ING Direct 2011 Annual Report Download - page 24

engagement. Policy refinement is a continuous process. By enforcing
these standards, ING has been indirectly helping its clients improve
their overall risk profile. All ING activities are within the scope of the
ESR framework, so management of ESR is embedded in ING’s
mainstream financial risk management practice.
Ranking high in DJSI World
Each year various independent research organisations investigate
companies on social, environmental and ethical performance.
This research is used for benchmarking and to construct leading
sustainable indices, many of which ING is included in. In 2011,
ING was again selected for the Dow Jones Sustainability World
Index (DJSI World). Where the industry average score in the
insurance sector increased to 48, ING was rated 72 out of 100.
ING has been included in the DJSI World since 1999, the year in
which the indices were established.
As for our direct environmental impact, ING has been a carbon-
neutral company since 2007. We strive to minimise carbon
emissions that are a direct consequence of our operations around
the globe and have a company-wide ambition of minimising our
carbon footprint by 30% by 2012. We do this by more efficient use
of resources, sustainable means and sources for procurement and
encouraging employees to be mindful of the environmental impact
of their activities. We measure our remaining emissions and
compensate for them by investing in renewable energy projects.
Direct environmental footprint (1)
2011 2010 (2)
Energy use in MWh per FTE (3) 7.9 8.3
Business travel by air in km per FTE 3,041 2,639
Paper consumption in kg per FTE (4) 72.8 51.6
(1) More details including coverage of data can be found in the ING
Sustainability Report 2011. We report on energy and paper use and business
travel as this contributes to 99% of ING’s direct environmental footprint.
(2) Figures for 2010 have been adjusted due to the availability of more
accuratedata.
(3) This includes brown and green energy, natural gas, fuel oil and district heating.
(4) This includes eco-labelled paper and non eco-labelled paper.
MAKING A DIFFERENCE IN COMMUNITIES
With over 97,000 employees in more than 40 countries, ING is part
of many communities. We consider it our responsibility to make a
positive contribution to these communities, so we work hard to
strengthen them from the inside out. This involves educating
children about finance so that future generations can be financially
independent and self-sufficient.
At the heart of our community investment activities lies the ambition
to enable children worldwide to harvest their potential and build a
better future for themselves and the community around them. And
without education, their future is uncertain. Therefore, we focus our
initiatives on children and (financial) education, as their formative
years are of crucial importance. We support corporate philanthropic
initiatives and partnerships with charitable organisations based on
three components: financial contributions or cash donations, in-kind
donations of goods and services, and contributions of time, skills
and knowledge of our staff.
Global Challenge 2011 hits a record
The ING Chances for Children Global Challenge 2011 clocked
upa record number of 42,757 volunteering hours, up by nearly
10,000 from the previous year. The United Nations’ Universal
Children’s Day on 20 November marked the motivational point
for staff and management throughout ING to volunteer their
time and energy insupport of children’s projects. A total of
24,433 ING employees pooled their efforts in support of children
– up from 20,541 the previous year and equal to an impressive
25% of the company’s global workforce. A total of EUR 538,350
was raised for projects aimed atchildren’s education and welfare
projects. The myriad of activities ranged from acharity bazaar in
South Korea to promoting reading at local schools in Peru and
the Netherlands, and from collecting books for a children’s book
bank in Hungary tobaking pies in France and selling wine
andchocolates in Belgium.
SPONSORING AND ART MANAGEMENT
Sponsorships offer ING the opportunity to build sustainable
relationships with the communities in which we are active. They
offer an opportunity to support ING’s brand and help ING connect
to our main target groups. In order to make sure our sponsoring
iseffective and promotes a consistent image, we focus our policy
on three areas: ING in society, sports, and art & culture. Through
the ING in society activities, we enable employees to engage in
charitable activities in their community. Sponsorship in the field
ofsports ranges from soccer (Dutch national team) to the New York
Marathon. Our aim is to make art and culture accessible to a broad
audience. That is why ING sponsors the Rijksmuseum Amsterdam
and the Royal Concertgebouw Orchestra. They are our international
partners and strengthen our mutual goals through art by means
ofevents and other activities.
In addition to the sponsorship activities, the ING Collection, which
iscurated by ING Art Management and consists of 15,000 artworks
contributes to our art & culture philosophy. Art is an essential part
ofING’s corporate identity and creates a colourful daily work
environment in ING offices worldwide. Art is displayed everywhere
atING offices: incorridors, meeting rooms and restaurants. Many
INGemployees feelproud to be surrounded by works of art, which
stimulate social interaction and create an inspirational environment.
Objects from theING Collection are often found in specialised
(contemporary) artmuseums and exhibitions as well. In 2011,
whilereviewing the art collection following the operational splitofthe
banking and insurance operations, a sizeable portion ofourcollection
was donated to hospitals and care facilities in the Netherlands.
LOOKING FORWARD
The anticipated separation of the banking and insurance operations
will not alter ING’s commitment to sustainable development.
Thesustainability strategies for ING Bank and the to-be-separated
insurance/investment management operations willbe in line with the
Group strategy and based on a track record built up over the years.
22 ING Group Annual Report 2011
Sustainability continued