efficiency - Banco Macro

Transcription

Corporate Social Responsibility
(CSR) Report 2011
RESPONSIBILITY
development
PROFESSIONALISM
ETHICS
COMMITMENT
trust
solidarity
efficiency
innovation
sustainability
(CSR) Report 2011
(CSR) Report 2011
Contents
6
12
20
24
30
36
70
80
88
94
Presentation of the Corporate Social
Responsibility (CSR) Report
Introduction to the Bank
Corporate Governance
Transparent Management
Our Corporate Social
Responsibility (CSR) Management
Our Value Chain
Social Investment
Environmental Impact Prevention
2011 Performance and New Challenges
GRI Indicators Table and Global Compact
(Communication on Progress)
Presentation Of The Corporate Social
Responsibility Report (CSR)
6 /7
RESPONSIBILITY
A Letter From Jorge H. Brito,
President
With great enthusiasm, I am writing these pages to greet you, to reflect and
to invite you once again to go through this Corporate Social Responsibility
Report and to go on working together for a better Bank and a better country.
When talking about 2011, the words “efficiency” and “growth” come to
my mind. Throughout the year, we worked together with managers to
reach a better efficiency because we truly believe that the sustained corporate growth and the continuously improved products and services we
offer are the basis of our management.
We, therefore, focus on optimizing the Group’s performance in all aspects.
The first stage consisted in assessing who we are and what we want to be
together with those responsible in each area. On those grounds, we informed, contacted and trained all our collaborators and we provided them
with the tools to bring innovation to their daily tasks, to overcome bureaucracy and to improve processes. Thus, we have made important progress in
the comprehensive risk management, we have analyzed our CSR management based on a diagnosis and stakeholders mapping, and we have visited
suppliers throughout the country to consolidate our bond between us.
We have also gone further in energy, water and paper saving in every office
and branch. In order to improve our own processes, we carried out the first
ISO 9001:2008 certification in our Call Center and, once again, we sent the
satisfaction survey to the clients in the country. For the sake of a better
management of social investment programs, we estimated the impact of
our actions by means of our very own measuring tool. And we still stuck to
the 10 principles of the UN Global Compact which we adhered to in 2009.
I am proud to inform that all these efforts meant an important growth. As
an example, the Agro and Small Enterprises segments increased by 63%
and 58%, respectively. We added 17 branches to our net. We managed to
keep our leading position and we widened our market share by over 15%.
Through the social action program, over 177,000 people were benefitted.
I want to thank all members of Macro Group. Their eagerness and dedication in their daily tasks allow us to consolidate more and more as a truly
federal, sound, sustainable and socially responsible organization.
Jorge Horacio Brito
President
A Letter From Milagro Medrano,
IR (Institutional Relations) Manager
Every year, we reassure our willingness to cooperate with the sustainable
development in Argentina. We understand that our growth depends mainly on the bond with our clients, suppliers, collaborators, the environment
and the society as a whole. Under this principle, we incorporate the CSR in
all activities and business areas of the Group.
We are focused on respecting, adapting to and encouraging the communities where we operate. Therefore, in 2011 we carried out a stakeholders
mapping and a self-diagnosis exercise on CSR management, we incorporated more and better tools to measure the impact of our social investment
and actions, and we assessed the social and environmental aspects in credit
lines in Corporate Banking. We also systematized environmental indicators, we started to estimate the carbon footprints and we organized workshops to plan short, medium and long-term practices.
In this fifth report on Corporate Social Responsibility, you will find information about Banco Macro’s sustainability management, assessed during
the year by a group of referents from all areas coordinated by the CSR
Management. We have used the G3 Guide of the Global Reporting Initiative (GRI), applying a C Level to present the information. At the same
time, we have carried out a Materiality Analysis according to the Technical
Protocol of the GRI in the framework of launching the new G3.1 Guide. As
you can see, there has been a rise in the amount of indicators and we have
adapted protocols to the reality of our bank and the local situation.
We aim to be nearer and we manage to do so through concrete actions. We
are nearer our collaborators, who we train directly or by means of our
Edumacro platform, generating a better working environment and providing them with more and better benefits. We are nearer our supplies, among
which privilege is given to local companies and SMEs. We are nearer our
clients with more and better branches, ATMs and SSTs, providing them
with tailor-made products and improving our capacity to respond to their
claims and suggestions.
We are nearer the environment, deepening our energy saving and waste
disposal policy. And finally, we are nearer the communities, with an emphasis on the growth in different regions and the appreciation of our culture, caring especially for children and the youth who show their commitment and willingness to be better.
I invite you to read this report carefully. It was created to inform about
all aspects of our management. For us, it is an essential review as it lets
us make plans based on reality, with optimism and focusing, as usual,
on the long term.
María Milagro Medrano
RI (Institutional Relations) Manager
2011 Highlights
1,176 2
100,000
31,430
17
million pesos of results.
million individual clients.
clients surveyed in 317
branches of Banco Macro
and 25 of Banco Tucumán.
68
places where we are the only
banking institution.
new branches, totaling
413 in the country.
191
new ATMs and 62 SSTs.
88% 197
of the process of Risk Management
optimized upon a strategic
management and certification plan.
corporate clients.
people took part in domestic
search and 192 were promoted.
616
people became members
of Macro Group’s staff.
10 / 11
503
training and professional
development activities.
400
30
177,000
939
members of Club Macro that
enjoyed better facilities with more
pools and new games.
beneficiaries of our social actions.
5%
interannual drop in monthly
printings in the last quarter
of 2011.
333
collaborators, trained in preventing
money laundering and terrorism
financing, passed their knowledge
on to the rest of the staff.
visits to suppliers along the country
within the framework of the program
known as “Conozca a su proveedor”
(“Get to know your supplier”).
collaborators in the country
took active part in the corporate
volunteers program.
65,438.8
kWh of energy saved through
December 2011 as from the beginning
of the energy saving program.
75
social organizations together
in social investment programs
addressed to the community.
Introduction To The Bank
12 /13
development
We set out as an Argentine financial institution in 1985 and as from 1995
we have been operating as a minority bank focused on segments with low
banking levels. Today, after almost three decades, our results show stability
and continuity in generating incomes, as wells as productivity and efficiency in the use of resources throughout these years.
Our project
Innovation, efficiency and being near the client with high quality services,
a better internal order, simplicity and efficiency, and team work.
Financial aspects
We work to grow beyond the
market and for a better
administration of our expenses.
Clients
We work to be nearer the client,
making the difference through
a better quality service.
One more year of
growth, solvency
and management
responsibility.
Our mission
To be a leading bank offering its employees,
through ethical and profitable activities, a
working environment where to develop and
render outstanding services to clients and a
sense of responsibility shared with the community, respecting the interests of minority
shareholders.
Our philosophy
We build a country of opportunities where
we invest most of our assets in search of a
successful country, fairer and more equitable for everyone. This philosophy does not
oppose but complements the search of
profitability –the essence of our growth-.
Our Direction may show that we have managed to widen our commercial net by reinvesting profits, thus generating new employment sources.
Our values
Human Resources
We work for a more integrated
team, connected and aligned,
which lets us be more professional
each day.
Processes
We work dynamically in search
of innovation to be more
efficient in our processes.
Financial aspects
• We showed once again our financial potential and solvency, reflected
in a net result of $1,176 million, up 16% on the $ 1,010 million of the
previous year.
• We exceeded the growth registered by the financial system in personal
loans. In 2011, we soared by an interannual 56%, up ten points on the
growth of the financial system (46%). This performance let us keep our
leading position and enhance our market share by 15.48%.
Growth
Innovation
Service
Organization
Working Environment
14 / 15
Clients
• We offer the widest branches net in the Argentine private sector: 452 premises throughout the country, 943 ATMs and 790 SSTs. This turns us into the
most present banking institution in Argentine provinces.
• The Agro and Small Enterprises segments –especially Microenterprises–,
grew by 63% and 58%, respectively, providing the assets portfolio with a
greater atomization and stability.
• The active portfolios of the Individual Banking registered a rise of 60.6%.
This meant a higher market share and the second ranking position of
Macro Group among financial institutions, according to the volume of its
Personal Loans and Credit Cards portfolios.
• We launched special insurances for retired people and discounts in products and services according to their needs.
• We evaluated responses given to our clients’ claims.
Human Resources
• So as to achieve a better domestic efficiency, we worked together with
managers to encourage our collaborators’ professional development within
a good working environment, providing them with the tools to innovate in
their daily tasks and to improve their processes.
Processes
• We incorporated social and environmental criteria and requirements in
our Credits Policy for Corporate Banking.
• We broadcasted in national and regional media through over 1 million
seconds on 67 TV channels, 6.3 million seconds in 147 radio stations,
280,000 seconds in cinemas and impacts in 68 graph and 42 digital media. We also got nearer our clients and non-clients through advertising in
over 40 web sites and 340 e-mailing items; this provided us with over 13
million contacts.
• To run social investment programs efficiently, we estimated the impact of
our actions with a measuring tool based upon the LBG model guidelines.
• Education, sustainable work, nutrition, social medicine, health and corporate volunteer service are still the axis in our actions, focused mainly
on the provinces where we have a sustained relationship with the community. We also give priority to low-income children and youth that
show commitment and willingness.
Macro Group’s Banking Structure
(% over Equity)
Banco
Macro S.A.
Banco del
Tucumán S.A.
89,93%
Banco
Privado de
Inversiones S.A.
99,99%
Macro Bank
Limited
99,99%
In 2011, we showed
once again our
financial potential
and solvency, offering
a wide net of branches, internal efficiency
and a strong commitment to improving
processes.
Banco Macro in figures
Total number of branches
(Share in the financial sector)
Geographical Representation
500
400
413
(10%)
(1)
402
(10%)
408
(10%)
2010
2009
300
200
100
0
2011
(1)
In 2011, there were 8 mergers of branches:
7 in the province of Santa Fe and 1 in the province
of Río Negro.
Total number of ATMs
1,000
943
872
836
2010
2009
790
728
713
2011
2010
2009
800
600
400
200
0
2011
Total number of SSTs
800
600
400
200
0
Branches
16 / 17
2011
2010
2009
Assets
41,442
33,524
26,859
Loans to the private sector
24,570
16,186
11,527
Liabilities
36,723
29,371
23,500
Deposits
29,167
23,407
18,593
of fiscal year
4,720
4,153
3,359
Financial incomes
4,699
3,728
3,860
Net incomes for services
1,541
1,039
824
Interests on loans
3,798
2,395
2,129
Financial expenditure
(1,719)
(1,330)
(1,512)
Administrative expenses
(2,489)
(1,917)
(1,522)
Net results
1,759
1,305
1,452
and third parties’ share
75
71
Paid dividends
505
208
150
1,176
1,010
752
Financial indicators
(millions of pesos)
(1)
Net assets at the end
(2)
Different profits and losses
(3)
(41.4)
Financial statement of
the fiscal year
(1)
Positive results were considered for profits and negative ones, between brackets,
for losses.
Leasing included.
(2)
Dividends paid during those periods.
(3)
2011
Taxes paid in Argentina
2010
2009
(millions of pesos)
Incomes tax
(658)
(366)
(659)
Gross incomes tax
(293)
(182)
(144)
(73)
(58)
(43)
Financial transactions tax
(1)
(1)
According to Act 25413, Tax on Direct Debits and Bank Loans.
Suppliers
2011
2010
2009
Number of suppliers
12,634
11,361
10,130
Percentage of national suppliers
56.1%
n/a
n/a
n/a: Not available information
Clients
Number of individual clients
(1)
Number of corporate clients
Number of credit cards issued
(2)
2011
2010
2009
2,609,763
2,433,719
2,313,448
108,129
103,206
96,129
429,792
226,525
122,986
Total number of holders and additional holders with at least one product a month
included. Insurance customers, safety boxes or contingencies are not included.
Information gathered in April 2011.
(1)
Including authorized and preembossed accounts, both individual and Agro,
Distribution and Corporate.
(2)
Employees
2011
2010
2009
Number of collaborators
(1)
8,405
8,154
7,810
Female collaborators
37%
34%
34%
Average age
42.44
42.77
42.83
Average seniority
15.16
15.38
15.64
Total of Financing
(1)
The rise is due to the acquisition of Banco Privado de Inversiones (Private Investment
Bank) in September 2010.
(millions of pesos) (1)
30,000
24,570
2011
Environment
2010
20,000
2009
16,186
11,527
10,000
Clients members of the
e-resumen (e-statement) service
138,903
84,704
Recycled paper (kg)
57,018
(1)
42,736
26,700
999
1,284
720
Number of furnishings donated
1,409
1,007
1,174
IT equipment donated
Recycled plastic (kg)
(2)
0
45,934
2011
(1)
2010
2009
Total of Loans and Leasing included.
286
188
186
Ream consumption
219,900
202,729
199,326
Quantity of printings
130,951,403
121,209,779
94,332,782
Shareholding Structure of Banco Macro
Energy consumption (in kWh)
16,201,094
n/a
n/a
through December 2011
CO2 emissions (scope 2)
4,915.92
n/a
n/a
(3)
(4)
It corresponds as follows: 25,839 to Buenos Aires, 3,670 to Tucumán, 20,570 to Córdoba,
1,319 to Salta and 5,620 to Rosario.
(1)
(2)
It corresponds to Buenos Aires.
(3)
Complete PC equipment donated to institutions with education projects related to new
education technologies.
(4)
Scope 2: Indirect Emissions. They correspond to those arising from the consumption
of energy purchased from the net (external source) Emissions estimated according
to the “World Resources Institute (2009) GHG Protocol tool for stationary combustion.
Version 4.1”
n/a: not available information
Controlling shareholders: 42%
ADR: 21%
Others: 6%
Anses (National Social
Security Administration): 31%
Floating: 27%
18 / 19
Banco Macro’s organization chart
2011 Acknowledgements
We were acknowledged as the Best Bank in
the Argentine Northwest Region for eight
consecutive years and awarded the Sol Andino for our career, growth and contribution
to the region.
We received the Silver Sol Andino as the
most important award of all fields considered
for nominations.
We were acknowledged as “Socios regionales”
(“Regional Partners”) by Impulsar Foundation, for the project associated with Impulsar
headquarters in the province of Misiones.
Within the framework of the initiative called
"Construyendo puentes hacia un mundo
laboral más inclusivo" (“Building bridges to a
more inclusive working world”) launched by
Manpower, we were appointed as “Socios en
la inclusión” (“Partners in the inclusion”)
because of our contribution to the inclusion
of women over 45 years of age in the provinces of Salta and Córdoba.
Executive
Committee
Jorge Horacio Brito
Jorge Pablo Brito
Marcos Brito
Human Resources
Constanza Brito
Director
Investment Banking
and New Projects
Sebastián Palla
Audit
Carmen Estévez
Money Laundering
Prevention
Luis Cerolini
Director
Institutional
Relations
Milagro Medrano
Legal
Ernesto López
Relation with
Controlling Organs
Alberto Figueroa
Management
Control
Alberto Figueroa
Strategic alliances
Operation Risk
Pablo Siwacki
Deputy General
Management
Ernesto Medina
IT Security
Antonio Carnuccio
Deputy General
Management
Guillermo Goldberg
Distribution
and Sales
Brian Anthony
Individuals
Francisco Muro
Accounting
and Taxes
Daniel Violatti
Administration
Gerardo Álvarez
Corporations
Horacio Sistac
Governance
Miguel León
Gurfinkiel
Operations
Eduardo Covello
Security
Rodolfo Lehmann
Credit Risk
Ana María Marcet
Finance
Jorge Scarinci
Organization and
Processes
Constanza Brito
Director
Systems
Claudia Cueto
CONAETI and Norte Sustentable are new alliances.
20 /21
PROFESSIONALISM
The long-term sustainable development
is our Board’s vision
The Board of Directors is the ultimate administrative body of the Bank,
responsible for fixing objectives and Commercial and Risk Management
policies. It is chaired by Jorge Horacio Brito, and is made up of 12 Permanent Members chosen by the Ordinary General Meeting of Shareholders to hold office for three years. They meet once a month or whenever
required by the interests of the Bank.
