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Transcript of ING jaarverslag design
SUSTAINABILITY
ING 2011
RESPONSABILITY
2011 SuStainability RepoRt 3 Bank
Insurance / IIM
Businessindex
101,000
� 54,9 MLN
100 %
14.9 %
72/100
� 2,12 MLN
40
125,175
PEOPLE EMPLOYEDBY ING GLOBALY
TOTAL INCOME
ING IS 100% CARBON NEUTRALAND HAS BEEN SINCE 2007
OF OUR MANAGEMENT COUNCELCONSISTS OF WOMAN
SCORE OF DOW JONESSUSTAINABILITY INDEX
SUSTAINABLE ASSETSUNDER MANAGEMENT
NUMBER OF COUNTRIESWIDTH ING OFFICES
NUMBER OF CHILDRENPROVIDED WITH ACCES TO
PRIMERY EDUCATION
ING AT A GLANCEIt is our mission to help our customers manage their
financial future. Our role, however, extends beyond
economics and includes the impact we have on the
communities we serve. We feel a responsibility to
invest in a better future for people worldwide. Social,
ethical and environmental considerations are there-
fore an integral part of the way we do business. We
also team up with local and global partners to affect
lasting, positive change in areas like financial literacy,
child education and environmental preservation.
WHERE WE ARE AND WHAT WE DO
ING is a global financial institution of Dutch origin
that is driven by clear business principles and shared
values. In 2011, we separated Banking activities from
our Insurance and Investment Management opera-
tions. Please find our reports online at www.ing.com
2 4 8
12 16 18 24
28 36 44 54
60 68 80 82
84 86 96 97
INGCORPORATE
RESPONCABILITY
INGIN ACTION
DATAOVERVIEW
CHAIRMAN'SSTATEMENT
ING BUSINESSPRINCIPLES
THE FUTUREOF ING
OUR CORPORATERESPONSIBILITY
STRATEGY
STAKEHOLDERENGAGEMENT
CORPORATE RESPON-SIBILITY PROGRESS
REPORT
TIMELINE CORPORATERESPONSIBILITY
1. VALUINGCUSTOMER TRUST
2. BEYONDBUSINESS AS USUAL
3. APPETITE FORSUSTAINABILITY
4. ENGAGINGOUR EMPLOYEES
5. TOWARDS A SMALLER
FOOTPRINT
6. BUILDINGSTRONGER
COMMUNITIES
ING'S BALANCESHEET
KEY PERFORMANCEINDICATORS
ASSURANCEREPORT
DATA GOVERNANCE ANDCOMPLIANCE
OUR APPROACHTO REPORTING
ABOUT THIS REPORTthis report actualises our commitment to transparency and accountability. it provides an overview of our corporate responsibility strategy and the results we have achieved in 2010. these results are substantiated with data, case studies and comments from a broad range of stakeholders.
for a more detailed picture of our corporate responsibility efforts, please visit the 'ing for something better' website. this provides information based on the g3 sustainability reporting guidlines of the global reporting initiative. it also refers to the millennium development goals and the principles of the un global compact. www.ingforsomethingbetter.com/report
101,000
� 54,9 MLN
100 %
14.9 %
72/100
� 2,12 MLN
40
125,175
PEOPLE EMPLOYEDBY ING GLOBALY
TOTAL INCOME
ING IS 100% CARBON NEUTRALAND HAS BEEN SINCE 2007
OF OUR MANAGEMENT COUNCELCONSISTS OF WOMAN
SCORE OF DOW JONESSUSTAINABILITY INDEX
SUSTAINABLE ASSETSUNDER MANAGEMENT
NUMBER OF COUNTRIESWIDTH ING OFFICES
NUMBER OF CHILDRENPROVIDED WITH ACCES TO
PRIMERY EDUCATION
ING AT A GLANCEIt is our mission to help our customers manage their
financial future. Our role, however, extends beyond
economics and includes the impact we have on the
communities we serve. We feel a responsibility to
invest in a better future for people worldwide. Social,
ethical and environmental considerations are there-
fore an integral part of the way we do business. We
also team up with local and global partners to affect
lasting, positive change in areas like financial literacy,
child education and environmental preservation.
