker(s) of the organization ........................................... 2-3 2 Organizational Profile 2.1 Name of the organization ......................................................................................... Cover, Inside Front Cover 2.2 Primary brands, products, and/or services ........................................................................................ 4 2.3 Operational structure and major divisions ......................................................................................... 7 2.4 Location of the company headquarters ............................................................................................ 5 2.5 Countries of operations ...................................................................................................................... 5 2.6 Nature of ownership and legal form ................................................................................................... 4 2.7 Markets served .................................................................................................................................. 4 2.8 Scale of the reporting organization ..................................................................................................... 4 2.9 Significant changes during the reporting period ................................................................................ N/A 2.10 Awards and recognitions received during the reporting period ....................................................... 6 3
Report Parameters 3.1 Reporting period .................................................................................................................................. 1 3.2 Date of most recent previous report .................................................................................................. N/A 3.3 Reporting cycle .................................................................................................................................... 1 3.4 Contact point for questions about the report and its contents .......................................................... 1, Back Cover
BPI Sustainability Report 2008
25
GRI Indicator
Description
Page/s
Report Scope and Boundary 3.5 3.6 3.7 3.8 3.10 3.11
Process for defining report content .................................................................................................... 1 Boundary of the report ........................................................................................................................ 1 Limitations on the scope or boundary of the report .......................................................................... 1 Basis for reporting on joint ventures, subsidiaries, and other related entities ................................. 1 Explanation of the effect of any re-statements of information provided in previous reports............ N/A Significant changes from previous reporting period .......................................................................... N/A
GRI Content Index 3.12 GRI Content Index Page ...................................................................................................................... 25-27 4 Governance, Commitments, and Engagement 4.1 Governance structure of the organization ........................................................................................ 7 4.2 Indicate if the Chair of the highest governance body is also an Executive Officer .......................... 7 4.3 Number of Independent and non-executive members ..................................................................... 7 4.4 Mechanisms for shareholders and employees to provide recommendations ................................. 7, 8, 21-22 5 Stakeholders Engagement 4.14 List of stakeholders groups .................................................................................................................. 8-9 4.15 Basis for identification and selection of stakeholders groups ........................................................... 8-9 ECONOMIC EC1
Economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments ....................................................................... 6
EC2
Coverage of the organization’s defined benefit plan obligations ..................................................... 21
EC5
Adherence to minimum wage law in areas of operations................................................................. 21
EC8
Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement ........................................... 23-24
26
BPI Sustainability Report 2008
GRI Indicator
Description
Page/s
ENVIRONMENT EN4
Indirect energy consumption by primary source................................................................................ 15-16
EN8
Total water withdrawal by source........................................................................................................ 15-16
EN16
Total direct and indirect greenhouse gas emissions by weight ........................................................ 15-16
EN26
Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation........................................................................................................... 15-16
SOCIAL LA1
Total workforce by employment type and employment contract .................................................. 19-21
LA2
Total number and rate of employee turnover by gender, age............................................................ 21
LA3
Benefits provided to full-time (permanent) employees ...................................................................... 20-21
LA4
Percentage of employees covered by collective bargaining agreements ........................................ 20-22
LA10
Average hours of training per year per employee by employee category ....................................... 20
LA12 PR5
Percentage of employees receiving regular performance and career development reviews.......... 20-21
PR8
Total number of substantiated complaints regarding breach of customer privacy and losses of customer data .................................................................................................................................. 14
Practices related to customer satisfaction, including results of surveys measuring customers’ (members’) satisfaction.................................................................................. 11-14
BPI Sustainability Report 2008
27
Acknowledgments
BPI Sustainability Technical Working Group (STWG) Aurelio Luis R. Montinola III President and CEO Gertie K. Sinio Chair-Senior Vice President, Corporate Planning and Accounting Gil A. Buenaventura Senior Executive Vice President, Corporate Banking Group Antonio V. Paner Executive Vice President, Financial Markets Group Natividad N. Alejo Senior Vice President, Consumer Banking Group Cesareo A. de Leon III Senior Vice President, Chief Risk Officer Maria Corazon S. Remo Senior Vice President/Executive Director of BPI Foundation, Inc. Manuel C. Tagaza Senior Vice President, Information Systems Group Teresita B. Tan Senior Vice President, Overseas Banking and Channel Services Group Oscar S. Dizon Vice President, Premises and General Services Division Florendo G. Maranan Vice President, Total Quality Office and BPI-WWF Partnership Lourdes B. Orosa Vice President, Human Resources and Management Group Eduardo D. Jose, Jr. Former Chair - Senior Vice President, Corporate Banking Group Myra G. Almogino-Calara Sustainability Report Coordinator Maria Fatima Reyes, CPA, MBA Sustainability Strategics Reporting Advisor and Consultant Writers Edge, Inc. Writers Writers Edge, Inc. Designer 28
BPI Sustainability Report 2008
Feedback Form
1.
To which stakeholder group do you belong? q Customer q Government/Regulatory Agency q Industry Organization q BPI Employee q Supplier q Investor q NGO Others ______________ (pls. specify)
2.
How did you obtain a copy of the BPI Sustainability Report? q BPI Website q BPI Employee Others ______________ (pls. specify)
3. What are your general comments about the report? Strongly Strongly Agree Agree Disagree Disagree Neutral The report is well-structured and easy to understand. q q q q q The report is written in a reader-friendly way and is interesting to read. q q q q q 4. What is your overall impression of the report? Excellent Good Fair Poor Content and Scope q q q q Layout and Design q q q q 5.
Which part of the report did you find most interesting and helpful? q Message from the President and CEO q Governance q Our Sustainability Performance q About BPI q Our Stakeholders Others ______________ (pls. specify)
6.
Did the report address the issue relevant to you? q Yes q No
7.
Please indicate other issues which should be addressed and included in the next report?
________________________________________________________________________________________________
________________________________________________________________________________________________
________________________________________________________________________________________________
q
Not Sure
8. Other comments and suggestions? ________________________________________________________________________________________________ BPI Sustainability Report 2008
29
Bank of the Philippine Islands 18th Floor, BPI Building 6768 Ayala Avenue Makati City 1226, Philippines
Sustainability Report 2008
The cover of this 2008 Sustainability Report is printed on FSC-certified Beckett Expression 30% PC, which is made of 30% process chlorine-free post-consumer recycled fiber with the balance comprised of elemental chlorine-free virgin fiber. This paper is made carbon neutral by Mohawk’s production processes by offsetting thermal manufacturing emissions with Verified Emission Reduction Credits, and by purchasing enough Green-e certified Renewable Energy Certificates to match 100% of the electricity used in our operations. This paper is certified by Green Seal.
Sustainability Report
20 08
Contact BPI welcomes comments, suggestions and inquiries on our Sustainability Report. Please write or call: Corporate Planning Division 18th Floor, BPI Building 6768 Ayala Avenue Makati City 1226, Philippines Tel. (632) 845-5245 Email: gksinio@bpi.com.ph