Members of the Board
Jorge Horacio Brito
President
Delfín Jorge Ezequiel Carballo
To be a member of the Board, it is a must to have experience, solid
knowledge and enough training to act in the banking business, and to
fulfill the requirements set by Banco Central de la República Argentina
(BCRA – Central Bank of the Argentine Republic). The latter and the
attendants to the Meeting evaluate the Directors’ backgrounds prior to
holding office. And, before the ordinary meeting, the attendants analyze
the Board’s management and performance. It is not deemed appropriate
that the Board assess its own performance before such meeting.
Vicepresident
Jorge Pablo Brito
Permanent Director
Juan Pablo Brito Devoto
Permanent Director
Luis Carlos Cerolini
Permanent Director
Carlos Enrique Videla
Independent Permanent Director
The Board’s remuneration is approved by the attendants to the Meeting,
fixing an amount according to reasonability criteria, to the results of each
management period, to provisions of the Commercial Companies Act No
19550, its amendments and appendixes, and to the Regulations of the
National Securities Exchange Commission (CNV in Spanish).
Alejandro Macfarlane
Guillermo Eduardo Stanley
Constanza Brito
Permanent Director
Besides, and following the regulations of the CNV and of the US Securities Exchange Commission, SEC, Banco Macro S. A. has an Audit Committee made up of three independent Directors.
Marcos Brito
Permanent Director
Rafael Magnanini
Permanent Director
Communication with shareholders
Roberto José Feletti
The area of Relationship with Investors is the main contact point between the Board and the shareholders. Therefore, it organizes periodic
phone conferences with investors to present quarterly reports on results.
Likewise, the financial information is regularly published in our corporate web site: http://www.macro.com.ar/scp/inv.asp.
Permanent Director
Mario Eduardo Bartolomé
Deputy Director
Ernesto Eduardo Medina
Deputy Director
Delfín Federico Ezequiel Carballo
Deputy Director
Fernando Raúl García Pulles
Independent Deputy Director
22 / 23
Which committees do the Bank’s directors make up?
The Board’s members take active part in daily management, contributing
their experience and knowledge and composing different committees:
Executive Committee
Accountable for the Company’s business management and for informing
the Board about the activities carried out.
Assets and Liabilities Committee
It main function is to fix the institution’s financial strategy, by means of an
analysis of the markets and fixing assets, liabilities, market risk management, liquidity, rates and currency policies.
Risk Management Committee
It is responsible for following up the activities of the High Management as
regards credit risk, market, liquidity, operation, fulfillment and reputation
management, among others; and it advises the Board on the entity’s risks.
Credit Committees
Their liabilities are closely related to credit risk management and
administration.
Through our committees
we run our business
in a responsible,
suitable, efficient
and professional way.
Recovery Committees
They are liable for applying the predefined policies for granting deductions
and refinancing.
IT Committee
This committee is accountable for controlling the proper functioning of
the IT aspects.
Internal Audit Committee
It periodically assesses the proper performance of internal control systems
and contributes to improving its efficiency. It also takes part in planning
external audits and Financial Statements, annually and quarterly, and has
updated information about the external auditors’ reports and about all the
relevant accounting information. Besides, it analyzes the operations that
generate conflicts of interest with the members of social organs or with
controlling shareholders.
Money Laundering Prevention Committee
It is in charge of planning and coordinating the compliance with policies
fixed by the Board.
See the 2011 Annual Report of the Bank for further information about the members
of the committees.
Participation of minority
shareholders in the Meeting
Banco Macro considers it is essential to promote and foster the attendance to and active
participation of minority shareholders in the
meetings. The Board permanently cares for
the legally and statutorily defined rights of all
shareholders. Likewise, there are no limitations to the participation of shareholders.
24 /25
ETHICS
Constant updating and
monitoring set the pace
of all our processes
The importance of the internal control for the sake
of business integrity
As a financial entity, a transparent management is an essential factor for
business success and to render reliable services. That is why we work with
integrity, ethical and moral values and suitability.
We count on an internal Control System that, in 2011, let us carry out a
strategic risk management plan and get the certification of our operations
under the regulations of the US Securities Exchange Committee (SEC) and
the Sarbanex Oxley Act (SOX). In this context, our main achievement was
the 88% of efficiency in the risk management and administration process,
as the different areas updated and incorporated useful information in their
performance without any necessary change in their usual operations.
Our business performance frame
Banco Macro complies with the national and international regulations and
we also have internal codes and policies that allow us to guarantee an
ethical and responsible performance to all our stakeholders.
As a financial entity, we are ruled by the BCRA, which established the
“Lineamientos para el Gobierno Societario de las Entidades Financieras”
(“Guidelines for Corporate Governance of Financial Entities”) in 2011.
Moreover, Banco Macro S. A. is a public corporation and quotes part of its
equity at the Buenos Aires Stock Exchange; this means it is subject to the
regulations issued by the National Securities Exchange Commission, so it
annually presents the Report on Corporate Governance.
Our shares also quote at the New York Stock Exchange. Therefore, we also
comply with the standards related to corporate governance under section
303A of the NYSE Handbook of Listed Companies and its amendments,
qualifying as private foreign issuer.
We are also subject to the following Codes:
• Code of Corporate Governance: reinforces the concepts of the decree on
the Transparent Public Offering Regime No 677/01 (O.B: 28/05/01).
• Code of Investors Protection: fixes guidelines and recommendations
related to the compliance with investors’ protection regulations in the
field of public offerings.
• Code of Banking Practices: fosters the rights of financial services and
products users and is issued by the Self-Regulation Council of the Code
of Banking Practices of the Argentine Republic.
• Code of Ethics: spans first line officers and directors.
• The company’s Code of Conduct: applies to all our collaborators.
The Internal Audit Management, made up
of 98 employees, issued 715 reports on the
validations of processes of the branches net,
on the evaluations of Risk Management and
on the compliance with the regulations that
rule the banking and financial activity. The
reports also included the regulations designed by Banco Macro about the circuits
that sustain our business and which are
certified by the owners of the processes,
including Systems and IT.
26 / 27
The fundamentals of our daily work
We long for a working environment that
stimulates responsibility, professionalism,
commitment, results, loyalty, honesty, good
communication and team work. We are sure
that to achieve a pleasant working atmosphere, it is necessary to ground our daily
relationships on mutual respect, trust, pleasant and simple manners, between peers and
bosses as well as with suppliers and clients. It
is also essential to carry out all the activities
with the highest professional and personal
ethical principles.
In this sense, the Code of Conduct and the
Code of Ethics* boost the basics for all members of the Bank to act in the same way and
with the same values before similar situations. The shareholders’, clients’ and people’s
trust largely depend on fulfilling these
principles.
Our aim is that all members of Macro
Group will act according to the highest
personal and professional integrity values.
That is our reason for promoting respect
for the code of conduct and the code
of ethics; the latter signed by the High
Management and the Board of Directors.
Main aspects of the Code of Conduct:
• Ethical Behavior
• Conflict of Interests
• Compliance with Regulations
• Confidentiality
• Private Property
• Proper Use of the Group’s
Resources and Premises
• Institutional Representation
of the Bank
• Professional Counseling
and Recommendations
• Audits and Research
• Money Laundering Prevention
• Annual Affidavit
* http://www.macro.com.ar/scp/codigoEtica.asp
Risk Management
Our Frame Risk Management Policy defines the business strategy, and the
responsibilities, structures and functions of the Board of Directors, General
Deputy Managers, Area Managers and the rest of staff. It is designed to identify events that may affect the organization, to tackle its effects within the risk
limits fixed by the Board and to provide reasonable safety in achieving
objectives.
This year we have made important progress in risk management. On one
hand, we consolidated the ACM Rsk tool for 100% of comprehensive risk
administration and we automated the SOX certification process and the
Operation Risk administration. This new methodology allowed the digital
storage of part of document conservation, thus eliminating the use of physical
files and generating an important saving of paper and document transfer.
At the same time, we worked on adapting the Internal Audit procedures
handbooks and on defining the control aims to be in line with the ACM Rsk
tool. This let us identify the risks and controls comprised by each process and
to optimize the audit work according to the risk levels.
In the Bank, we have specialized areas that manage and administer business
risk and get it into different groups:
• Credit Risk according to every type of client.
• Operation Risk over the Bank’s policies, programs and activities.
• Risks associated with IT.
• Market, liquidity and price risks, in the framework of economic trends
and national and international financing situation.
• Labor Risks to guarantee all our staff a safe working environment as
regards health and security.
• Fraud prevention and investigation, building strategies to optimize comprehensive safety standards related to prevention and neutralization of
fraudulent activities.
Prevention of money laundering and terrorism financing
We perform an active role in fighting money laundering from illegal activities
and terrorism financing, complying with the national and international
regulations and fixing internal requirements and controls in each business
line and area.
So as to verify the fulfillment of our aims, we implemented periodic and
independent reviews and audits to assess the program and the compliance
with laws, regulations and rules in force.
For this, we have a formal and permanent training and updating program
for all our employees. This year twelve meetings were held, attended by
333 employees who, in turn, passed their knowledge on to their sectors
and branches. This way, 2,556 employees and officers were trained in
money laundering and terrorism financing prevention.
Transparent management
During this year, the Audit Management
revised the handling of claims and the
protection of personal data. It also carried
out a review on the transparency related to
the presentation of the information regime
the entities use to publish the prices of
different concepts associated with certain
products and services (interest rates, commissions and charges, among others),
characteristics of its offer (for example,
methods and frequency) and the basic
requirements each of them establishes for
its acquisition or rendering.
28 / 29
As from 2012, the Board will
provide for the formation of a Risk
Management Committee, whose main
function will be to guarantee an
independent risk management and
to coordinate the administration of
different types of risks and their
corresponding people responsible for it.
Protection of personal data
The Bank’s policies and procedures related to personal data privacy and
protection are in line with the requirements set by Act No 25.326 and its
amendments, the Regulatory Decree No 1558/2001 and the regulations of
the National Direction of Personal Data Protection.
Every employee with access to our clients’ personal data (stored in logical
or physical data bases, such as, credit files) is bound to keep confidentiality over them and is subject to keeping and maintaining them. These
liabilities survive the cancellation or annulment of data bases and the
termination of contracts with the Bank.
At the same time, we widened the scope of respect towards the information privacy in all our value chain, both with our suppliers and when we
act as suppliers or service renderers for third parties. This way, handling
the personal information in our data bases is exclusively contained within
the rendering of a service to that third party or vice versa.
During this year, we
incorporated the analysis of social and environmental risks at the
time of assessing an
investment project into
our Corporate Banking
Credit Policy.
Our Corporate Social Responsibility
(CSR) Management
30 /31
COMMITMENT
Our Corporate Social Responsibility Our practices, services
and products respect
(CSR) Management
We are sure our contribution as financial entity is essential to the sustainable development in Argentina. CSR is part of our corporate culture and
comprises all our activities and business areas. We also believe that building our corporate reputation must be based on an ethical and transparent
management.
Therefore, we carry out actions with an economic, social and environmental value and we make great efforts to consolidate the bond with our employees, clients and suppliers, with the media, the public sector, the environment and the society in general. The respect for people and for
communities where we work is the core of our CRS Policy.
Banco Macro’s CRS management evolves each year, in search of a large
scope and adapting our business for the sake of sustainability. We focus on
vulnerable sectors and on the creation of opportunities in each region of
the country. For this purpose, we offer a wide tailor-made range of first
quality financial services and products according to the client’s profile, and
a responsible business impacts and risks management aimed at benefitting
present and future generations.
The CRS department reports to the area of Institutional Relations and
directly to the Board of Directors, which in turns coordinates the Bank’s
CRS Policy and articulates the implementation of CRS actions and projects
with other areas.
2011 Achievements in CSR
• Detailed mapping of our stakeholders.
• Self-diagnosis of the Bank´s CRS management.
• Tools to assess and systematize the impact of our social action and investment on the community.
• Assessment of social and environmental aspects in Corporate Banking
credit lines.
• Systematization of environmental indicators.
• Beginning of Carbon Footprints estimations.
• Workshops with areas related to suppliers and environmental management to plan short, medium and long term CSR practices.
2012 Main Challenges in CSR Management
Business-related
• Increase in the number of GRI indicators in the 2011 CSR report.
• Incorporation of CSR topics in surveys and tools usually used at the
Bank.
• In-site meetings with stakeholders to improve the CSR report.
• Consolidation of RSE.32 / 33 Policy.
the people and the
communities we
are related to.
32 / 33
Among the main substantial topics
in our business, we deal with products
and services for low-income people,
environmental aspects when granting
credits and the work with local
communities; three actions that
are a priority for Banco Macro
in its CSR management.
Stakeholders-related
• Workshops with the HR department to plan CSR action lines in dealing
with employees.
• Newsletter for suppliers on CSR topics.
• Detailed mapping of suppliers.
• Training on CSR for SMEs clients.
• Formalization of the environmental care policy.
• Systematization of environmental indicators.
• Internal and external awareness about environment.
• Measurement of private social investment impact.
Exercise on materiality for an efficient CSR management
This year we deepened our exercise on Materiality4 Analysis following the
Technical Protocol created by GRI in the framework of launching the new
G3.1 –guide and the standard AA1000SES of the Accountability organization. Therefore, we asked our internal referents of the CSR Group (collaborators from different areas), specialized journalists and allied organizations
for their opinion.
Exercise on the selection of relevant topics to be worked on transversally to the Bank
in the CSR field.
4
Relevant Topics for Banco Macro’s
CSR Management
1. Products and services for
low-income people.
2. Efficient resources management.
3. Provisions in orders not to finance companies that cause environmental damage.
4. Work with the community to boost local
development, especially in communities
where only Banco Macro is present.
5. Efficient waste disposal, such as
technological ones.
6. Measurement of clients’ satisfaction level.
7. Training for employees.
8. Microfinance.
9. Protection of confidential data.
10.Corporate Volunteers Program.
11.Inclusive purchases with suppliers.
12.Alliances with clients.
Our Corporate Social Responsibility
(CSR) Management
How we communicate with
our main stakeholders
Internal collaborators and trade unions: intranet, Visión Magazine, mails from the presidency, direct contact with branches, meetings
with the president of the Bank, scheduled
visits to branches, meetings between managers
and work teams, suggestion box, Transparent
Line and ProMacro meetings.
Nearby communities, academic institutions
and the third sector: analysis of the situation
and impact measurement, web site (CSR
section), institutional newsletter, field visits,
follow-up meetings and permanent contact,
visits to and exhibitions at universities.
This way, during the year, journalists took part in a breakfast meeting to
launch the RSE 2010 report and civil society organizations were contacted through e-mail and they filled out a written survey on the relevant
aspects Banco Macro must consider in its strategy and CSR management.
These results were crossed with the analysis of the Operation Group at
the time of the training and reflection meeting on the direction of CSR
in our entity5.
Communication, an ally in business responsible management
It is essential to hold permanent dialog with stakeholders for our CSR
strategy to grow. Their opinions, suggestions and expectations about the
Bank´s performance on economic, social and environmental aspects are
always welcomed. Therefore, we develop direct communication channels
with key people through whom we also render clear and transparent evidence. Likewise, we promote active listening spaces, such as surveys, meetings, conferences, among others.
Clients: Call Centers, SSTs, Home Banking,
Mobile Macro, branches, Megras centers,
Center of payment for retired people, Transparent Line, satisfaction survey, institutional
newsletter, web site, comparative studies on
customers’ satisfaction and field studies.
Shareholders: Annual Report, Shareholders
Meeting, Code of Investor Protection, Transparent Line, quarterly reports.
Suppliers: Web site, Call Centers, in-site
meetings, Program called “Conozca a su
proveedor” (“Meet your Supplier”) (visits to
suppliers), Transparent Line, e-mailing.
Media: Press newsletters, breakfast meetings
with journalists and press conferences.
Financial Industry: Field studies, sector meetings, information exchange.
International, governmental and national
regulatory organs: Participation in forums
and seminar, corporate web site, creation of
dialog spaces.
For further information about this meeting, see section “Self-diagnosis and mapping
of stakeholders” in this chapter.
5
34 / 35
Self-diagnosis and mapping of stakeholders
This year we made a deep analysis of our CSR management based on the
exercise of diagnosis and mapping of stakeholders. The Work Team, made
up of all areas of the Bank, participated in its implementation, with the
approval of the Board.