WHERE WE ARE AND WHAT WE DO
ING is a global financial institution of Dutch origin
that is driven by clear business principles and shared
values. In 2011, we separated Banking activities from
our Insurance and Investment Management opera-
tions. Please find our reports online at www.ing.com
2 4 8
12 16 18 24
28 36 44 54
60 68 80 82
84 86 96 97
INGCORPORATE
RESPONCABILITY
INGIN ACTION
DATAOVERVIEW
CHAIRMAN'SSTATEMENT
ING BUSINESSPRINCIPLES
THE FUTUREOF ING
OUR CORPORATERESPONSIBILITY
STRATEGY
STAKEHOLDERENGAGEMENT
CORPORATE RESPON-SIBILITY PROGRESS
REPORT
TIMELINE CORPORATERESPONSIBILITY
1. VALUINGCUSTOMER TRUST
2. BEYONDBUSINESS AS USUAL
3. APPETITE FORSUSTAINABILITY
4. ENGAGINGOUR EMPLOYEES
5. TOWARDS A SMALLER
FOOTPRINT
6. BUILDINGSTRONGER
COMMUNITIES
ING'S BALANCESHEET
KEY PERFORMANCEINDICATORS
ASSURANCEREPORT
DATA GOVERNANCE ANDCOMPLIANCE
OUR APPROACHTO REPORTING
ABOUT THIS REPORTthis report actualises our commitment to transparency and accountability. it provides an overview of our corporate responsibility strategy and the results we have achieved in 2010. these results are substantiated with data, case studies and comments from a broad range of stakeholders.
for a more detailed picture of our corporate responsibility efforts, please visit the 'ing for something better' website. this provides information based on the g3 sustainability reporting guidlines of the global reporting initiative. it also refers to the millennium development goals and the principles of the un global compact. www.ingforsomethingbetter.com/report
101,000
� 54,9 MLN
100 %
14.9 %
72/100
� 2,12 MLN
40
125,175
PEOPLE EMPLOYEDBY ING GLOBALY
TOTAL INCOME
ING IS 100% CARBON NEUTRALAND HAS BEEN SINCE 2007
OF OUR MANAGEMENT COUNCELCONSISTS OF WOMAN
SCORE OF DOW JONESSUSTAINABILITY INDEX
SUSTAINABLE ASSETSUNDER MANAGEMENT
NUMBER OF COUNTRIESWIDTH ING OFFICES
NUMBER OF CHILDRENPROVIDED WITH ACCES TO
PRIMERY EDUCATION
ING AT A GLANCEIt is our mission to help our customers manage their
financial future. Our role, however, extends beyond
economics and includes the impact we have on the
communities we serve. We feel a responsibility to
invest in a better future for people worldwide. Social,
ethical and environmental considerations are there-
fore an integral part of the way we do business. We
also team up with local and global partners to affect
lasting, positive change in areas like financial literacy,
child education and environmental preservation.
WHERE WE ARE AND WHAT WE DO
ING is a global financial institution of Dutch origin
that is driven by clear business principles and shared
values. In 2011, we separated Banking activities from
our Insurance and Investment Management opera-
tions. Please find our reports online at www.ing.com
2 4 8
12 16 18 24
28 36 44 54
60 68 80 82
84 86 96 97
INGCORPORATE
RESPONCABILITY
INGIN ACTION
DATAOVERVIEW
CHAIRMAN'SSTATEMENT
ING BUSINESSPRINCIPLES
THE FUTUREOF ING
OUR CORPORATERESPONSIBILITY
STRATEGY
STAKEHOLDERENGAGEMENT
CORPORATE RESPON-SIBILITY PROGRESS
REPORT
TIMELINE CORPORATERESPONSIBILITY
1. VALUINGCUSTOMER TRUST
2. BEYONDBUSINESS AS USUAL
3. APPETITE FORSUSTAINABILITY
4. ENGAGINGOUR EMPLOYEES
5. TOWARDS A SMALLER
FOOTPRINT
6. BUILDINGSTRONGER
COMMUNITIES
ING'S BALANCESHEET
KEY PERFORMANCEINDICATORS
ASSURANCEREPORT
DATA GOVERNANCE ANDCOMPLIANCE
OUR APPROACHTO REPORTING
ABOUT THIS REPORTthis report actualises our commitment to transparency and accountability. it provides an overview of our corporate responsibility strategy and the results we have achieved in 2010. these results are substantiated with data, case studies and comments from a broad range of stakeholders.
for a more detailed picture of our corporate responsibility efforts, please visit the 'ing for something better' website. this provides information based on the g3 sustainability reporting guidlines of the global reporting initiative. it also refers to the millennium development goals and the principles of the un global compact. www.ingforsomethingbetter.com/report
They seT The sTandard
6 Bank
Insurance / IIM
Business
They seT The sTandard
2011 SuStainability RepoRt 7 Bank
Insurance / IIM
Business
8
inspiring leaders
42years old
26years at Citigroup
58eployees
4Children
riskManageMent
9
10
inspiring leaders
42years old
26years at Citigroup
58eployees
4Children
riskManageMent
11
52years old
26years at Citigroup
58eployees
4Children
riskManageMent
12
inspiring leaders
13
4598241
YEARS OLD
FOLLOWERS
EXPERIENCE
IDEAL
CLEANENERGY
PIETERVERSCHUREN
14
inspiring leaders
4598241
YEARS OLD
FOLLOWERS
EXPERIENCE
IDEAL
CLEANENERGY
PIETERVERSCHUREN
15
dear stakeholder,last year marked the beginning of a new era for ing. adapting to the changed financial landscape required bold steps and culminated in the fundamental decision to separate our banking, insurance and investment management activities.
