Download Banking with integrity : the winners of the financial by H. Spitzeck, M. Pirson, C. Dierksmeier PDF

By H. Spitzeck, M. Pirson, C. Dierksmeier

Banking with Integrity offers wealthy and in-depth case experiences of banks which have been doing good throughout the monetary drawback of 2007-2010. whereas different banks went bankrupt, have been nationalized, or struggled for survival a few ofthe featured situations elevated industry proportion, attracted extra clients and shunned domestic evictions in their clients.

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Indd 35 11/3/2011 12:02:15 PM 3 Banca Popolare Etica Antonino Vaccaro Introduction This chapter is a story of another Italy. It is an Italy that is unknown to most people, far removed from the scandals and media preoccupations that inevitably affect our perception of the reality. It is the story of a group of individuals who, day after day, work in the background in the pursuit of a better world, based on the ideals of social justice and common good. It is the story of Banca Etica, an Italian cooperative bank, which is first and foremost a community of people who have transformed the dream of ethical banking into a reality.

Indd 29 11/3/2011 12:02:14 PM 30 Patricia Palacios and Michael Pirson performance. ABN AMRO REAL, however, knew that by collaborating with its stakeholders and sharing best practices it could be of help. More than being merely supportive of others, ABN AMRO REAL knew that alone it could not accomplish much, but, together with its clients, could achieve much more and shorten the journey to make a real difference. Consequently, the bank introduced the ‘Espaço Real de Prácticas em Sustentabilidade’ – a program designed for the public, and especially for companies, supporting them in rethinking and redesigning their business processes in a lucrative and innovative manner, integrating financial results with corporate social responsibility.

1) had proved successful. As demonstrated below, its net income and assets grew steadily between 2002 and 2007. In comparison with 2002, its net income had grown by approximately 80 percent to USD 1,677 million. Since 1998, the bank’s investments in training, technology, and the re-engineering of its business processes, as well as the rising number of clients, have enabled it to increase its efficiency significantly. 2 percent in 2007. 8% Source: Adapted from ABN AMRO REAL Social Sustainability Report, 2007.

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