Through the diagnosis, we evaluated the position of the Bank as regards
Corporate Social Responsibility (CSR). This let us systematize the existing
actions and spot improvement opportunities for the short, medium and
long term. All areas and operations were included in this initiative.
As a complement to this tool, we carried out a study on performance and
good practices of the national and international financial sector in CSR; the
comparison between the Bank and the rest of the market allowed us to pick
invaluable improvement opportunities. At the same time, we used the GRI
indicators analysis made for the CSR 2009 and 2010 report as an input.
In order to learn details about our key target clients, the type of bond we
have with each of them and the most updated communication tools to
develop processes that will strengthen our relationship with them, we
mapped stakeholders according to the different variables the Operation
Group and the high management took part in.
Members of the
Operation Group receive
periodic training in CSR
with theory concepts,
national and international
trends and practical tools
to improve the economic,
social and environmental
management in its
different areas.
Our Value Chain
36 /37
trust
Our Value Chain
Our People
People, our most valuable asset
Members of Macro Group constitute the main growth engine of our company.
That is why we work to guarantee a working environment where all collaborators may develop and carry out their tasks in a pleasant and efficient way.
2009
Human Capital in figures
2011
2010
Number of collaborators
8,405
(1)
7,810
8,154
Female collaborators
37%
34%
34%
Male collaborators
63%
66%
66%
Average age
42.44
42.77
42.83
Average seniority
15.16
15.38
15.64
To be always near
is the principle for
all the initiatives
we develop for our
collaborators to grow
and for their welfare.
Distribution of staff according
to labor seniority
(2011)
The rise is due to the acquisition of the Private Investment Bank in September 2010.
(1)
In teams and more efficiently
Our main principle is to be always near, and all our activities are tinged
with this premise. In 2011, specifically, we looked for better internal efficiency, Oriented to this aim, we worked with each management on the
basis of service agreements. This way, we aligned our expectations and
needs of each area and cooperated with the teams in developing their
projects and objectives.
Under 5 years: 24%
Between 5 and 9 years: 11%
Over 30 years: 14%
In the same sense, we committed to informing, connecting and training all
collaborators, with the tools that let them innovate in their daily tasks. This
meant an improvement in working processes and more internal efficiency
at all levels of the company.
to professional category
The value we share:
• Responsibility
• Equal
opportunities
• Execution
• Commitment
(2011)
• Loyalty
• Honesty
• Good communication
• Team work
• Human development
New opportunities to grow
In response to the needs for growth at the Bank, during 2011, we generated
special actions to cooperate with the expansion of the branches net. This
meant an opportunity for collaborators to grow. So, 197 people took part
in internal search to take on new tasks and develop their experience in
other positions, and other 192 were promoted. Also, 616 people became
part of the Group. We went on working on labor insertion plans for the
youth through the Program called Empleos de Tucumán (PET) (Employment of Tucumán). This proposal, implemented for the third consecutive
year, and its extension called Programa de Inserción Laboral (PIL) (Labor
Insertion Program), are part of the agreement between the Employment
Secretariat of the Ministry of Labor, Employment and Social Security
and the State Planning Secretariat of the Government of the Province of
High Management: 0.24%
Management: 0.62%
Head/Supervisor: 22.80%
Analyst/Officers: 36.90%
Employee: 39.40%
38 / 39
Our commitment to the demands
for our value chain pushes us
mber
to work every day to improve me
re.
people’s and organizations’ welfa
to geographical area
(2011)
Collaborators in the Federal District
and Buenos Aires Province: 22%
Collaborators in other provinces
of the country: 78%
Distribution of staff in Central Areas
and branches
(2011)
Tucumán. Both programs aim to push employment up to improve life
quality and the integral development of the youth and, therefore, of the
whole community. The Employment of Tucumán Program will take six
months and participants will have the possibility to become part of the
payroll. In a second training stage, they will continue working under the
conditions and benefits of the Labor Insertion Program. In 2011 both
programs benefitted 7 young people.
Internal Consolidation
We continued focusing on the whole organization’s work and we fostered
the cooperation between the branches and Central Areas. Therefore, we
went deeper and consolidated the objective-oriented Management System.
The latter allowed us to measure the additional and individual contribution of each collaborator to the results of the branch. In every case, the
quality and efficiency variables were totally indisputable.
Collaborators in Central Areas: 37%
Collaborators in the branches net: 63%
Distribution according to contract
(2011)
Likewise, and within the frame of improving our own processes and the
levels of internal administration, enquiries and response, we developed
PeopleNet, a technological platform that runs actions information and
follows up automatically some of the central processes of Human Resources with greater volume, mainly as regards Recruitment, Training
and Objective Fixing and Follow-up –including the assessment on qualitative performance–.
On payroll: 8,398
Work Program for young people in Tucumán: 6
Labor Insertion Program in Tucumán: 1
Our Value Chain
Training for personal and professional development
We want our collaborators to be updated and to grow from a professional
point of view. Therefore, we carry out training, development and integration actions, and we generate spaces to consolidate the culture and identity
of the Group, directing the teams towards a sole horizon.
Our training activities are set into different categories:
Training
Development
Integration
Educational planned
Specific actions to
Actions oriented
actions, in-site or
develop and coach for
to generate group
distance, to get,
employees to tackle
meetings to strengthen
Average age
reinforce or refresh
future responsibilities
the teams’ synergy,
(%)
technical knowledge
+
as from the current
+ to agree on working
or interpersonal
ones. The first step
guidelines together
100
abilities through
is to define an individual
and to define a future
80
different theoretical
development plan.
action plan.
60
and practical tools.
57
56
40
20
27
17
27
16
0
2011
2011 Highlights:
• 70% of our collaborators took part in 503 training activities, out of which
462 were in-site. Apart from the specific training topics, other issues related to our business objectives or service agreements were also included.
• 41 active e-learning in EduMacro platform for distance training. They
were also informed about topics the Bank is interested in and important
management aspects.
• The first development workshops were organized, aimed at administering
teams. Under leadership guidelines, we worked on communication,
negotiation, effectiveness, distribution of staff in their correct positions,
performance assessment and feedback.
• We visited branches to provide support and follow the managers’
performance.
• We launched the first program of Corporate Banking Professional
Youth. After a recruitment process, we selected 10 young people that
started to get trained and developed for a year and a half at branches
and in Central Areas. The aim was to count on professional staff prepared to follow the Banking growth. This program gives priority to the
training and evolution out of experience and development in a concrete
working position. Each person counts on the support and follow-up of
a mentor –a first line Manager in every case- who shares monthly exchange and reflection meetings.
2010
Up to 30 years of age
From 30 to 50 years of age
Over 50 years of age
Staff turnover rate in 2011
(%)
10
5.90%
5
3.00%
1.40%
0
Men
Women
Total
40 / 41
First program of corporate banking
professional youth:
Mentors’ responsibilities and functions
• To listen and inspire confidence to
clear up doubts and queries.
• To orientate and share his/her own
experience, vision and knowledge.
• To help understand the Bank, its values,
strategy, culture, structure, processes
and policies.
• To help discover and value each formal
and informal learning opportunity.
• To give constant and realistic feedback.
• To monitor progress and to help
achieve aims.
• To pass on experience or tasks to enrich
the learning process.
• To clear up objectives and suggest clear
and concrete goals associated with the
commercial role.
Collaborators’ training
2011
2010
2009
Total man-hours
74,032
84,966
52,243
Total participation
30,240
36,908
26,396
Attendants to in-site courses
7,741
7,878
4,525
Attendants to distance courses
22,499
28,292
21,871
Participants
5,901
7,327
5,815
People at in-site courses
4,295
3,973
2,446
People at distance courses
5,901
7,327
3,369
70%
90%
74%
% of participation
over total staff
Our Value Chain
A constant dialog
Following our main principle, we went deeper into the Integration Program with new actions in different populations and levels. We work on
four aspects the Bank deems important in a balanced way: Culture, Acknowledgement, and Interaction among areas and Working Environment.
Generating positive bonds strengthens the sense of belonging, so all spaces
were suitable to agree on working guidelines, to define action plans and,
mainly, to strengthen the synergy among teams.
So as to transmit the bank’s values and to tackle important topics and
queries, we continued with the meeting schedule that ranged from those
with officers and high authorities of the Bank to the visit schedule of relationships with the staff, for which an individual meeting was held with
each collaborator.
We enhanced ProMacro meetings and schedule monthly ones in the
branches and central areas for managers to have their own management
and communication space in three dimensions: important topics for the
Bank, important topics for his/her department and important topics for
his/her brand or Management. We also introduced the new intranet for
Banco Macro’s collaborators, which soon became the daily means of communication and consultation for most daily operations. During the second
half of the year, with proven experience and developments, we integrated
the new intranet for Banco de Tucumán’s collaborators.
We have also continued with the edition of the internal journal called
Visión, and special dossiers for each region. We also celebrated events of
interest, such as the Bank’s anniversary.
Communication about
our social action
Within the intranet, we created the new
section of Banco Macro Foundation,
through which we informed about all our
private social investment actions and news
about the activities of the Corporate Volunteers Program. In 2011 we published 4 reports with details on our Social Responsibility Management, together with 18 e-mails
with news and invitations to join the volunteers program’s actions. At the same time, we
developed a screen saver to launch the Volunteers Program called “Generando el Cambio” (“Generating the Change”), which was
loaded in every employee’s computer.
42 / 43
We know that benefits are important
The growth of the Group is the direct consequence of our collaborators’
growth. So, we fostered different actions to provide all members of the
Bank with welfare and satisfaction:
Benefit
Description
MEBA
Prepaid private medical care at a preferential price
(through medical care fund); birth, marriage and
death subsidies; reimbursements of holder and
direct relatives; bags with school implements,
among others. All the Bank´s staff receives this
benefit.
Help funds for
We support collaborators who are going through a
employees in crisis
difficult moment in life. This benefit is open to all
staff that needs it.
Support
We continue supporting collaborators in difficult
to collaborators
situations, in need for social assistance or with long
lasting diseases with alternative help programs
School equipment
In March we give a kit of school implements to all
those collaborators who have kids in kindergarten (3
and 4 years old), primary and high school. In 2011,
6,479 employees received this benefit.
Birth presents
We give those who are expecting a baby some baby
items. In 2011, 246 employees received this benefit.
Children’s Day
In 2011 we gave out 4,147 presents for the employees’ kids for Children’s Day.
Nursery subsidy
We offer this benefit for those collaborators with
kids over 45 days of age and untill their beginning of
primary school. All collaborators receive this benefit.
Marriage award
We give all those who get married a present equal
to a wage.
Flu vaccine
We develop a free and voluntary vaccination
campaign
campaign among collaborators. In 2011, 4,666
people were vaccinated.
Life insurance
We give them a compulsory and an optional life
insurance. All members receive this benefit.
Burial insurance
We have made an agreement with the burial
service rendered by Cochería Paraná (Paraná
Undertaker’s), covering the city of Buenos Aires
and Gran Buenos Aires.
(to be continued)
Culture, Acknowledgement, Interaction
among areas and a
Working Environment
are the action basis
in our continuous dialog
with our employees.
Our Value Chain
(continued)
Benefit
Description
Surgical insurance
We have taken a Surgical Insurance at MAPFRE
Argentina for all members of the Bank and their
primary relatives. This insurance gives the employee
that goes through surgery an indemnization for the
amount defined by the directory, apart from the
coverage and reimbursements of the private health
care system or state health care system.
Benefit for
Reimbursements are granted to those who have
disabled children
disabled children, with no limits of age. This benefit
License for adoption
is open to all staff that needs it.
Macro Club
The same reimbursement is granted to those who
Macro Club is open for the members and
their families to develop social and sport
activities. Three years ago members totaled
220; today they amount to 400; i.e. we have
almost doubled the number of members.
are not biological parents. We do not just comply
with the leave stated by law because we consider
they need a longer period to adapt. This benefit is
open to all staff that needs it.
Family and
We organize sport and recreation activities, with
professional life
discounts to have access to a gym and we organize
competitions for their children, among other things.
The aim is to approach the families. This benefit is
open to all staff that needs it.
Special discounts
We have widened the benefits portfolio by making
agreements with companies that resulted in better
conditions for Macro members in different fields,
such as tourism, clothes, catering, chemistry, etc.
The agreements related to health and university
careers in different regions of the country gained a
special consideration; in both cases, the whole direct
family is included. All employees receive this benefit.
Special conditions
We offer our collaborators and direct relatives
in products for
bonuses and discounts in products and services
the staff
rendered and offered by the Bank, such as credit
cards, safety boxes, fixed term deposits, currency
exchange operations, among others.
In 2011:
• We improved the club’s facilities with repairs,
pools, painting and new games, among others, to welcome all collaborators that enjoy
the recreation place, especially built for them,
during the high season.
• Our teams Banco Macro and Macro Club,
made up of about sixty players, were unbeaten champions in the Banking tournament
and went up to category A.
• During the year, cycling tours, barbecues and
other family meetings were also organized.
44 / 45
100%
of our collaborators are included
in the labor collective agreement,
represented by the Asociación Sindical
de Bancarios (Banking Trade Union).
“Macro goes with you”
Based on our experience, we concluded that the voluntary retirement or
retirement plans implemented by companies for employees do not render
the expected results. We believe this is mainly due to the internal conflicts
they have with those collaborators who may consider the beginning of a
new stage in life. For them, this is a turning point with strong changes and
adjustments.
We are worried about all populations member of the Bank, so this year we
launched the program called “Macro goes with you", addressed to those
collaborators who are about to start a new stage in life, when labor takes a
secondary role to give way to new projects. With this objective, we openly
invite those who are about to retire to make use of this retirement benefit.
We held 4 meetings which meant an exchange space to generate ideas for
proposals to be implemented in the future, both economically and personally. In 2012 this initiative will go on in the other provinces of the country.
Other special activities
• Competitions: We organized competitions on Fathers’ Day, moments to
be shared by fathers and children.
• Banco Macro’s choir: This artistic activity was carried out weekly at the
auditorium located at Sarmiento 401, with an increasing number of
followers.
• Movies for girls: This unique activity for female coworkers was aimed at
gathering them for a different afternoon.
Our Value Chain
• MacroSaving: For the third consecutive year, we celebrated the International Saving Day in the capital of the province of Córdoba. Collaborators shared one day with their families and peers. Everybody, children
and adults, took part in integrating and cooperative games, which consisted of fulfilling missions related to giving value to the saving culture.
• Yoga lessons: This proposal was part of the integration activities in
Tucumán to provide collaborators with a space to build bonds with peers
and with themselves. They learnt some breathing, concentration and
meditation techniques, good postures and they managed to get free from
daily stress.
• Tea meetings: There, managers and heads of branches brought up
doubts, generated proposals and defined action plans together with the
Bank’s CEO and the main officers of associated Central Areas. During
these meetings, there arose some opportunities to improve processes and
work methodologies for the sake of a better quality and labor efficiency.
Trade Union Representation
All our collaborators are included in the labor collective agreement, represented by the Banking Trade Union. We are aware of the importance of this
union representation for the correct business functioning; so we keep a
fluent dialog with trade unions related to our activity.
We promote health and labor security
We want to offer our employees the best health conditions and a good
working environment. Therefore, we push them to have a healthy life,
organizing and promoting internal sport tournaments.
In 2011, twelve teams from the capital of Córdoba and other provinces
played a 24-match football championship. Likewise, so as to generate interaction among members of the Central Areas in the different managements,
we resumed a classic event in Buenos Aires: the Internal Football 5 Tournament. At that time, and to highlight the integrating aspect of sports, teams
were made up by drawing lots. After each match, players shared the “third
half ” with anecdotes and building new friendships.
On the other hand, 170 workers attended a course on first aids. The contents of the proposal were according to the Programs of the International
Societies Federation of the Red Cross and Red Cross Crescent. The general
purpose of the course was to pass on some knowledge about initial techniques in first aids and cardiopulmonary reanimation to cooperate with
those victims of an accident or a sudden disease until a practitioner arrives.
The ART Liberty trained in risk prevention and provided all collaborators
of the country with instructions. Besides, we also have some guides to
46 / 47
prevent fires and evacuate buildings, available on the intranet. A training
course was given on such topic to allocate roles in evacuation plans; adding
to similar contents in e-learning training courses.