It also made us look at our company’s culture, the values we have in place, and how we interact with our stakeholders.
In 2009, we launched the refreshed ING Business Principles and started a corresponding employee awareness campaign. Our Principles clearly prescribe the values we pursue in both banking and insurance, and the responsibilities we have towards society and the environment.
We have taken a number of initiatives to be more transparent
and open for feedback about the way we operate. For example, we have started a series of dialogue sessions on ING’s role in society. My colleagues and I actively engaged in dialogue with customers, social partners, non-governmental organisations, media, policy makers, academia and investors. Together we set the foundation for culture change within ING and we will continue to build on this in 2010 and beyond.
Taking our stakeholders’ views into consideration enables us to constantly evaluate if we are on
the right track. A clear example of this is our Defence Policy. In 2008, we began evaluating the policy to meet the changing demands in society with regard to financial institutions’ finance and investment decisions on controversial weapons. This led to an extension of the scope of our Defence Policy in 2009.
Environmental protection also remains one of our priority areas going forward. To focus greater attention on the financing of, and investment in, sustainable energy, we are evaluating our portfolio
16 Bank
Insurance / IIM
CeO statement
2011 SuStainability RepoRt
18 BANk
INsurANcE / IIM
BalanCe sheet
CASH AND BALANCES WITH CENTRAL BANKS
AMOUNTS DUE FROM BANKS
FINANCIAL ASSETS AT FAIR VALUE THROUGH PROFIT AND LOSS
INVESTMENTS
LOANS AND ADVANCES TO COSTUMERS
OTHER ASSETS
OUR CASH BALANCES AND AMOUNTS HELD AT CENTRAL BANKS
LOANS TO AND DEPOSITS WITH OTHER BANKS
INVESTMENTS IN BONDS AND EQUITIES AND DERIVATIVES THAT HELP US MANAGE FINENCIAL RISKS
INVESTMENTS IN BONDS AND EQUITIES, AMONG OTHERS USED TO COVER OUR TOINSURANCE POLICY HOLDERS
LOANS WE PROVIDE TO OUR CUSTOMERS. FOR EXAMPLE RESIDENTIALMORTGAGES, BUT ALSO CREDIT FACILITIES FOR GOVERNMENTS AND BUSSINESSES
THIS INCLUDES AMONG OTHERS, INTEREST AND TAXES TO BE RECEIVED
100
ASSETSHOW WE INVEST OUR MONEY
CASH AND BALANCES WITH CENTRAL BANKS
AMOUNTS DUE FROM BANKS
FINANCIAL ASSETS AT FAIR VALUE THROUGH PROFIT AND LOSS
INVESTMENTS
LOANS AND ADVANCES TO COSTUMERS
OTHER ASSETS
AMOUNTS DUE FROM BANKS
OUR CASH BALANCES AND AMOUNTS HELD AT CENTRAL BANKS
LOANS TO AND DEPOSITS WITH OTHER BANKS
INVESTMENTS IN BONDS AND EQUITIES AND DERIVATIVES THAT HELP US MANAGE FINENCIAL RISKS
INVESTMENTS IN BONDS AND EQUITIES, AMONG OTHERS USED TO COVER OUR TOINSURANCE POLICY HOLDERS
LOANS WE PROVIDE TO OUR CUSTOMERS. FOR EXAMPLE RESIDENTIALMORTGAGES, BUT ALSO CREDIT FACILITIES FOR GOVERNMENTS AND BUSSINESSES
THIS INCLUDES AMONG OTHERS, INTEREST AND TAXES TO BE RECEIVED
INVESTMENTS IN BONDS AND EQUITIES, AMONG OTHERS USED TO COVER OUR TOINSURANCE POLICY HOLDERS
100
CASH AND BALANCES WITH CENTRAL BANKS
AMOUNTS DUE FROM BANKS
FINANCIAL ASSETS AT FAIR VALUE THROUGH PROFIT AND LOSS
OUR CASH BALANCES AND AMOUNTS HELD AT CENTRAL BANKS
LOANS TO AND DEPOSITS WITH OTHER BANKS
INVESTMENTS IN BONDS AND EQUITIES AND DERIVATIVES THAT HELP US MANAGE FINENCIAL RISKS
LIABILLITIESMONEY ENTRUSTED TO US
EQUITY
P24
P44
2011 SuStainability RepoRt 19 BANk
INsurANcE / IIM
BalanCe sheet
CASH AND BALANCES WITH CENTRAL BANKS
AMOUNTS DUE FROM BANKS
FINANCIAL ASSETS AT FAIR VALUE THROUGH PROFIT AND LOSS
INVESTMENTS
LOANS AND ADVANCES TO COSTUMERS
OTHER ASSETS
OUR CASH BALANCES AND AMOUNTS HELD AT CENTRAL BANKS
LOANS TO AND DEPOSITS WITH OTHER BANKS
INVESTMENTS IN BONDS AND EQUITIES AND DERIVATIVES THAT HELP US MANAGE FINENCIAL RISKS
INVESTMENTS IN BONDS AND EQUITIES, AMONG OTHERS USED TO COVER OUR TOINSURANCE POLICY HOLDERS
LOANS WE PROVIDE TO OUR CUSTOMERS. FOR EXAMPLE RESIDENTIALMORTGAGES, BUT ALSO CREDIT FACILITIES FOR GOVERNMENTS AND BUSSINESSES
THIS INCLUDES AMONG OTHERS, INTEREST AND TAXES TO BE RECEIVED
100
ASSETSHOW WE INVEST OUR MONEY
CASH AND BALANCES WITH CENTRAL BANKS
AMOUNTS DUE FROM BANKS
FINANCIAL ASSETS AT FAIR VALUE THROUGH PROFIT AND LOSS
INVESTMENTS
LOANS AND ADVANCES TO COSTUMERS
OTHER ASSETS
AMOUNTS DUE FROM BANKS
OUR CASH BALANCES AND AMOUNTS HELD AT CENTRAL BANKS
LOANS TO AND DEPOSITS WITH OTHER BANKS
INVESTMENTS IN BONDS AND EQUITIES AND DERIVATIVES THAT HELP US MANAGE FINENCIAL RISKS
INVESTMENTS IN BONDS AND EQUITIES, AMONG OTHERS USED TO COVER OUR TOINSURANCE POLICY HOLDERS
LOANS WE PROVIDE TO OUR CUSTOMERS. FOR EXAMPLE RESIDENTIALMORTGAGES, BUT ALSO CREDIT FACILITIES FOR GOVERNMENTS AND BUSSINESSES
THIS INCLUDES AMONG OTHERS, INTEREST AND TAXES TO BE RECEIVED
INVESTMENTS IN BONDS AND EQUITIES, AMONG OTHERS USED TO COVER OUR TOINSURANCE POLICY HOLDERS
100
CASH AND BALANCES WITH CENTRAL BANKS
AMOUNTS DUE FROM BANKS
FINANCIAL ASSETS AT FAIR VALUE THROUGH PROFIT AND LOSS
OUR CASH BALANCES AND AMOUNTS HELD AT CENTRAL BANKS
LOANS TO AND DEPOSITS WITH OTHER BANKS
INVESTMENTS IN BONDS AND EQUITIES AND DERIVATIVES THAT HELP US MANAGE FINENCIAL RISKS
LIABILLITIESMONEY ENTRUSTED TO US
EQUITY
P24
P44
Bu
siness
08
klein inleidende tekst van wat er in dit hoofdstuk te vin-den is. klein inleidende tekst van wat er in dit hoofdstuk te vinden is.
text from balance sheet lorum ipson jaadie blaadie da
22 Bank
Insurance / IIM
Business
detailed break down
• Aspartofoureffortsinthecommunity,Iamproudtosaythatthe2009‘Global
challenge’, an annual initiative
• FeaturingemployeevolunteeringandfundraisinginitiativesforourINGChancesfor
children programme, was again a
• Resoundingsuccess.Ouremployeescollectedfundsforchildrenandeducation-
related projects and we saw a record
• Participationof16%ofourglobalworkforce.
• Takingourstakeholders’viewsintoconsiderationenablesustoconstantlyevaluate
if we are on the right track. A clear
• ExampleofthisisourDefencePolicy.In2008,webeganevaluatingthepolicyto
meet the changing
Measuring our Business iMpacT
Taking our stakeholders’ views into consideration enables us to
constantly evaluate if we are on the right track. A clear example of
this is our Defence Policy. In 2008, we began evaluating the policy to
meet the changing
2011 SuStainability RepoRt 23 Bank
Insurance / IIM
Business
EquATOr PrINcIPlEs
It also made us look at our company’s culture, the values we have in place, and how we interact with our stakeholders.
In 2009, we launched the refreshed ING Business Principles and started a corresponding employee awareness campaign. Our Principles clearly prescribe the values we pursue in both banking and insurance, and the responsibilities we have towards society and the environment.