The Hygiene and Labor Security areas were in charge of paying some visits
and issuing monthly reports on labor risks and training courses; it also
prepared a plan and evacuation plans and carried out some studies on
labor conditions throughout the country.
All our suppliers
may open an
account for free to
receive the funds
from the invoicing.
Suppliers by geographical area
Suppliers
Suppliers in figures
2011
2010
Number of suppliers
12,634
11,361
Center: 31%
Main categories
Coastal Area: 2%
Building repairs and maintenance
639
572
Argentine North-east: 8%
Publicity and Advertising
475
403
Argentine North-west: 13%
Stationery
92
68
Tucumán: 2%
Security
90
64
Buenos Aires: 38%
Cleaning, hired companies
55
41
South: 6%
Application and base software
36
31
Systems hardware
25
24
Equipment maintenance service
24
19
IT consumables
21
16
Clearing expenses
1
6
First, ours
Aligned with our philosophy “Being near”, we gave priority to the incorporation of local suppliers; this process also reported logistic advantages and
contributed to the economic and social development of those communities
where we do Business. Our knowledge about the local and national context, which we share with our suppliers, allows us to develop a solid synergy from which everyone is benefitted.
How we select and assess our suppliers
At the time of considering the incorporation of a supplier into our base, we
take into account certain variables such as commercial and tax background, geographical location and information related to basic quality
requirements, health and safety standards and offered price.
Our Value Chain
We believe it is essential to keep a rich and frequent exchange with them
for the success of our Business and correct performance of our operations.
Therefore, each sector communicates fluently with its suppliers. In this
sense, within the frame of the program called “Get to know your supplier",
we visit their production facilities every three to six months.
Caring for the highest safety and quality standards, each sector makes
six-monthly assessments of the services rendered or products acquired.
The evaluation is firstly made on considering prices and then on the quality and delivery terms fulfillment. During the process, it is essential to
count on the internal client’s opinion.
Permanent contact with our suppliers
We use different means of communications to achieve a fluent relationship. E-mails, our web page, phone and personal contacts are the means to
receive queries, opinions and suggestions.
In 2011, we paid 30 visits to suppliers’ companies throughout the country
(Santa Fe, Salta, Misiones, Córdoba), under the program called “Get to
know your supplier”. These meetings let us consolidate our bond with
them and keep an in-site dialog to deal with topics of their interest and to
go on building a closer relationship.
We work to improve our responsible
management with our suppliers
Within our CSR Management, we organized workshops with the employees in charge of dealing with suppliers and of the implementation of purchase processes. There, the attendants were trained in national and International CSR trends and in the best sustainability practices with the Value
Chain.
Finally, we talked with our suppliers to spot improvement opportunities
and joint challenges associated with sustainability, based on the information presented and the results of the self-diagnosis and the mapping of
stakeholders carried out with employees of all areas of the Bank6.
Strategic Alliances
Every year, and from the position we have as social actors, we invite suppliers to participate in our social investment programs.
In 2011, through usual communication channels, we share the information
on the business management responsibility with our suppliers and we pass
on our corporate culture and values to them. Thus, as part of an awareness
For further information about the self-diagnosis and mapping of stakeholders carried out
by some employees of all areas of the Bank, see page 35 of this report.
6
In 2011, we developed
a code of conduct
for suppliers based
on our corporate
mission, philosophy
and values.
48 / 49
campaign of the Companies against Child Labor (of which we are members), we inform our suppliers about it via e-mail.
Besides, during the year we set out on the development of a Code of Conduct for suppliers based on our corporate mission, philosophy and values.
This initiative is aimed at letting our suppliers learn about certain performance principles and at allowing them to comply with them based on practices that reflect the importance of corporate ethics, the respect for Human
Rights and labor conditions, and the preservation of the environment.
Clients
Clients in figures (1)
Number of individual clients
2011
(2)
Number of corporate clients
2010
2010
2,609,763
2,433,719
2,313,448
108,129
103,206
96,129
12,542
10,089
8,034
8,153
6,141
4,883
2,165
1,467
1,342
5,771
5,149
3,561
12,179
7,512
5,174
12,056
8,436
6,077
409
129
90
338
338
197
24,570
16,186
11,527
10,512
12,141
11,272
429,792
226,525
122,986
Total Deposits – Individual
Banking (millions of pesos)
Total Deposits – Government
Total Loans – Individual
Total Loans – Corporate
Total Loans – Financial
Total Loans – Corporate
Total financings
(millions of pesos) (3)
Total liquid assets
(millions of pesos)
Number of issued
Credit Cards (4)
Information about Banco Macro and Banco del Tucumán.
(1)
Including total of holders and additional holders with at least one product. Insurance,
safety box or contingencies are not included. Information corresponding to April 2011.
(2)
Total Loans and leasing included.
(3)
Including authorized and embossed accounts, both individual
and Agro-Distribution-Corporate.
(4)
of the total loans portfolio
60
50
40
30
20
10
0
51%
49% 48%
46%
1%
2%
2011
Finances
Individuals
Total Deposits – Financial
Share according to banking sector
Government
Total Deposits – Corporate
We work to be next
to those that choose
us, no matter which
region of the country
they are in.
Corporate
2%
1%
2010
Our Value Chain
Individual Banking
In 2011, we worked to meet the financial and transactional needs of our
clients with quality products and a better service. Through December 2011,
our individual client portfolio was made up of over 2 million people: professionals, employees, entrepreneurs, retired people and students.
Products responsible for the banking
inclusion of low-income sectors
Tarjeta Social (Social Card): once again, this year we worked on the Provincial Food Program in Salta, which lets the most marginalized sectors of the
population be banked, among other benefits. This way, we hand in the Social
Card every month, used by holders to buy food at the stores authorized by
the Government. Since the beginning of the plan, in 2007, 131,737 people
received their card. In 2011, 4.9 million transactions were made: 4 out of 10
were carried out at the group’s ATMs.
Moreover, we went on cooperating with those in need in the province of
Salta, through the plans called “Nutrivida” (destined to undernourished
children), “Focalizados B” (destined to those affected by tuberculosis) and
“Embarazadas” (Pregnant women).
Results
2010
2011
Social Card
New cards
Social
Recharge
Social Recharge
Card
able Card
Card
able Card
Si.Pro.Sa.
Si.Pro.Sa.
16,927 1,727
39,082 3,002
72,589,948 5,179,550
41,194,875 6,176,500
64,477,819 3,080,478
36,568,428 4,684,320
131,737 17,541
127,223 21,790
Credited amount
(in pesos)
Consumption
amount (in pesos)
Cumulative total
of beneficiaries
Rechargeable Card Si.Pro.Sa: In 2011, the program continued in force, by
means of issuing monthly cards according to the orders made by the
Government.
Personal Loans in Districts: We made eight new agreements with the
districts of 9 de Julio, Capitán Sarmiento, Armstrong, Adolfo Alsina, Tigre,
Funes, Oncativo and Humbold. Therefore, 4,492 clients received loans for a
total of $ 100.5 million; the average loan amounted to $ 22,375.
4.9
million transactions
were made through
the Social Card.
50 / 51
Financing for purchasing computers: More employees, who credit their
salaries in the Bank, were able to have access to a computer with the financing we granted them. In 2011, 1,316 homes got their computers at a
rate of 0%, the amount was $ 5.5 million.
Education Insurance: we went on offering Macro Education insurances,
destined to guarantee that children continue their schooling education.
At the end of 2011, these insurance policies were over 4,300.
Protected Payment Insurance: As in 2010, we protected surpluses of Credit Cards and Personal Loans in the case of unemployment, disability or
death. The portfolio volume was over 104,000 policies at the end of 2011.
Loans for Natural Gas Installation: In 2011, 2,305 new homes were connected to the natural gas net due to the financial assistance amounting to
$ 5.1 million, granted mainly in the provinces of Salta and Tucumán.
Loan Line for Universal Child Allowance Beneficiaries: Since its launching in December 2012, we have granted 19.098 loans amounting to $ 45.6
million with a fixed rate to be paid in 36 months.
Universal Free Account: We banked 4,400 clients by means of special
campaigns which gave Saving Accounts free from maintenance costs so
that low-income sectors could have access to a banking account; 2,000
accounts were opened in 2010, adding to the previous ones.
Other products and services to improve the life quality of our clients
Discounts on commissions for retired people: With the measure imposed
by the BCRA Communication “A” 5231, 255,000 retired people received the
discount on commissions arising from withdrawals via ATM, cashiers and
transfers. This meant less circulation of cash, more security and the reduction of the economic impact on lower-income segments.
Insurances for retired people: We traded insurances for retired people,
providing them with products designed to meet their special needs. Today
we have 37,115 Personal Accidents and Burial Insurance policies that cover
our elder clients. At the same time, we launched a new insurance at Banco
Tucumán to protect retired clients in case of death by accident. This insurance was taken at branches or on the phone and we sold over 1,300
through December 2011.
Our Value Chain
Early retirement: This is a line for those clients in Salta who meet the
requirements to retire but lack years of social security contributions. With
this line they get a down payment of up to $ 3,000 to clear such debt and
get the retirement from which payments are later debited.
Retired people’s segment
2011
2010
Number of retired people that received loans
131,460
117,017
Total number of loans
972.4
667.9
Number of retired people that received
809
2,612
Total amount of retirement payment
1,325
834
Quantity of centers
27
19
223,410
197,133
641,428
639,076
an early retirement
(1)
Number of retired people monthly assisted
at these centers
Total number of retired people assisted
during the year
The reason for the interannual reduction in the number of beneficiaries is the line
was launched in 2009 and clients with a right to it got it at that moment. In 2010
and 2011, those who asked for it were just fulfilling the requirements and only
contributions were missing.
(1)
Binding payment beneficiaries: We opened 3,853 free accounts for those
who must receive payments related to judicial issues.
Personal Loans: We launched three new loan lines:
• Through Phone Banking, with a fixed rate to be paid in 36 months. Since
its launching in August 2011, 2,570 loans have been placed, amounting to
$ 5.4 million.
• Through ATMs, 94,048 loans were placed, amounting to $ 125.7 million.
• Through the Loan Line called Rapicompra (Quick Purchase) (at stores
and traditional), 13,250 loans were placed, amounting to $ 65.7 million.
Credit Cards: This year we issued over 400,000 Credit Cards that allowed
our individual clients to administer their consumption and to improve
their life quality and that of their families. The total financing granted
through Visa, MasterCard and American Express Credit Cards amounted
to $ 18 million in 2011. Moreover, 189,000 additional cards were issued
through different channels.
Within the Plan for Indicators Improvement, we contacted 150,000 accounts. This program was implemented in 2006 to reactivate those accounts that had registered no activity and to foster those with low consumptions. For that reason, we sent Clients a special communication
including exclusive benefits.
52 / 53
Insurances: We offer products that adapt to the needs of our clients: Home,
Education, Cars and Life are among the most important ones. In 2011, we
went on consolidating the growth and development of Life and Personal
Accident Insurances portfolio, up 36% on those registered in 2010.
By late 2011, we finally defined the offer of ATM Plus insurance, a much
more complete product with new coverage on purchase and price (the
Insurer shall indemnify the Insured for the positive difference between
purchase price and that observed and shown by the Insured for a similar
good). The latter added to the already existing ones.
Benefits for our clients
MACRO Premia (Rewards): We invested $ 12 million in rewards for our
clients throughout the country, given through the consumptions made
with Visa, American Express and MasterCard Credit Cards of the Group.
Currently, all our cards sum up and use MACRO Premia points. The
category which registers the highest number of points for exchange is bed
and table linen.
Discounts and promotions: Consumption reached a volume of $ 120
million and a share of 25% in the Credit Cards Clients portfolio. All in all,
320,500 operations made with Debit Cards received a discount or promotion at the main supermarkets and stores of the country.
Catalogue Sale: Many sales were made through catalogues that offered our
Clients well branded products with discounts and financing. The Bank
worked together with Sony, Phillips, Dell, Starphone, EXO, Comercial
Cataratas and New San. Our clients made over 5,000 operations, amounting to $800,000.
The increase in credit lines: In order to reset our clients’ purchase limits,
three campaigns were carried out to push the purchase limit up during the
year, and we reached 795,410 accounts belonging to clients of Wage Plan,
Open Market, Retired People and Employees segments. The total amount
of new purchase limits reached $ 8 million through December 2011.
This year, we issued over
400,000 Credit Cards,
which allowed our
individual clients to
administer their
consumption and
improve their life quality
and that of their families.
Our Value Chain
Corporate Banking
We have over 100,000 corporate clients, broken into categories according
to their activity and turnover volume:
• Corporate: These companies have sophisticated product requirements.
• Megras: This group includes large and medium companies.
• Agro: These clients have specific characteristics and needs and, therefore, they demand a different product portfolio from that of the rest of
our segments.
• SMEs: Highly developed in the provinces of the country, it is the largest
category of our Corporate Banking.
• Microenterprises: It belongs to the SMEs category, made up of companies that report an annual turnover of up to $ 4,500,000. They operate
less information than large companies; they are a mass and very dynamic
segment with short financial offer.
The active portfolio of Corporate Banking
showed important results once again: it
reported a cumulative rise of 40% boosted
by the increase in investments in Title Loans,
Document Discount and Current Account
Overdraft. The contribution of Agro and
Small Enterprises (especially Microenterprises) was essential as they registered increases
of 63% and 58% respectively, and they provided the active portfolio with atomization
and stability.
Clients according to region
Corporate Banking Makeup
2011
2010
2009
Corporate
0.4%
0.5%
1%
Megras
2.1%
2.2%
2%
SMEs
57.7%
74.7%
73%
Microenterprises
18.2%
Agro
21.6%
22.6%
(1)
(2011)
(1)
24%
As from 2011, the SMEs and Microenterprises became two different segments.
Therefore, for previous years, the percentage of these two segments is included
in the SMEs category.
(1)
Jujuy: 3%
Argentine North-east: 10%
Salta: 5%
Corporate Banking Products
We offer a wide range of products and services for different profiles and
sizes of our corporate banking clients. We aim at following them in their
growth and development with innovative and excellence solutions. Among
the new products and services this year we highlight the following:
Collateral Agreements: We celebrated commercial agreements with the
following companies: Scania, Iveco, VW, Grúas San Blas and Caterpillar
with prime rates and special conditions.
Leasing: We celebrated commercial agreements with first-line dealers such
as Volkswagen, Iveco, Cartepillar and Scania, which provide us with a range
of possibilities for our clients. In 2011, the highest amounts of these lines
increased and prime rates were included in some agreements, according to
the number of units to be acquired.
We carried out fidelization campaigns for leasing and title loans clients and
former clients who showed a good conduct during the term of the line or
with over 50% of the financing repaid. In their behalf, we modified the
requirements and facilitated the fleet renewal and increase.
Credit Cards: We offer our clients different Credit Card options: Visa
Corporate, Purchasing and Business; and MasterCard Corporate, Purchasing,
Corporate Travel, Corporate Fleet.
Tucumán and
Santiago del Estero: 2%
West: 4%
Patagonia: 3%
Buenos Aires: 18%
Córdoba: 22%
Santa Fe: 33%
54 / 55
75.8%
of our client portfolio
is made up of SMEs
and Microenterprises.
Debit Purchasing Card: This product responds to the needs of companies
for an Automatic Debit system that guarantees payment of services on due
date. The services that may adhere to are cell phone payment, tolls, clubs,
district and province expenses and taxes, among others.
Benefits with Commercial Cards (Visa Business and Mastercard Corporate):
To improve our offer, we added value to the product with more benefits
for user companies: we increased the accounts activation and launched
promotions in tourism and IT consumables purchase. As an example: in
Aerolíneas Argentinas, Musimundo, Megatone and other hotel facilities.
Cards for individuals developing commercial activities: This is a product
designed specifically for the commercial segment with corporate characteristics, with all the benefits of retail cards.
Insurances: Our offer includes vehicles, companies, special vehicles, car
fleet, Comprehensive Stores, Comprehensive Consortiums, Contractor
Team, Operative All Risk, Electronic Technical, Fixed Industrial Technical
Machinery, Land Goods Transportation, Water and Air Goods Transport,
hail and fire insurances.