We have taken a number of initiatives to be more transparent
and open for feedback about the way we operate. For example, we have started a series of dialogue sessions on ING’s role in society. My colleagues and I actively engaged in dialogue with customers, social partners, non-governmental organisations, media, policy makers, academia and investors. Together we set the foundation for culture change within ING and we will continue to build on this in 2010 and beyond.
Taking our stakeholders’ views into consideration enables us to constantly evaluate if we are on
the right track. A clear example of this is our Defence Policy. In 2008, we began evaluating the policy to meet the changing demands in society with regard to financial institutions’ finance and investment decisions on controversial weapons. This led to an extension of the scope of our Defence Policy in 2009.
Environmental protection also remains one of our priority areas going forward. To focus greater attention on the financing of, and investment in, sustainable energy, we are evaluating our portfolio
24 Bank
Insurance / IIM
Business
It also made us look at our company’s culture, the values we have in place, and how we interact with our stakeholders.
In 2009, we launched the refreshed ING Business Principles and started a corresponding employee awareness campaign. Our Principles clearly prescribe the values we pursue in both banking and insurance, and the responsibilities we have towards society and the environment.
We have taken a number of initiatives to be more transparent
and open for feedback about the way we operate. For example, we have started a series of dialogue sessions on ING’s role in society. My colleagues and I actively engaged in dialogue with customers, social partners, non-governmental organisations, media, policy makers, academia and investors. Together we set the foundation for culture change within ING and we will continue to build on this in 2010 and beyond.
Taking our stakeholders’ views into consideration enables us to constantly evaluate if we are on
the right track. A clear example of this is our Defence Policy. In 2008, we began evaluating the policy to meet the changing demands in society with regard to financial institutions’ finance and investment decisions on controversial weapons. This led to an extension of the scope of our Defence Policy in 2009.
Environmental protection also remains one of our priority areas going forward. To focus greater attention on the financing of, and investment in, sustainable energy, we are evaluating our portfolio
2011 SuStainability RepoRt 25 Bank
Insurance / IIM
Business
EquATOr PrINcIPlEs
It also made us look at our company’s culture, the values we have in place, and how we interact with our stakeholders.
In 2009, we launched the refreshed ING Business Principles and started a corresponding employee awareness campaign. Our Principles clearly prescribe the values we pursue in both banking and insurance, and the responsibilities we have towards society and the environment.
We have taken a number of initiatives to be more transparent
and open for feedback about the way we operate. For example, we have started a series of dialogue sessions on ING’s role in society. My colleagues and I actively engaged in dialogue with customers, social partners, non-governmental organisations, media, policy makers, academia and investors. Together we set the foundation for culture change within ING and we will continue to build on this in 2010 and beyond.
Taking our stakeholders’ views into consideration enables us to constantly evaluate if we are on
2011
2010
2009
2008
2007
2006
6872 MLN
%
5947 MLN
%
47251 MLN
%
3284 MLN
%
2536 MLN
%
3814 MLN
%
2011
2010
2009
2008
2007
2006
26 Bank
Insurance / IIM
Business
It also made us look at our company’s culture, the values we have in place, and how we interact with our stakeholders.
In 2009, we launched the refreshed ING Business Principles and started a corresponding employee awareness campaign. Our Principles clearly prescribe the values we pursue in both banking and insurance, and the responsibilities we have towards society and the environment.
We have taken a number of initiatives to be more transparent
and open for feedback about the way we operate. For example, we have started a series of dialogue sessions on ING’s role in society. My colleagues and I actively engaged in dialogue with customers, social partners, non-governmental organisations, media, policy makers, academia and investors. Together we set the foundation for culture change within ING and we will continue to build on this in 2010 and beyond.
Taking our stakeholders’ views into consideration enables us to constantly evaluate if we are on
the right track. A clear example of this is our Defence Policy. In 2008, we began evaluating the policy to meet the changing demands in society with regard to financial institutions’ finance and investment decisions on controversial weapons. This led to an extension of the scope of our Defence Policy in 2009.
Environmental protection also remains one of our priority areas going forward. To focus greater attention on the financing of, and investment in, sustainable energy, we are evaluating our portfolio
2011 SuStainability RepoRt 27 Bank
Insurance / IIM
Business
EquATOr PrINcIPlEs
It also made us look at our company’s culture, the values we have in place, and how we interact with our stakeholders.
In 2009, we launched the refreshed ING Business Principles and started a corresponding employee awareness campaign. Our Principles clearly prescribe the values we pursue in both banking and insurance, and the responsibilities we have towards society and the environment.
We have taken a number of initiatives to be more transparent
and open for feedback about the way we operate. For example, we have started a series of dialogue sessions on ING’s role in society. My colleagues and I actively engaged in dialogue with customers, social partners, non-governmental organisations, media, policy makers, academia and investors. Together we set the foundation for culture change within ING and we will continue to build on this in 2010 and beyond.
Taking our stakeholders’ views into consideration enables us to constantly evaluate if we are on
and open for feedback about the way we operate. For example, we have started a series of dialogue sessions on ING’s role in society. My colleagues and I actively engaged in dialogue with customers, social partners, non-governmental organisations, media, policy makers, academia and investors. Together we set the foundation for culture change within ING and we will continue to build on this in 2010 and beyond.
Taking our stakeholders’ views into consideration enables us to constantly evaluate if we are on
28 Bank
Insurance / IIM
Business
It also made us look at our company’s culture, the values we have in place, and how we interact with our stakeholders.
In 2009, we launched the refreshed ING Business Principles and started a corresponding employee awareness campaign. Our Principles clearly prescribe the values we pursue in both banking and insurance, and the responsibilities we have towards society and the environment.
We have taken a number of initiatives to be more transparent
and open for feedback about the way we operate. For example, we have started a series of dialogue sessions on ING’s role in society. My colleagues and I actively engaged in dialogue with customers, social partners, non-governmental organisations, media, policy makers, academia and investors. Together we set the foundation for culture change within ING and we will continue to build on this in 2010 and beyond.
Taking our stakeholders’ views into consideration enables us to constantly evaluate if we are on
2011 SuStainability RepoRt 29 Bank
Insurance / IIM
Business
Lorem ipsum dolor sit amet, consectetuer adipiscing
elit. Aenean commodo ligula eget dolor. Aenean
massa. Cum sociis natoque penatibus et magnis dis
parturient montes, nascetur ridiculus mus. Donec
quam felis, ultricies nec, pellentesque eu, pretium
quis, sem. Nulla consequat massa quis enim. Donec
pede justo, fringilla vel, aliquet nec, vulputate eget,
arcu. In enim justo, rhoncus ut, imperdiet a, venenatis
vitae, justo. Nullam dictum felis eu pede mollis
pretium. Integer tincidunt. Cras dapibus. Vivamus
elementum semper nisi. Aenean vulputate eleifend
tellus. Aenean leo ligula, porttitor eu, consequat vitae,
eleifend ac, enim. Aliquam lorem ante, dapibus in,
viverra quis, feugiat a, tellus. Phasellus viverra nulla ut
metus varius laoreet. Quisque rutrum. Aenean imper-
diet. Etiam ultricies nisi vel augue. Curabitur ullamcor-
per ultricies nisi. Nam eget dui.
30
Business
BANk
INsurANcE / IIM
Lorem ipsum dolor sit amet, consectetuer adipiscing
elit. Aenean commodo ligula eget dolor. Aenean
massa. Cum sociis natoque penatibus et magnis dis
parturient montes, nascetur ridiculus mus. Donec
quam felis, ultricies nec, pellentesque eu, pretium
quis, sem. Nulla consequat massa quis enim. Donec
pede justo, fringilla vel, aliquet nec, vulputate eget,
arcu. In enim justo, rhoncus ut, imperdiet a, venenatis
vitae, justo. Nullam dictum felis eu pede mollis
pretium. Integer tincidunt. Cras dapibus. Vivamus
elementum semper nisi. Aenean vulputate eleifend
tellus. Aenean leo ligula, porttitor eu, consequat vitae,
eleifend ac, enim. Aliquam lorem ante, dapibus in,
viverra quis, feugiat a, tellus. Phasellus viverra nulla ut
metus varius laoreet. Quisque rutrum. Aenean imper-
diet. Etiam ultricies nisi vel augue. Curabitur ullamcor-
per ultricies nisi. Nam eget dui.
2011 SuStainability RepoRt 31 Bank
Insurance / IIM
Business
shawn d. MillerManaging director -
environmental and social risk Management at citigroup
this progress made a significant difference
Business
We believe they have indeed made a difference. Internally within citi they helped raise awareness on climate issues generally, and prompted us to integrate climate risk assessment into our lending decisions within the power sector.
Environmental protection also remains one of our priority areas going forward. To focus greater attention on the financing of, and investment in, sustainable energy, we are evaluating our portfolio and assessing opportunities. One of our ambitions for 2010 is to stimulate sustainable
entrepreneurship and further increase our portfolio of green products and services.
As part of our efforts in the community, I am proud to say that the2009‘GlobalChallenge’,anannual initiative featuring employee volunteering and fundraising initiatives for our ING chances for children programme, was again a resounding success. Our employees collected funds for children and education-related projects and we saw a record participationof16%ofourglobalworkforce.