This year, we incorporated Sancor Insurances and HSBC Insurances for the
Comprehensive Corporate Insurance. And we have updated and improved
the procedure handbooks and traditional insurance regulations to ease the
interpretations by the whole net of branches, thus contributing to a better
counseling to clients before taking insurances out.
Our Value Chain
Payment to suppliers: Automatic system to pay suppliers via Internet.
This year we made some changes for the sake of a better service:
• Generation of value with an issuance date equal to that of the process.
• Issuance of checks to be collected at windows (new ART –Labor Risk
Insurance Company- regulation).
• Improvement to the safety scheme, optimizing the control of signatories
of third party payment to suppliers.
• Implementation of decentralization of deduction printings at branches.
• Optimization of the information available for companies about the status
of checks written out.
We also count on the following tailor-made products and services for each
corporate client8:
• Macrowage: The service of wage payment to public and private workers.
• Emprende (Enterprise) XXI, Comercio (Business) XXI y Campo (Field)
XXI: Tailor-made product packets for clients of the production and
service sectors.
• Collection Services.
• Warrants: For owners of agricultural and industrial goods
or products that may be stored.
• Values in Custody: Collection with portfolio administration.
• Discount/checks purchase.
• Loans with documentary guarantee.
• Datanet: Net of Electronic Banking for companies.
Services rendered to each segment
SMEs
In 2011, the credit portfolio of SMEs Banking grew by 50%, with a special
rise in wages of Document Discounts, and in medium and long-term
financings; especially title loans. In this segment, microenterprises showed
rises in active and passive portfolios of 65% and 41% respectively and they
became an essential source of fund raising.
On the other hand, by mid-year we launched a packet especially designed
for this segment business, called Comercio XXI (Business). This packet of
products and services was specifically created to improve and complement
the offer to small enterprises legally appearing as Individuals with a commercial activity or as Legal Persons (excluded from the agricultural sector
and individuals on payroll), with an annual turnover under $ 4,500,000. It is
made up of two versions than contemplate a different combination of products and services: ComercioXXI Total and ComercioXXI Básico (Total and
Basic Business XXI). Through December 2011, 4,270 packets were active.
8
For further information about these products, see Banco Macro's CSR Report 2010.
Improvements and New Services
in Foreign Trade
We understand the importance of Foreign
Trade operations for our corporate clients,
and so we included products and services to
go with them in this process that means a
development for them and for the country.
We financed International purchase and
sale operations. We launched a new credit
line together with the IDB for Foreign
Trade financings of up to two years for
U$S 30,000 million.
On the other hand, we have an information
service via e-mail, called “E-mailing Comex”,
which publishes the abstracts on new Foreign
Trade regulations, the BCRA communications, amendments to forms and due dates or
news on the information regimes.
Through an agreement made with Exportar
Foundation, we incorporated updated international information about international
fairs and business meetings. We also included
useful information for importers and exporters: online translator, requirements to be
registered as importer and exporter, Comex
dictionary and 2010 Incoterms. We updated
the web page image and redid the presentation and description of Comex products for
clients to access and read its content easily.
The page contains a summary of regulations
and FAQs that include: documents and instruments, funds inflows and outflows, liabilities abroad, general position of changes and
inquiries channel. To the online MacroDirect
tool, we also added the possibility to look
into details on the import clearances assigned
to Banco Macro to see the status of import
advanced payments.
56 / 57
Total
Basic
Yes
Yes
Yes
Yes
account statement
Yes
Yes
E-Resumen (E-Statement)
Free optional
Free optional
Electronic Equipments
Yes
Yes
Debit Card
Free optional
Free optional
25 units
Yes
Yes
Movements at windows
10 free movements
2 free movements
Crediting coupons at BM
Optional
Optional
Optional
Optional
Optional
Optional
COMERCIOXXI – products
and services included
Current Account
Special current account
/ Savings Account - $ and U$S
Unified monthly
MacroInsurance for
First checks book of DPC
(deferred payment checks)
Comprehensive Business
Insurance
Credit Card
(consumption or corporate)
Credit Lines
Total
Basic
ComercioXXI
ComercioXXI
CCA (Current Account Agreement) Loan
$80,000
------
Credit Card
$35,000
$2,000
DPC discount
$195,000
------
Signature Highest Limit
$105,000
$2,000
Highest Global Indebtness
$300,000
$2,000
Microenterprises
We have a special packet designed for microenterprises, called Emprende
XXI (Enterprise XXI), which grants credit lines with minimum requirements by means of a risk application available at our branches. In 2011,
8,037 packets were activated, with a stock of 40,555 packets through
December 2011.
At the same time, this segment can also make use of the packet called
Comercio XXI (Business XXI) above mentioned.
Our Value Chain
Agronegocios (Agrobusiness)
It was one of the most dynamic segments in 2011. We addressed over
18,300 agricultural producers, increased the Financing of labor capital and
the purchase of agricultural machinery and we pushed the sale of exclusive
packets, such as Campo XXI (Field XXI), which registered a rise of 54%
on that registered during the previous year. This packet offers products
to meet financial and transactional needs of this segment client. Through
December 2011, the net activated packets accounted for 3,360, with a
stock of 9,539.
The performance of MacroAgro Cards was especially significant, with a
rise of 25% in the number of active accounts, generating also an increase
of 45% in consumption. As regards MacroAgro Card service, we signed
more than 70 agreements with machinery manufacturers which allowed
the medium and long-term financing of purchase and renewal of agricultural capital assets.
We also highlight the following new items of 2011:
• Pactación (Negotiation): We implemented a process for negotiated transactions for Macroagro and Distribution. This lets users agree on the
purchase due date with the store9.
• Esquema Ganadero (Livestock Scheme): We followed a special development of the Macroagro products, applicable to estate purchases at auctions; with this option, the producer may pay the purchase in installments after a grace period.
• Promotions at participating facilities with a discount of 100% on the rate
in Macroagro: Advanta, Agro Integral Insumos, Agrofina, Alberto Bossio,
Alzuarte, Biscayart, Bunge Fertilizantes, Carabelli Motores S.A., C&D,
Caverzasi Ortín Semillas, Cooperativa Agrícola Ganadera, Cosechas
Argentinas S.A., Degser Laboratorios, Eduardo Lusso, El Carmen Cereales, Facyt, Forratec, Illinois, Insu Agro, Rizobacter Argentina S.A.,
Sursem, Unión Agrícola Avellaneda, among others.
• Financing regional production activities with special loans for dairy farm
owners; farm breeding title loans and Distribution agreements with an
interest rate of 0%, such as Unión Agrícola Avellaneda, El Carmen Cereales and Cooperativas Tabacaleras de Jujuy and Misiones.
Contribution to the development of the country with financings
for the production sector
Credit Line for the Production Reactivation and Credit Line for Promotion
of Regional Exports, related to the Federal Investment Council: 336 operations amounting to a total of $15,414,687.60.
New Macro SMEs Line destined to promote regional economies and to
foster the granting of loans to be used in financing labor capital, investment projects, capital assets acquisition or exports pre-financing, and to go
with the development of the MISMEs. This includes lines such as balloon
9
Applicable only to certain Agro stores and promotional schemes.
18,300
agricultural producers
invested in their
business with our
financing.
58 / 59
loans, leasing, exports pre-financing and financing, local loans in dollars
for exporters (with or without Forward Transfer) and DPC discount:
1,797 operations for a total amount of $164,642,248.
New lines associated with the so-called “Programa de estímulo al crecimiento de las MIPYMES” (Program of MISMEs growth incentive), credit
auction provided for by Resolution 163/2011 of the SEPYME (Undersecretary of the Small and Medium Enterprise and Regional Development) and
allocated to Banco Macro by Resolution 186/2011 to promote financial
assistance for MISMEs:
• 525 operations amounting to a total of $40,106,800
Hotel Industry Line for the hotel sector of the province of Misiones to
repair facilities, to get linen and other furniture, within the frame of Financing Agreement for the Production and Service Sector executed between the government of the province of Misiones and Banco Macro:
operations amounting to a total of $1,500,000.
Financing Line for the Yerba (Maté) Sector: Agreement made between
the Instituto Agropecuario e Industrial (IFAI) (Agricultural and Industrial
Institute), the Instituto Nacional de Yerba Mate (INYM) (National Maté
Institute), the Ministry of Agriculture and Production of the province of
Misiones and Banco Macro to provide financial service to this sector:
operations amounting to a total of $75,155,000.
Line within the Agreement on Financing for the Production and Service
Sector made between the government of the province of Misiones and Banco
Macro, oriented to operations with SMEs associated with the Economic
Confederation of Misiones: operations amounting to a total of $285,000.
Trusts/Structured Settlements:
• Financial Trust “Loma Blanca Serie I” for the highest issuance amount
of U$S 103,000,000 (U$S 29,890,000 VRDA (Class-A Debt Securities)
and U$S 73,110,000 VRDB (Class-B Debt Securities)). Resources from
the issuance of DSs (Class A and Class B Debt Securities) will be used to
finance the wind park called Loma Blanca IV, a member of the Loma
Blanca Project, which comprises the installation, activation, operation
and maintenance of 4 wind parks allocated by resolution ENARSA No
19/2010 which will affect the districts of Trelew and Madryn in the province of Chubut, to fit existing roads out and to create new roads, assembling platforms for air generators and their foundations.
• Issuance of Negotiable Instruments of Emgasud S.A.A for a par capital
value of up to $ 90,000,000. Results will be destined to finance, partially,
our projects or the expansion of existing projects of energy generation by
We contribute to
the development of
the country with our
financing for the
production sector.
Our Value Chain
the Issuer in the Argentine republic, among which we find the Parque
Eólico Rawson I (50 MW) and Parque Eólico Rawson II (30 MW) allocated under the auction known as GENREN and the widening of the
thermal centers called Las Armas and Bragado by 25 MW and 10 MW,
respectively, allocated under the auction known as Energía Distribuida II.
Distribution of branches and annexes
Customers Service
We offer a wide net of branches to be near
One more year, we have widened our branches net to be next to those who
choose us. In 2011, we opened 17 branches in the Federal District, Gran
Buenos Aires, Zárate (Buenos Aires), Córdoba Capital, Río Cuarto and
Laboulage (Córdoba), and in Tucumán. All in all, the net totals 413 branches, out of which 68 are the only banking institutions in certain areas.
We also went further in the outstanding service policy for the best possible
response to the demands from the different segments. We opened 5 new
branches for corporate customers in the cities of Córdoba Capital, San
Francisco, Río Cuarto and Villa María, in Córdoba; and in Morón, province of Buenos Aires. On the other hand, the branch in Quilmes moved to
new facilities that grant an outstanding service for retired people.
Geographical mapping
2011
2010
Total number of branches per region
413
402
Branches
Annexes
Argentine North-west
77
72
Buenos Aires: 56
Federal District: 2
Center
178
176
Federal District: 27
Córdoba: 6
Argentine North-east
39
45
Catamarca: 1
Jujuy: 7
Cuyo
15
20
Chaco: 1
Salta: 8
Patagonia
21
15
Chubut: 5
Santa Fe: 4
Province of Buenos Aires
56
51
Córdoba: 66
Tucumán: 12
City of Buenos Aires
27
23
Corrientes: 3
Total: 39
Number of districts with no competitors
68
67
Entre Ríos: 6
Jujuy: 15
Number of districts who share only
one banking institution
56
67
La Pampa: 2
Total number of ATMs net
943
872
La Rioja: 2
Banco Macro’s ATMs
845
775
Mendoza: 13
Banco Tucumán’s ATMs
98
97
Misiones: 35
Total Number of SSTs
790
728
Neuquén: 4
Río Negro: 6
Salta: 25
San Juan: 1
San Luis: 1
Santa Cruz: 2
Santa Fe: 106
Santiago del Estero: 1
Tierra del Fuego: 2
Tucumán: 33
Total: 413
60 / 61
Distribution of branches by district
2011
2010
(only Macro Group)
Large urban centers (over 10 branches)
25%
20%
Medium and large cities (6 to 10 branches)
1.5%
7%
Small cities (3 to 5 branches)
5.7%
5%
Small districts (2 branches)
6.4%
6%
Small districts (1 branch)
61.4%
62%
Customers Service Innovation and Development
Our customers may carry out banking operations in an agile, comfortable
and safe way with our automated and contact channels, which allow a wide
range of transactions.
Automated Teller Machine (ATM)
Between 2010 and 2011, we installed over 191 machines; 63% were replaced, 19% new positions and 18% position reinforcement. We also
bought 482 ATMs to be installed in 2012. Through December 2011, we
had the 17.7% of the market of Banelco ATMs and 8.5% at a national
level. In terms of transactions quantity, we reached a share of 20.9%
of the Banelco net.
Self-service Terminals (SSTs)
In 2011 we installed 62 new SSTs, reaching a total of 785. Such rise was
distributed as follows: 26 new installations in branches that had no equipment, and 26 reinforcements in branches with high operation volumes in
deposits, payments and inquiries. We also increased the total number of
“7x24” SSTs to improve the 24/7 customer service.
MacroMóvil
We have 5 mobile units, with personalized service, that provide solutions
throughout the country. Each of them has two ATMs and computers with
Internet connection. This year MacroMóvil travelled around 20 districts
such as Paraná, Concordia, Mar del Plata, Bahía Blanca, Rosario, Venado
Tuerto, Santa Fe, Santo Tomé, Reconquista, Villa Constitución, Tilcara,
Cafayate, Carlos Paz, Pergamino, Termas de Río Hondo, Yerba Buena, Tafí
del Valle, among others; and was present at events such as Expo Agro,
Fiesta del Inmigrante, Feria Forestal, Expo Yerba Mate, Expo Agro Jujuy
y Agro Activa.
ATMs for blind people and accessibility for the disabled
Disabled people also count on the necessary tools to operate with our
Bank with no hindrances. We are currently equipped with 302 for blind
people, out of which 112 have already been authorized. In 2001 we added
24 branches with ramps and special toilets, thus reaching the number of
73 branches with ramps for the disabled and 42 with special toilets
throughout the country.
Districts where Banco Macro is
the only banking institution (1)
District
2011 2010
Salta and Jujuy
14 Tucumán
9 7
Córdoba
5 5
Misiones
16 14
Santa Fe
24 28
Total
13
68 67
Scope: Branches and ATMs. Exclusive ATMs
not included.
(1)
191
ATMs and 62 new
SSTs installed and
112 ATMs authorized
for blind people.
Our Value Chain
Macro Direct
Our Home Banking service is developed with the best technology as
regards IT security and it lets our clients operate on a 24/365 basis from
anywhere in the world. In 2011, this channel meant the 86% of transactions and inquiries volume and was the favorite service due to its agility
and security.
Call Center
Through this channel, clients may make inquiries and transactions in a safe,
quick and simple way, supported by state-of-the-art technology. To optimize
our service even further, we implemented new functions such as the access
to e-summary service for the Credit Card.
In 2011 we took on the challenge of meeting the highest service quality
standards in our Call Center. For that purpose, during the year we organized
workshops of “Service Techniques” with our employees to improve customers service, we generated 69% more calls compared with 2010, we received a
monthly average of 136,757 calls and we increased the number of exclusive
staff, thus creating 48 new employments.
In this sense, we also achieved:
• The ISO 9001:2008 certification of the Management System of Individual
Telephone Customers Service.
• The incorporation of 2 disabled people to act as Call Center operators.
• The technological innovation of the global infrastructure of the Call
Center, by renewing all its components and offering a double-support
scheme before any contingency, minimizing risks and allowing the
operation continuity.
In May 2010 we opened a Call Center for companies of all the country.
Through this channel, clients with the password of the Comprehensive
ClienteSI Service had a new alternative of personalized attention, with
specialized staff to operate safely and comfortably.
In 2011, the average of answered calls was 6,600, up 50% on that
registered in 2010.
Automated channels users (1)
2011
2010
Individual Banking
281,252
228,450
Corporate Banking
41,071
34,249
Total
322,323
317,196
The number of users includes all those who operate through any automated channel
with the password to the Comprehensive ClienteSí Service (Macro Direct, SSTs, IVR
and Call Center).
(1)
Macro Mobile Banking
Macro Mobile Banking is a service for our
customers to operate their banking accounts
comfortably from their cell phones: to ask for
surpluses and Credit Card, to pay utilities, to
make transfer between their own accounts or
third person accounts and even to recharge
their cell phones or somebody else’s. It features
a global reach and operates on a 24/365 basis.
The channel is extremely safe as it does not
allow transferring money, making payments
or recharging cell phones without a previous
notice in a Banelco ATM or Macro Direct
(Home Banking); in case of losing the cell
phone or being robbed of it, no other person
can make transactions.
In 2011 we carried out 6 incentive campaigns, two of which will continue during
the first quarter of 2012 and include the
delivery of over 40 prizes, tablets, iPods and
cell phones, among others. Through December 2011, over 100,000 monthly transactions
had been registered.
New high technology tools and
services for customers service
We implemented new services for individual
banking, such as transfers via UBC (Uniform
Banking Code) with immediate accreditation. On the other hand, companies may
ask for mass beneficiary activation to credit
wages and to make new inquiries on collections with very detailed information.
In 2012, our challenge is to incorporate new
transactional functions related to Foreign
Trade for import and export operations
liquidation, and transfer via UBC, with immediate and deferred accreditation and the
use of the corresponding signature scheme.
62 / 63
Inquiry/Order
Transactions volume through
Money
automated channels
2011
2010
2011
2010
Internet (Macro Direct)
93,033,763
69,386,510
766,904
571,403
SSTs
3,377,628
3,565,558
9,204,893
6,771,301
IVR (automatic service)
2,189,715
2,057,362
7,576
7,643
Call Center
1,758,801
828,487
16,121
12,293
Calls answered at the Call Center
2011
2010
BT Call Center
426,763
361,796
Macro Call Center
1,421,048
955,850
79,785
38,274
3,755,784
2,973,523
Corporate Call Center
IVR Calls (total)
(1)
The rise in corporate calls corresponds to the exclusive Call Center for this segment,
opened in May 2010.
(1)
Channels at branches
In 2011, we went on working to foster the use of telephone posts and MacroDirect installed at branches. Currently, we have more than 370 phone
posts and 250 MacroDirect posts.
E-Flow Service System
The e-Flow system is a software solution to organize the flow of people
into our branches, offering a more organized attention. The client enters
the branch, chooses the procedure to follow at the terminal, gets a ticket
and waits to be called while comfortably seated in the waiting room.
This solution optimizes the use of resources and our customers waiting.
On the other hand, it provides us with relevant information for the continuous improvement of our attention processes. Finally, it gives way to new
communication channels with advertising guidelines, information on
security during the banking transactions and relevant data to purchase
foreign currency, among others. Through November 2011, 181 branches
already had this system, as wells as all Payment Centers for Retired People.
Our Value Chain
Remedy
With this tool, launched in 2010, our collaborators may report directly to the
Internal Contingencies Help Desk. The use of Remedy means to minimize the
negative impact of contingencies, restoring the regular functioning of the
service as soon as possible, reducing the solution times and standardizing the
process so that the areas work together with the same objective.
As part of Remedy, we incorporated the Problem Management to the Bank’s
operation support. This process is complemented by the Contingencies Management and is aimed at avoiding problems, eliminating recurrent contingencies and minimizing the impact of those that could not been avoided.
Our commitment to service quality
Our Quality Plan is part of the Group's strategy and has two main axes:
measurement and follow-up of indicators of the processes that impact on
the internal and external clients, and market research that lets us know
about our clients’ opinion.
ISO 9001:2008 Certification for the Call Center
We got the first ISO 9001:2008 Certification for the Call Center. The assessed process included a Call Center for individual clients that call the
0810-555-2355 and the 0800-555-62276, from the transfer of the call to
the center operator in the city of Salta to the closing and registration of
the event with the corresponding applications.
Market Research
It is a continuous task to improve our service quality. Therefore, in 2011 we
carried out an Image and a Media Study. As a result, Banco Macro ranked
fourth in banked and non-banked people’s minds. The 48% of banked
population had a positive image of the entity, 42% considered it is a large
bank and 50% thought it covers the whole country. We also went on with
the Satisfaction Survey, the Opinion Poll and the Mystery Shopper10.
Customers’ Satisfaction Survey
We want to go on improving our service quality; so, every year we survey
our customers in all the country to get information about the characteristics they value most about personal and telephone attention, communication, products and services management, interests charged and paid,
branches structure, products costs, technology, promotions, Macro Rewards and image.
See more information in this chapter.
10
We evaluated 396
branches in the
Opinion Poll 2011.
64 / 65
Betting on the development
of small districts
We worked to be nearer people. So, we are
present in all the districts of the country; in
some of them, we are even the only banking
institution. In line with the expansion plan
that started in 2010, in 2011 we opened
11 branches and in 2012 we expect to
open 15 more.
It also lets us learn how these people grade us according to their perceptions. The study is made by means of a telephone survey of a random
sampling, segmented according to geographical area and type of client.
This analysis gives us the possibility of focusing on our action plans considering the real needs of our customers.
In 2011 new needs arose among individual clients associated with the
structure of branches, the technology of the Bank and our products management. In the case of corporate customers, they have to do with the
quickness in administrative processes, products and technology.
On the other hand, based on the results of the survey made in 2010,
in 2011 we took the following actions:
• We encouraged the use of automated media, alternative media and
“Pago mis cuentas” (Paying my Bills).
• We directed our clients to automated channels and the mobile
banking to generate a self-inquiry culture and to reduce waiting
time at the windows.
• We worked on launching discounts and promotions for Credit Cards.
• We carried out communication campaigns in the media, reinforcing
the benefits of products and getting nearer the customers.
• We increased the range of products, focusing on the different packets
alternatives.
• We made a campaign to encourage the payment of purchases with
Debit Cards.
Our Value Chain
2011
2010
Individual customers
5,000
5,011
Corporate customers
2,035
1,951
Individual customers
8.45
8.03
Corporate customers
8.87
7.76
Customers’ Satisfaction Survey
Number of surveyed people
General rating obtained
Opinion Poll 2011
For the fourth consecutive year we carried out an opinion poll, which lets us
measure our customers’ satisfaction as regards the service they receive at the
branch they frequently attend. This way, we measure the performance of our
executives and account officers, the function of public attention windows,
ATMs and SSTs, and the satisfaction with our response to their claims.
This way, we generate an information board oriented to spot the main
strengths and weaknesses; we analyze according to divisions, regions and
branches; and we use the customers' information to apply correction measures and to maximize comfort levels.
During the year, we appraised 371 Banco Macro branches and 25 Banco
Tucumán branches, at an average of 60 branches a month, and with the
participation of 31,430 clients.
Within the main results, we highlight the high level of BMI (Branch Management Indicator), which measures the customer’s satisfaction as regards
the service usually received a a branch; this was up 4.80% on that of 2010.
2011
(1)
2010
General satisfaction
8.55
8.53
Loyalty
8.46
8.54
Image
8.43
8.49
SMI
8.49
8.45
Executives
8.63
7.92
Window officers
8.10
8.02
ATM
7.83
7.86
Claims
8.48
8.52
SSTs
8.40
7.57
BMI
8.34
7.96
Opinion Poll
Strategic Management Indicator (SMI)
Branch Management Indicator
The information reported in 2010 differs from the CSR report 2010 because of the division
of the AMBA and the restructuring of branches net. Therefore, a reprocessing of 2010
data was made to compare 2010 with 2011.
(1)
66 / 67
Mystery shopper
The aim of this study is to spot the image of the bank that branches give.
The internal structure of branches is looked into and it assesses the attention level provided by reports reception, accounts officers and window
officers. In 2011, we incorporated the characteristics of the e-Flow tool and
we made reports broken into: Individual, Corporate and Payment Centers
for Retired People.
2011
2010
2009
Branches visited
144
113
113
Individual
94
-
-
Corporate
44
-
-
for Retired People
6
-
-
Compliance Rate
7.6
8.2
8.2
Individual
7.6
8.2
-
Corporate
8.0
-
-
7.7
-
-
Results of the
Mystery Shopper (1)
Macro
Payment Centers
Payment Centers
for Retired People
Tucumán
Branches visited
18
14
14
Individual
14
-
-
Corporate
2
-
-
for Retired People
2
-
-
Compliance Rate
6.7
7.7
7.4
Individual
6.7
-
-
Corporate
6.7
-
-
6.9
-
-
162
127
127
Payment Centers
Payment Centers
for Retired People
Total number of
branches visited
The rating ranges from 0 to 10.
(1)
Claim Management: 100% efficiency
Our customers’ claims are very important to us because they let us improve our processes and show them our interest in their opinion. Therefore, we want to handle and analyze claims in a diligent and efficient way,
within the term fixed, and to provide clear and concise responses to their
needs. Thus, we established a centralized and controlled process to measure quality indicators to evaluate our response to their claims.
Claims Management
lets us improve
processes and show
our clients how valuable
their opinion is to us.
Our Value Chain
This year, we worked on making processes more efficient and improving
the internal structure, achieving the optimization of services in case of
important issues such as fraud or claims.
All claims and suggestions are entered into the administration and claims
management tool (SIAC), which also registers the treatment and solution
given by our specialized analysts. At the same time, from the beginning of
the process, the client gets a procedure number and an estimate date of
solution, and he/she may have the information about the status of the
claim through any attention channel.
In 2011, it was our purpose to allow more customers to make their claims
through alternative attention channels. Currently, the 99.5% of claims may
be registered through this media (Call Centers, MacroDirect and other
access through our web site).
One of the most common reasons for claims is the problem in the distribution of mail (statements and Credit and Debit Cards). To solve this
problem, we incorporated a tool that allows the customer the online location of Credit and Debit Cards. On the other hand, to avoid double payments of products adhered to account debit, we included an automated
notice service in all customers service channels; at the time of paying,
customers receive notice on possible double payment.
As in Banco Macro, at Banco Tucumán we also started to contact clients
whose claims called for special attention in a longer term than that fixed
by the Code of Banking Practices. At the same time, in order to guarantee
a uniform treatment of claims in the Group, we published the Internal
Procedure Handbook for Claims Management for Banco Tucumán.
(1)
2010
2011
2009
Branch
81,280
71,518
64,174
Call Center
96,717
37,158
25,028
Internet
10,158
7,799
6,388
Management Dpt.
2,135
756
579
Letters
750
621
675
Responsible before the BCRA
83
46
44
Total
191,244
117,898
96,888
Number of claims entered
per channel
Claims Quality and
(1)
At the end of 2010, the Bank got the Credit Cards portfolio of Banco Privado de
Inversiones (Private investment Bank) and this meant a rise of 34% in this product customer portfolio. This acquisition resulted in a rise in claims, usual for this type of processes until the most frequent reasons for claims are found and internal processes ordered.
68 / 69
More security for our customers
So as to guarantee our clients more security, we imposed the compulsory use
of the coordinate card for transactions with UBC, with immediate accreditation for MacroDirect and card availability in all branches of the country.
On the other hand, at Banco Macro we care for keeping our customers'
data safe and from avoiding fraudulent actions. Therefore, we give information and security tips to use services well and we raise our customers’
awareness on keeping personal passwords protected from possible fraud,
through constant e-mails and a security micro site in our web.
At the same time, we keep branches officers informed and trained to be able
to advise clients on security measures taken by the Bank and measures to be
taken into account at the time of operating through automated channels.
We care for our
customers’ security
and so we provide them
with useful tools to use
the Bank’s products
and services well.
Social Investment
70 /71
solidarity
Social Investment
Social Investment in figures
2011
2010
2009
Investment in CSR (in pesos)
7,322,777
5,560,000
4,310,443
Education
3,701,457
2,250,000
1,591,851
Social medicine
355,300
367,940
267,750
Nutrition
977,059
825,379
874,940
Integration
198,952
184,400
267,750
Volunteers program
517,725
414,470
300,000
Sustainable work
689,641
566,400
450,000
6,440,134
4,608,589
3,752,291
By social work category
Total social investment
(1)
Volunteer employees
(2)
250
939
200
Number of programs
6
6
7
Number of provinces
11
16
16
Number of beneficiaries
177,238
68,881
37,765
75
86
84
Number of alliances
with organizations
Social Investment in programs with the community is part of the CSR area budget.
(1)
The rise is due to the formal launching of the Corporate Volunteers Program.
(2)
Our contribution to social development
Through Macro Foundation we bet on the growth of regions and the
reappreciation of our culture, always focusing on children and young
people that show commitment and willingness to be better. They make up
our most valuable asset as a society. Our programs are designed to foster
labor culture and to give rise to a joint supportive responsibility spirit.
In 2011, we made alliances with 75 organizations to implement projects.
Our work categories were: Education, Social Medicine, Nutrition, Sustainable work, Integration and Volunteers Program.
Likewise, we concentrated on aligning the main actions to the business
activities, and on going on with projects that involve the groups that interact with the Bank every day (retired people, teachers, students and school
institutions near our branches, among others).
As every year, our actions addressed the interior of the country, especially
those provinces where our relationship with the community is sustained,
because of our characteristics as financial agents.
In 2011, over 177,000
people were benefitted
from social actions thanks
to the commitment
and solidarity of 939
volunteers of the Group.
72 / 73
Every Social Investment program seeks to guarantee human rights and,
among them, we want to highlight the work carried out together with
harvest gardens in Salta and Jujuy and with UNAM in Misiones, where we
trained tobacco producing families in alternatives for production and in
the problems derived from child labor.
We measure and monitor Social Investment
In 2011 we measured the Management with a new methodology tool developed by Banco Macro Foundation upon the LBG model guidelines. This
let us estimate and evaluate the impact of our actions, and handle programs in an organized and efficient way.
Local coordinators visited the civil society organizations we work with and
made reports on their performance; the latter included direct and indirect
results of actions taken with the support of the Bank. Besides, they attended the opening and closing of activities, and all the special events.
Education Program: “Saber para Ser” (“Knowing for Being")
Programs for high school scholarships, training in reading and writing,
new technology and its incorporation to classrooms, as well as the improvement to infrastructure and equipment of peri-rural and isolated
rural schools are included in the main projects developed in 161 districts
in the interior of the country, supported by Leer Foundation, Educando
Fundation, Cáritas San Isidro, Escolares Foundation and Equidad Foundation, among others.
Program “Educando sobre ruedas” (“Education on wheels”)
at Embarcación and San Ramón de la Nueva Orán
Together with Telecom de Argentina, Andesmar and Educando Foundation, we developed the Program called “Educando sobre ruedas” in two
cities in the province of Salta. The purpose was to give free lessons on IT
on board a mobile classroom; as it is an itinerant room, it is possible to
reach remote areas in the country for the whole community to have access
to training. This project was completed with a banking literacy module
that trained all attendants in using virtual ATMs and Home Banking.
During 2011, the first and second stages of the program were carried out by
installing a mobile classroom at Escuela Especial Nº 7059 in Embarcación,
and later at Escuela N° 5089 in San Ramón de la Nueva Orán. Attendants
were mainly made up of retired people, those with pensions and teachers of
these communities. With an investment of $193,168.07, 1,402 people were
trained, resulting in 12,618 indirect beneficiaries; the fixed goals were widely exceeded. It is worth highlighting the work carried out by managers and
staff of Banco Macro’s branches, actively involved in the project.
Through 30 alliances with social organization, we impacted directly on the quality of
education received by 32,436 students and
given by 2,408 teachers in 179 institutions.
Social Investment
Bilingual Intercultural Education Program 2011
During the second half of the year, based in the city of Embarcación,
Salta, training and educational material workshops took place, destined
to rural schools attended by children from the wichi indigenous tribes.
Those workshops, backed up by the Ministry of Education of the province
of Salta, were also attended by headmasters, teachers and bilingual teachers
of thirteen rural schools. Topics dealt with had to do with the teaching
process of wichi children. Likewise, this year, the focus switched to the
production of material: an illustrated Spanish and wichi alphabet (pictographs), card games, mobile letters, correction and adaptation of the Children’s Rights. Games were also organized and adapted to each community
to handle specific topics, such as violence and alcoholism.
Project on New Technology at Escuela Nº 4358,
Dr. Nicolás Avellaneda, Cafayate, Salta
In November, we celebrated the closing of the second stage of the technological integration Project at Escuela Nº 4358 Dr. Nicolás Avellaneda.