2011 SuStainability RepoRt 33 Bank
Insurance / IIM
Business
We believe they have indeed made a difference. Internally within citi they helped raise awareness on climate issues generally, and prompted us to integrate climate risk assessment into our lending decisions within the power sector.
Environmental protection also remains one of our priority areas going forward. To focus greater attention on the financing of, and investment in, sustainable energy, we are evaluating our portfolio and assessing opportunities. One of our ambitions for 2010 is to stimulate sustainable
entrepreneurship and further increase our portfolio of green products and services.
As part of our efforts in the community, I am proud to say that the2009‘GlobalChallenge’,anannual initiative featuring employee volunteering and fundraising initiatives for our ING chances for children programme, was again a resounding success.
appetite for sustainability
in the last 2 years ing increased its investments to 100% sustainable
34 BANk
INsurANcE / IIM
infOgraphiC
in the last 2 years ing increased its investments to 100% sustainable
We believe they have indeed made a
difference. internally within Citi they
helped raise awareness on climate
issues generally
2011 SuStainability RepoRt 35
Business
2011
2010
2009
2008
2007
2006
6872 MLN
%
68183 MLN
%
6223 MLN
%
5947 MLN
%
47251 MLN
%49260 MLN
%
3284 MLN
%
2536 MLN
%
3234 MLN
%
3814 MLN
%
2841 MLN
% 4667 MLN
%
2319 MLN
%
418 MLN
%
1814 MLN
%
Coal
Gas
Hyd
ro
Win
d
O�s
hore
Win
d
Sola
r PV
Sola
r The
rmal
Amounts in € million 2010 2009
ING Groenbank
ING Duurzaam Aandelen Fonds
INI Duurzaam Rendement Fonds
ING (L) Invest Sustainable Growth
ING (B) Invest Solidarity Mixed/Child Focus EUR
ING (L) Renta Sustainable Fixed Income
Europe Sustainable Mandate
Enhanced Core Socially Responsible Equity Common Trust
Sustainable global equity funds managed by ING Private Banking
Sustainable Portfolios
ING Liric SRI Top 50
total excluding sustainable assets externally managed
ING (L) Climate Focus
ING Thai Global Water Fund
ING Green Focus Fund
total thematic funds
total
SUSTAINABLE ASSETS UNDER MANAGEMENT
The sustainable assets under management showed an increase of 5%.
More information is available on page 82.
THEMATIC FUNDS
SUSTAINABLEGLOBAL EQUITYFUNDS MANAGEDBY ING INVESTMENTMANAGEMENT
BANk
INsurANcE / IIM
36 BANk
INsurANcE / IIM
timeline
Sustainability is integrated into the personal accountability
and performance objectives of our senior management
ING raises EUR 3.7 million for UNICEF in 2010
A sustainable paper policy is developed which calls on all Business Units to engage in
paper consumption reduction measures, sustainable paper procurement and / or paper
recycling initiatives
Launch of the Global Challenge
ING extends the scope of the Defence Policy to include all
business activities
1978
2011Launch of the Global
Challenge
ING extends the scope of the Defence Policy to include all
business activities
1992
Launch of the Global Challenge
ING extends the scope of the Defence Policy to include all
business activities
1991
ING signs talent to the top charter commitment to have
more women in senior management positions
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
2010
Commitment to have more women in senior management
positions
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
2009
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
2008
Commitment to have more women in senior management
positions
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
2006
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
2005
ING signs talent to the top charter commitment to have
more women in senior management positions
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
2007
Commitment to have more women in senior management
positions
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
2004
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
2003Commitment to have more
women in senior management positions
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
2001
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
2002
ING signs talent to the top charter commitment to have
more women in senior management positions
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
2000
Commitment to have more women in senior management
positions
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
1999
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
1997
Commitment to have more women in senior management
positions
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
1996
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
1995
ING signs talent to the top charter commitment to have
more women in senior management positions
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
1998
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
1993
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
1994
environment
community
people
business
2011 SuStainability RepoRt 37 BANk
INsurANcE / IIM
timeline
Sustainability is integrated into the personal accountability
and performance objectives of our senior management
ING raises EUR 3.7 million for UNICEF in 2010
A sustainable paper policy is developed which calls on all Business Units to engage in
paper consumption reduction measures, sustainable paper procurement and / or paper