The project was strategically directed by professionals of the Equidad
Foundation and meant an investment of $ 220,000 by Banco Macro Foundation. The program consisted of three stages:
1. In 2010, it focused on the analysis of technological capacities of
the teaching community. It also worked on IT labs equipment.
2. Later, teachers, headmasters and administrative staff were trained in
the use of new technology, concentrating on its integration in every
day classes and on the different educational practices.
3. The third and last stage will take place in 2012. It features especially
designed tutorships to go with the teaching integration projects developed by the education community and Equidad Foundation.
This project is complemented by other pilot experiences that also deal with
the integration of technology into the classroom, such as the Humahuaca
program, apart from the donation of IT equipment throughout the country to contribute to education institutions projects.
74 / 75
Social Medicine Program: “Salud por Sonrisas”
(“Health for Smiles”)
The medical attention in rural areas, the support to temporary residences
for mothers of children in hospitals and the cooperation to maintain
premises were the main intervention categories. In this case, our strategic
partners were ALMA Foundation, TU.JU.ME, and the provincial cooperatives and hospitals.
ALMA’s Foundation’s Train-hospital
In 2011, the ALMA Foundation’s Train-Hospital made six trips to the interior of the country, assisting 3,429 children and teenagers. This way, interdisciplinary teams, made up of practitioners, social workers, radiologists,
dentists, biochemists and nurses, among others, worked in different districts
of Salta, Chaco, Jujuy and Tucumán to help the community. Moreover, they
gave some lectures on the problems each area visited is interested in.
This program involved 13 social organizations that helped us to give an answer to
9,361 children, out of which 221 were under
oncological treatments.
Social Investment
The 7 alliances made with social organizations working on topics related to
nutrition (dining-rooms, projects on
vegetable gardens, training, etc) made
it possible to reach 4,949 people.
2,285 children and teenagers were
directly benefitted.
Nutrition Program: “Alimentando el Futuro”
(“Feeding the Future”)
All the activities were aimed at fostering mothers' involvement, giving
them some tips on nutrition and early stimulation and to extend the nutrition check-up to the whole core family. Moreover, we repaired some nutrition centers and organized training and workshops. The organizations
involved were the Program for self-managed community dining-rooms in
Salta and Jujuy, San Benito, Democracia y Pan de Belén, Ombú Diningroom, the Conin Foundation and Cáritas Tucumán.
Projects at School Nº 64 in San Francisco Solano, Quilmes, and Nº 4078 in
Guaymallén, Mendoza, together with Huerta Niño Foundation
In both cases, a vegetable garden was built together with students with
specific tools and training; some necessary elements were also refurnished
and general maintenance was also done. At the end of 2011, this initiative
was at its final execution stage, with very good results.
Integration Program: “Unidos por Más”
(“Together for more”)
We worked in association with the Baccigalupo Foundation, Cre-Arte and
Puentes de Luz Foundation to integrate people with different capacities
through sports and recreation activities (therapy with horses, muppets workshops, etc) and the development of cultural topics and protected workshops.
76 / 77
Corporate Volunteers Program: “Generando el Cambio”
(“Generating Change”)
In 2011, we formalized the corporate volunteers program called “Generando el Cambio” (“Generating Change”), which stated specific objectives,
topics and geographical location. To launch said program, the High Management of the Bank participated in the construction of dwellings in association with “Un techo para mi país Argentina” (“A roof for my country,
Argentina”), in Buenos Aires, Salta, Córdoba and Misiones.
This way, we fixed a calendar of activities for the six provinces, shared
by a great number of collaborators and their families.
We also went on with the competition on solidarity projects carried out
since 2007 to reward our collaborators' solidarity in the community. We
annually reward the best 30 initiatives; in 2011 the edition focused on the
immediate help for medical wards and hospitals.
Main activities in 2011:
• 66 volunteers built 6 houses in association with Un Techo para mi país
(“A roof for my country, Argentina”) in the provinces of Misiones, Buenos
Aires, Salta and Córdoba.
• 45 volunteers and their families planted 54 trees in the Ecological
Reserve in Costanera Sur.
• The Downtown Regional team and a group of branch managers visited
the Children's Home called Jesús de Nazareth in Moreno, La Reja, which
is home to over 30 children.
• Volunteers from Tucumán organized Children’s Day for over 100 kids
in association with León Foundation and CEFA Foundation.
• 22 collaborators were trained as brokers by Leer Foundation and they
shared a “Day for Stories” at the Community Integration Center of Tío
Rolo Neighborhood, in Rosario.
A Day for Childhood
This event took place in different parts of the country and games, lunches
and many surprises were shared with children from different foundations.
In Córdoba and Misiones, 88 volunteers shared a different day with children living in homes that belong to Aldeas Infantiles in Oberá and the city
of Córdoba, raising toys, clothes, shoes, bed sheets and towels to be donated to these communities.
In Buenos Aires, 45 volunteers participated in a day for childhood at the
Center called Nuestra Señora de Guadalupe at San Jorge Neighborhood in
Don Torcuato, and they spent the day with 116 children. A charity fair was
organized, and they painted a mural altogether, with the support of the
Foundation called Crear Vale la pena.
In the districts of San Francisco and Río Cuarto, Banco Macro’s volunteers
spent two days of games and fun with 110 children that attend the so-called
Ciudad de los niños and the Guardería Manuel Belgrano.
A total of 939 volunteers took part in 23 solidarity projects, benefitting over 2,000 people
directly and almost 150 in an indirect way.
Social Investment
In 2011, direct beneficiaries amounted to
28,323, and the strategic partners were Impulsar Foundation, Los Grobo Foundation
and Cruzada Patagónica Foundation.
Sponsorships
In Rosario and Tucumán, 30 volunteers shared some days with those sponsored by Cimientos and León Foundations, and they sent them letters to
encourage them and support their godchildren to finish their high school.
For this task they received training from these foundations.
Sustainable Work Program: “Reaching the Future”
The main topic of this program was based on fostering the labor culture
and local development. Therefore, actions were oriented to training in
microenterprises, production Workshops, tourism projects and open activities related to a go-ahead culture.
Transparent Communication
Our local and national communication strategy, as well as the Bank’s advertising, are in line with our corporate values and culture. Also, the high
authorities of the company evaluate the direct marketing actions. The aim:
that the message shows the essence of the company and that messages with
a social value are passed on.
78 / 79
In 2011 we developed focus groups in Córdoba, Salta and Buenos Aires
to learn about the perception of the community about how the Bank
communicates. We also made new advertisements in Susques and El Soberbio, and carried out a bid with different agencies to be in charge of a
Credit Cards campaign.
2011
2010
1,040,692
1,115,969(1) 818,000
(national and provincial)
67
74
37
Number of graph mediums
68
45
40
Number of seconds on radio
6,373,169
5,580,000
4,950,000
Number of radios
147
155
151
Numbers of marketing pieces
4,853,153
1,003,225
2,602,650
Our Communication
2009
in figures
Seconds of commercials
on TV (open and cable)
Number of TV channels
2010 information was updated due to a change in the measurement system.
(1)
Present at regional events
We took part in different regional, social and religious events to be
next to our public.
As every year, we celebrated the Bank’s birthday with an event open to the
community, with first line artists of the country. In 2011, it was held in the
province of Misiones, and 85,000 people were present.
We were also the Official bank at Rally Dakar 2011 and official sponsors of
the Argentine stage of Le Tour de France, held in San Juan and Mendoza.
We participated in Copa Peugeot in behalf of the Foundation called Un
techo para mi país (“ A roof for my country, Argentina”) and in the football
tournament in behalf of Pupi Zanetti's Foundation in Rosario.
We also shared over ten solidarity marathons and bike races as that organized in Misiones in April in which over 1,000 people participate.
We were there at the time of launching the summer season together with the
Festival de la Canción Popular (Pop Song Festival) on the sea shore, in Mar
del Plata, offering the best of the national theater to thousands of people, in a
free and open event which celebrates pluralism in our country.
Environmental
Impact Prevention
80 /81
efficiency
Environmental
Impact Prevention
Our commitment to the environment is expressed in the sustainable use of
resources and spreading of good practices among those who make up
Banco Macro and external stakeholders.
In this framework, in 2011 our achievements in environmental impact
prevention were the following:
• We started an energy saving plan for 2011 and 2012 for the whole Bank.
• We installed fuel spillage tanks at the building located at Sarmiento 447
to avoid toxic liquids release through rain drainages.
• We activated highly efficient systems in acclimatization, which reduced
energy consumption.
• We started to plan the systematization of environmental indicators in
order to estimate our Carbon Footprint.
The process of energy saving we are following targets all our offices. The
aim: to optimize and reduce energy consumption, directly affecting the net
energy demand and resulting in less quantity of fuel consumed and a
reduced number of greenhouse gas emissions.
Direct Environmental Impact:
We improved resources management
Actions taken to reduce energy consumption:
In 2011:
• We turned off signs and marquises on the street. The 95% of branches
have an automatic turn-off function.
• We reduced the number of light bulbs in 90% of lights, following the
levels stated by the Hygiene and Safety Act.
• We cleaned 90% of ceilings and lights at the central buildings
and branches.
• We turned off 40% of lights along corridors and in those sectors that
receive natural light.
• We eliminated all incandescent lights and replaced 99% of them with
low-consumption bulbs.
• We gradually installed a mechanism that turns lights and extractors on
in toilets by means of a presence detector. So far, we have completed
60% of the installation.
• We carried out a preventive maintenance of all air-conditioners and we
cleaned and changed filters periodically. We incorporated new suppliers
in those regions that did not have these services.
• We adjusted acclimatization temperature to 24º C in 95% of air-conditioners. The remaining 5% kept other values as they are located in extreme temperature conditions.
We are committed
to the responsible
use of natural
resources and raising
environment awareness.
82 / 83
• We started to replace the UPS (Uninterrupted Power Supply) with stateof-the-art equipment with high energy efficiency.
• We authorized the energy saving regulation, which describes all the
actions to reduce consumption.
• We continued incorporating branded PCs (1,092 altogether); the new
technology is more efficient as regards energy consumption and means
lower costs.
• We replaced a total of 1,790 LCD monitors.
Energy consumption and CO2 emissions
2011
Energy consumption (in kWh)
16,201,094
CO2 emissions (scope 2)
4,915.92
(1)
Scope 2: Indirect emissions. It corresponds to those coming from net energy consumption
(external source). Emissions are estimated according to the "World Resources Institute"
(2009) GHG Protocol tool for stationary combustion. 4.1 Version".
(1)
Practices to reduce water consumption
This year we went on replacing water-fueled equipment and cooling
towers of air conditioners.
The 3R Campaign: Reduce, Reuse and Recycle
With the 3R Campaign we aim at raising our collaborators' awareness
about the importance of natural resources and the environment preservation, with messages to make them think twice before printing documents
that may not be necessary later.
Biodegradable Plastic Bags
In 2011 we replaced all conventional plastic bags with biodegradable ones.
During the year, we bought 70,000 bags of the kind to send Macro Rewards
prizes and 30,000 with the same characteristics for promotion events and
actions of the Bank. This polyethylene degrades throughout the years, and
does not pollute the environment.
Microprinting Project for the responsible use of paper
Since 2009 we have been printing our documents on both sides of the
paper, thus optimizing its use in corporate buildings and in all branches.
This initiative added to the standardization of the paper size. As from this
microprinting project, we unified the equipment and reduced the consumption of reams.
In November, we held a teleconference with
all the divisions of the Group for the administration areas referents to boost the energy
saving plan in all facilities.
Likewise, we carried out a monthly control
on the progress made by verifying the energy bill; this let us identify deviations.
Environmental
Impact Prevention
s
We went on with the proces
l
of changing technologica
s;
products for first line item
ergy
this allowed us to save en
the
and eliminate obstacles in
benefits.
energy net, among other
Main results:
• The average consumption of reams between 2009 and 2011 reached
17,500, while in 2008 the figure had been 22,500 (up 29%).
• There was a drop of 5% in monthly printing in the last quarter of 2011,
showing a favorable trend.
• We were able to save $ 6,000,000 in the last three years11 as from the
beginning of the campaign.
2011
2010
2009
(implementation)
Ream consumption
219,900
202,729
199,326
Number of printings
130,951,403
121,209,779
94,332,782
Digital Year-End Cards
In 2011, to celebrate the end of the year, as we usually do, we greeted our
customers, collaborators, suppliers and partners. Different from previous
years, we replaced the printed card with a digital one sent by e-mail.
This meant a reduction in the use of paper and avoiding the cutting-down of
trees, and a reduction in the use of fuel derived from the delivery to addressees. With these digital year-end greeting cards we managed to avoid printing
50,000 cards and envelopes.
The commercial growth of the Group and the same consumption levels must be considered.
11
84 / 85
Indirect Environmental Impact:
We optimized our products and services
E-compromiso (E-Commitment) Campaign
More and more customers are adhering to this service, which not only lets
them receive their account statement quickly and safely via e-mail but also
contributes to the reduction in paper consumption.
E-statement Adherence
2011
2010
2009
Adherence
Customers adhered
138,903
84,704
45,934
Customers adhered to accounts
101,760
57,490
33,833
Customers adhered to cards
60,289
29,122
14,758
Current accounts
9,228
9,361
8,328
Saving accounts
48,650
30,455
19,196
Packets
49,408
20,104
8,041
Visa
44,769
22,096
10,583
Master
26,641
12,578
5,154
American Express
1,205
595
327
to the service
(1)
Accounts
Cards
Adherence could be to more than one product.
(1)
Environmental
Impact Prevention
Videoconferences
We continued applying the videoconference system to hold meetings with
employees from different provinces. This way, we reduced the environmental impact associated with transferring collaborators for in-site meetings.
Currently, the regions of Buenos Aires, Córdoba, Posadas, Rosario and
Salta have this equipment.
Responsible Waste Management
We continued discarding IT equipment through donation and ecological
disposal circuits of electronic scrap. This procedure includes all electronic
equipment, materials and components of the bank: ranging from PCs,
monitors, printers, servers and boards to discs, keyboards, mouses, ATMs,
SSTs and telephones.
We also donated all the unused furniture to other institutions.
Technological Waste Recycling
We continued disposing of technological waste through an alliance with
Equidad Foundation, and the rest with Silkers S. A. In 2011, 5,728.5 kg
of IT equipment was discarded.
We also destroyed 1,203 magnetic media (backup tape cartridges), a procedure made through the company Braunco S.A. and which consisted in
submerging them in thinner to be later burnt in special ovens that eliminated polluting gases.
Waste Management
2011
2010
2009
Recycled paper (kg)
(1)
57,018
42,736
26,700
999
1,284
720
Amount of furniture donated
1,159
1,007
1,174
IT equipment donated
286
188
186
229
457
256
Recycled plastic (kg)
(2)
Electronic waste management
(3)
Benefitted institutions
25,839 kg correspond to Buenos Aires; 3,670 kg, to Tucumán; 20,570 kg, to Córdoba;
1,319 kg, to Salta; and 5,620 kg, to Rosario.
(1)
Corresponds to Buenos Aires.
(2)
Complete PC equipment donated to institutions and to education communities that presented work proposals related to TIC.
(3)
What is electronic scrap?
It is the set of hazardous waste from computers, cell phones, television sets and household
appliances in general. Luckily, many of their
valuable components may be recovered and
thus recycled.
86 / 87
Strategic alliances for paper and plastic recycling
Our Business implies handling a great amount of paper and confidential
information of our customers. Therefore, we designed programs for paper
recycling very carefully; we carry on an in-depth analysis of its logistics and
we work with responsible and reliable organizations.
Therefore, all our offices and branches in the city of Buenos Aires and in
Gran Buenos Aires took part in the Program for Paper and Plastic Recycling in behalf of the Pediatrics Hospital Foundation “Profesor Dr. Juan
Garrahan”. This proposal let us raise our employees’ awareness on the
importance of taking care of the environment. At the same time, in Salta,
we implemented a paper recycling program together with the Ceosol
Foundation; so we did in Tucumán with the León Foundation; in Rosario,
with Hospital HECA; and in Córdoba, with La Papelera del Plata S.A., in
behalf of different local organizations.