recycling initiatives
Launch of the Global Challenge
ING extends the scope of the Defence Policy to include all
business activities
1978
2011Launch of the Global
Challenge
ING extends the scope of the Defence Policy to include all
business activities
1992
Launch of the Global Challenge
ING extends the scope of the Defence Policy to include all
business activities
1991
ING signs talent to the top charter commitment to have
more women in senior management positions
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
2010
Commitment to have more women in senior management
positions
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
2009
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
2008
Commitment to have more women in senior management
positions
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
2006
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
2005
ING signs talent to the top charter commitment to have
more women in senior management positions
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
2007
Commitment to have more women in senior management
positions
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
2004
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
2003Commitment to have more
women in senior management positions
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
2001
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
2002
ING signs talent to the top charter commitment to have
more women in senior management positions
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
2000
Commitment to have more women in senior management
positions
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
1999
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
1997
Commitment to have more women in senior management
positions
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
1996
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
1995
ING signs talent to the top charter commitment to have
more women in senior management positions
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
1998
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
1993
In the Netherlands, Belgium and the US, 100% of all
electricity purchased is green
1994
environment
community
people
business
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adipiscing elit. Aenean commodo ligula
eget dolor. Aenean massa. Cum sociis
natoque penatibus et magnis dis parturi-
ent montes, nascetur ridiculus mus. Donec
quam felis, ultricies nec, pellentesque eu,
Lorem ipsum dolor sit amet, consectetuer
adipiscing elit. Aenean commodo ligula
eget dolor. Aenean massa. Cum sociis
natoque penatibus et magnis dis parturi-
ent montes, nascetur ridiculus mus. Donec
quam felis, ultricies nec, pellentesque eu,
Lorem ipsum dolor sit amet, consectetuer
adipiscing elit. Aenean commodo ligula
eget dolor. Aenean massa. Cum sociis
natoque penatibus et magnis dis parturi-
ent montes, nascetur ridiculus mus. Donec
quam felis, ultricies nec, pellentesque eu,
Lorem ipsum dolor sit amet, consectetuer
adipiscing elit. Aenean commodo ligula
eget dolor. Aenean massa. Cum sociis
natoque penatibus et magnis dis parturi-
ent montes, nascetur ridiculus mus. Donec
quam felis, ultricies nec, pellentesque eu,
Lorem ipsum dolor sit amet, consectetuer adipisc-
ing elit. Aenean commodo ligula eget dolor.
Aenean massa. Cum sociis natoque penatibus et
magnis dis parturient montes, nascetur ridiculus
mus. Donec quam felis, ultricies nec, pellentesque
eu, pretium quis, sem. Nulla consequat massa quis
enim. Donec pede justo, fringilla vel, aliquet nec,
vulputate eget, arcu. In enim justo, rhoncus ut,
imperdiet a, venenatis vitae, justo. Nullam dictum
felis eu pede mollis pretium. Integer tincidunt. Cras
dapibus. Vivamus elementum semper nisi. Aenean
vulputate eleifend tellus. Aenean leo ligula, portti-
tor eu, consequat vitae, eleifend ac, enim. Aliquam
lorem ante, dapibus in, viverra quis, feugiat a,
tellus. Phasellus viverra nulla ut metus varius
laoreet. Quisque rutrum. Aenean imperdiet. Etiam
ultricies nisi vel augue. Curabitur ullamcorper
ultricies nisi. Nam eget dui.
NUMBERCRUNSHING43
79
23
19
%
%
%
%
38 BANk
INsurANcE / IIM
data
2011 SuStainability RepoRt 39 BANk
INsurANcE / IIM
data
2011
2010
2009
2008
2007
2006
6872 MLN
%
68183 MLN
%
6223 MLN
%
5947 MLN
%
47251 MLN
%49260 MLN
%
3284 MLN
%
2536 MLN
%
3234 MLN
%
3814 MLN
%
2841 MLN
% 4667 MLN
%
2319 MLN
%
418 MLN
%
1814 MLN
%
Coal
Gas
Hyd
ro
Win
d
O�s
hore
Win
d
Sola
r PV
Sola
r The
rmal
Amounts in € million 2010 2009
ING Groenbank
ING Duurzaam Aandelen Fonds
INI Duurzaam Rendement Fonds
ING (L) Invest Sustainable Growth
ING (B) Invest Solidarity Mixed/Child Focus EUR
ING (L) Renta Sustainable Fixed Income
Europe Sustainable Mandate
Enhanced Core Socially Responsible Equity Common Trust
Sustainable global equity funds managed by ING Private Banking
Sustainable Portfolios
ING Liric SRI Top 50
total excluding sustainable assets externally managed
ING (L) Climate Focus
ING Thai Global Water Fund
ING Green Focus Fund
total thematic funds
total
SUSTAINABLE ASSETS UNDER MANAGEMENT
The sustainable assets under management showed an increase of 5%.
More information is available on page 82.
THEMATIC FUNDS
SUSTAINABLEGLOBAL EQUITYFUNDS MANAGEDBY ING INVESTMENTMANAGEMENT
SUSTAINABILITY
ING 2011
RESPONSABILITY