2011 Performance
And New Challenges
88 /89
innovation
2011 Performance
And New Challenges
2012 Challenges
Action Axis
2011 Objective
2011 Achievements
Strategy and
To incorporate guidelines related
We amended Banco Macro's Credit
Creation of the Risk Management
Management
to the evaluation of environmental
Policy for corporate banking,
Committee.
impact of customers within Credit
adding social and environmental
Risk policies and procedures cor-
indicators to the assessment of
responding to Corporate Banking.
investment project.
To go deeper in the exploitation
The Audit Committee carried out an
The making and the Board’s signing
of our IT control and monitoring
analysis of regulations, took part in
of a Corporate Social Responsibility
tools, complementing with the
different projects and helped the
Policy.
update of internal regulations
Central Areas to generate monitoring
and procedures of money laun-
information. Some 2011 milestones
dering and terrorism financing.
were: documentary file Metaroles of
Central Areas, IFRS- International
Financial Reporting Standards,
Remedy Project and projects on
systems development.
Collaborators
To incorporate at least 5 opera-
We incorporated 2 persons with a
The incorporation of 3 additional
tors with different capacities to
physical disability as Call Center
operators and the analysis of the
act as Call Center operators.
operators.
possibility to enhance the collaborators
team to 10 already available vacancies.
To train the regional staff in labor
In Buenos Aires, we implemented
The expansion of the program
inclusion and integration topics.
the program “Macro goes with you”
“Macro goes with you” to the rest of
for people who are about to receive
the country with complementary
the retirement benefit to provide
lectures on the retirement process.
them with options and tools to
continue with new projects.
Consolidation of the Managerial
Development Plan.
To widen training projects in the
We carried out workshops to
Implementation of lectures to
position, managerial develop-
incorporate and develop skills
first-time mothers.
ment and competencies.
related to Leadership, Team
Management, Communication,
Effectiveness and Feedback for
collaborators to improve their
performance.
Suppliers
To start implementing the project
We started the project’s trial
Implementation of the process of
for electronic purchase orders to
period. We moved forward in
Purchase Order with software in all
avoid forms printing; to achieve
developing forms and we generated
regions to avoid paper and ink
an important reduction in paper
the corresponding regulations.
consumption.
and toner consumption and to
make all internal processes agile.
(to be continued)
90 / 91
2012 Challenges
Action Axis
2011 Objective
2011 Achievements
Suppliers
To boost the regional economic
We satisfactorily carried out the
Implementation of the Code of
development of small local sup-
project to install the RSC. We
Conduct for suppliers to spread our
pliers through the implementa-
worked under the criteria to
work values as a company engaged
tion of the Project for Tellers
regionalize the supply and as-
with the community.
Systematized Site (RSC in Span-
sembly of the design at branches,
ish) through which purchases
through local suppliers, with
and hires shall be made at a
promising results.
national level.
To implement the use of biode-
We complied with the BCRA
Reduction in the use of paper by
gradable plastic bags, with a low
regulations and we gave all our
digitalized files of purchase orders of
impact on pollution (presented
branches the biodegradable bags
the company which has the files in
and approved before the BCRA)
to keep the cell phone.
custody. The method will be used
for customers to enter branches
when these closed orders background
with cell phones, in an attempt to
is required for specific purposes.
reduce bank-exit robberies.
Customers
To launch a Packet of Services and
We launched special insurances
The incorporation of new channels
Products for retired people.
for the retired, and we offered
for products trading to improve our
discounts in products and ser-
customers’ access and scope.
vices they need.
To open 31 branches in the Federal
We opened 17 branches in the
The opening of 15 branches in the
District and Gran Buenos Aires,
Federal District, Gran Buenos Aires,
Federal District, Gran Buenos Aires,
Córdoba, Entre Ríos, Mendoza,
Zárate (Buenos Aires), the city of
the provinces of Buenos Aires, Salta,
Salta, Jujuy and Neuquén.
Córdoba, Río Cuarto and Laboulage
Entre Ríos, Mendoza and Neuquén.
(Córdoba) and in Tucumán.
To go on meeting customers to
In 2011, 18 lectures were made
Training Centralized Officers of Megra
learn about their expectations
about the economic and political
and Corporate Banking to be
and to inform them about the
situation of the country through
incorporated in the analysis of
national economic situation.
the consultancy agency called
clients to be rated, environmental
Poliarquìa.
and social impacts.
To develop a customer segmenta-
We went deeper into the differen-
Meeting SMEs Banking customers to
tion plan to specialize branches in
tiated attention policy to meet the
spread and go deeper into the CSR.
the different segments.
demands of the different segments with the opening of 5
branches for companies and 1 for
the retired.
To develop a Quality Manage-
We published the Internal
The incorporation of a new transac-
ment System for the process of
Procedure Handbook for Claims
tional function of Foreign Trade to
certification of incoming calls
Management for Banco Tucumán.
liquidate import and export
to the Call Center of Custom-
We certified the Management
operations.
ers Service. To go on working
System of Individual Call Center
on Market Research and Qual-
under the ISO 9001:2008. We
ity Indicators that provide us
carried out two studies: one on the
with information to learn about
image and another on the media.
and improve our customers’
satisfaction.
(to be continued)
2011 Performance
And New Challenges
2012 Challenges
Action Axis
2011 Objective
2011 Achievements
Customers
To optimize resources by
We digitalized Active operations
The implementation of transfers via
digitalizing Active (cheques)
and saved paper and important
UBC with immediate and deferred
operations.
response time.
accreditation, and with the use of
To invest in technology, sys-
We installed over 191 ATMs, 42
The installation of about 50 SSTs for
tems, ATMs, SSTs, Virtual Bank-
SSTs and we improved the layout
a better customers service.
ing and remodeling branches.
and sign posting of branches.
To carry out the new project for
Together with Telecom and
The design of a banking and digital
“Elderly People and TICs” for
Andesmar, we transferred the
literacy program for the retired.
the north of the country, whose
mobile classroom of Educando
To continue with the program called
objective is to break down the
Foundation to the districts of Orán
Educando in other provinces of the
digital gap and provide our
and Embarcación in the province of
country.
retired people with the benefits
Salta. We gave 4 training courses at
of using technology.
Centers for Retired People with two
the corresponding signature scheme.
Community
mobile classrooms of Educando
Foundation. We trained 956 retired
people, 309 teachers and 596
people of the community.
To go on with the second stage
During the second stage called
of the project with Leer Foun-
“Desafío Leer”, 8 libraries visited 56
dation, the program “Desafío
schools and we donated 2,756
Leer”: 8 libraries opened in 2010
books to the kids that participated.
will go to the community and
visit 9 schools each.
To carry out a specific program for
local development in Salta and Jujuy
with the Foundation called Los Grobo.
To open 15 reading corners in
5 new schools got connected
To add 25 new schools of Quebrada
Tucumán together with Esco-
through the program called
de Humahuaca to the project,
lares foundation. To incorpo-
“Humahuaca Escuelas en Red”.
achieving the 50% of the proposal
rate 5 more schools into the
made at the beginning of the
program called “Humahuaca
program.
Escuelas en Red”. To develop
a model of IT equipment, connectivity and training in a
school in Cafayate.
To widen the corporate volun-
We widened the volunteers pro-
To reach all the provinces of the
teers program including more
gram with more shared days, fund
country through corporate volunteers
participation opportunities
raising and sponsorships, with the
meetings.
for our collaborators, such as
participation of 939 volunteers.
fund raising, shared days and
insertion in the different social
organizations the Foundation
works with.
(to be continued)
92 / 93
2012 Challenges
Action Axis
2011 Objective
2011 Achievements
Community
To hold the fourth edition of the
We organized the competition
To hold the fifth edition of the
volunteers competition.
under these topics: help medical
annual volunteers competition.
wards, centers and hospitals; 35
projects won.
To extend the number of god-
We sponsored 170 godchildren.
children to 140 in the country.
To work on the internal com-
We created the micro site with all
munication plan of the Founda-
the information about volunteers
tion, creating a micro site in
programs and actions, we send a
the Intranet and developing a
newsletter every quarter to all the
quarterly newsletter about the
employees by mail and we give a
Foundation.
sample of the CSR Report 2011 to
all branch managers to know
about the actions of the Bank.
Environment
To make pilot tests on LED light-
As the LED technology is not fully
Follow-up and control of the
ing at branches to save 50%
developed in our country, it was
compliance with the energy saving
of energy, compared with low-
not possible to install it. Therefore,
plan for 2011 and 2012.
consumption lights.
we put high efficiency bulbs at the
branch in Chacarita, generating a
reduction of 30% compared with
conventional ones.
To continue replacing 1,000 CRT
We replaced a total of 1,790 LCD
Installation of fuel spillage tanks at
monitors with LCD technology.
monitors.
Maipú 316 and in the Posadas
building to avoid fuel release through
rain drainage.
To extend the scope of the
We extended the paper recycling
To organize an internal competition
paper recycling program to Salta
program to Salta.
on the topic of “recycling” to have all
and to evaluate its development
in the provinces of the south
of Argentina.
collaborators’ children involved.
GRI Indicator Table And Global Compact
(Communication On Progress)
94 /95
sustainability
GRI Indicator
1.
Strategy and Analysis
1.1 Statement from the most senior decision maker of the organization
about the relevance of sustainability to the organization and its strategy
1.2 Description of key impacts, risks, and opportunities
2.
Profile
Organizational Profile
2.1 Name of the Organization
2.2 Primary brands, products or services
2.3 Operational structure of the organization
2.4 Location of organization’s headquarters
2.5 Number of countries where the organization operates
with major operations
2.6 Nature of ownership and legal form
2.7 Markets served
2.8 Scale of the reporting organization
2.9 Significant changes during the reporting period regarding size,
structure, or ownership
2.10 Awards received in the reporting period
3.
Report Parameters
Report Profile
3.1 Reporting period
3.2 Date of most recent previous report
3.3 Reporting cycle
3.4 Contact point for questions regarding the report or its contents
Report Scope and Boundary
3.5 Process for defining report content
3.6 Boundary of the report
3.7 State any specific limitations on the scope or boundary of the report.
3.8 Aspects that may significantly affect information comparability
3.9 Data measurement techniques applied to the compilation
of the Indicators
3.10 Explanation of the effect of any re-statements of information
provided in earlier reports,
3.11 Significant changes from previous reporting periods in the scope,
boundary, or measurement methods applied in the report
GRI Content index
3.12 GRI Content Table
Assurance
3.13 Policy and current practice on assurance
4.
Governance, Commitments, and Engagement
with Stakeholders
Governance
4.1 Governance structure of the organization
4.2 Indicate whether the Chair of the highest governance body is also
an executive officer
4.3 State the number of members of the highest governance body
that are independent and/or non-executive members
4.4 Mechanisms for shareholders and employees to provide
recommendations or direction to the highest governance body
4.5 Linkage between compensation for members of the highest
governance body and the organization’s performance,
including social and environmental performance
4.6 Processes in place for the highest governance body to ensure
conflicts of interest are avoided
4.7 Process for determining the qualifications and expertise of the
members of the highest governance body in sustainability issues
4.8 Statements of mission, values and codes of conduct
4.9 Procedures of the highest governance body for overseeing
the organization’s identification and management of economic,
environmental, and social performance
4.10 Processes for evaluating the highest governance body’s own
performance, particularly with respect to economic, environmental,
and social performance
Commitments to External Initiatives
4.11 Explanation of whether and how the precautionary approach
or principle is addressed by the organization
4.12 Externally developed economic, environmental,
and social charters, principles
4.13 Memberships in associations (such as industry associations)
and/or national/international organizations in which
the organization takes part
Page
7
7,8,1-34,89-92
14
13,48-50,53-55
18
Note 1
15
21
15,48
15-17
Note 2
18
98
Note 3
Note 3
99
32-33,98
98
Note 4
Note 5
Note 6
Note 6
Note 6
95-98
Note 7
21-22
Note 8
21
21-22
21
22,25-28
21
13,25-26
31
n/a
31-32,81
18,71-78,84-86
18
GRI Indicator
4.14
4.15
4.16
Stakeholder Engagement
List of stakeholder groups engaged by the organization
Basis for identification and selection of stakeholders
with whom to engage
Approaches to stakeholder engagement
4.17
EC1
EC2
EC3
EC4
EC5
EC6
EC7
EC8
EC9
Key topics and concerns that have been raised through
stakeholder engagement, and how the organization has responded
Economic Performance Indicators
Economic performance
Direct economic value generated and distributed
Financial implications and other risks and opportunities
for the organization’s activities due to climate change
Coverage of the organization’s defined benefit plan obligations
Significant financial assistance received from government
Market Presence
Range of ratios of standard entry level wage compared
to local minimum wage
Policy, practices, and proportion of spending on
locally-based suppliers
Procedures for local hiring and proportion of senior management
hired from the local community
Indirect Economic Impacts
Development and impact of infrastructure investments
and services provided primarily for public benefit
Understanding and describing significant indirect economic
impacts, including the extent of impacts
Social Performance Indicators: Labor Practices
and Decent Work Performance Indicators
Employment
LA1 Total workforce by employment type, employment contract,
and region
LA2 Total number and rate of employee turnover by age group,
gender, and region
LA3 Benefits provided to full-time employees by major operations
Labor/Management Relations
LA4 Percentage of employees covered by collective
bargaining agreements.
LA5 Minimum notice period(s) regarding operational changes
Occupational Health and Safety
LA6 Percentage of total workforce represented in formal joint
management–worker health and safety committees
LA7 Rates of injury, occupational diseases, lost days, and absenteeism,
and number of work-related fatalities by region.
LA8 Education, training, counseling, prevention, and risk-control
programs regarding serious diseases
LA9 Health and safety topics covered in formal agreements
with trade unions
Training and Education
LA10 Average hours of training per year per employee
by employee category
LA11 Programs for skills management and lifelong learning
LA12 Percentage of employees receiving regular performance and career
development reviews
Diversity and Equal Opportunity
LA13 Composition of governance bodies and breakdown
of employees per category according to gender, age group,
minority group membership
LA14 Ratio of basic salary of men to women by employee category
Human Rights Performance Indicators
Investment and Supplying Practices
HR1 Percentage and total number of significant investment agreements
that include human rights clauses
HR2 Percentage of significant suppliers and contractors that have
undergone screening on human rights and actions taken
HR3 Total hours of employee training on policies and procedures
concerning aspects of human rights
Non-Discrimination
HR4 Total number of incidents of discrimination and actions taken
Freedom of Association and Collective Bargaining
HR5 Operations identified in which the right to exercise freedom
of association and collective bargaining may be at significant risk,
and actions taken
Page
33-34
34
21,22,3233,34,41,47,6167,71-72
32,61-67
16-17
n/a
44
Note 9
Note 10
46
Note 11
73-76
37-38,47-48,
49-50,57-58,60
37-38
37-39
42-43
45
Note 12
n/a
Note 13
45-46
n/a
40
39-40
39
21,37-38
Note 14
n/a
48
34
Note 15
45
96 / 97
GRI Indicator
Child Labor
HR6 Operations identified as having significant risk for incidents
of child labor, and measures taken
Forced and Compulsory Labor
HR7 Operations identified as having significant risk for incidents
of forced or compulsory labor, and measures
Security Practices
HR8 Percentage of security personnel trained in the organization’s
policies or procedures concerning aspects of human rights
Indigenous Rights
HR9 Total number of incidents of violations involving rights of indigenous
people and actions taken
Society Performance Indicators
Community
SO1 Nature, scope, and effectiveness of any programs and practices
that assess and manage the impacts of operations on communities
Corruption
SO2 Percentage and total number of business units analyzed for risks
related to corruption
SO3 Percentage of employees trained in organization’s anti-corruption
policies and procedures
SO4 Actions taken in response to incidents of corruption
Public Policy
SO5 Public policy positions and participation in public policy
development and lobbying
SO6 Total value of financial and in-kind contributions to political parties,
politicians, and related institutions
Anti-Competitive Behavior
SO7 Total number of legal actions for anticompetitive behavior,
anti-trust, and monopoly practices and their outcomes
Compliance
SO8 Monetary value of significant fines and total number of
non-monetary sanctions for noncompliance with laws and regulations
Product Responsibility Performance Indicators
Customer Health and Safety
PR1 Life cycle stages in which health and safety impacts
of products and services are assessed
PR2 Total number of incidents of non-compliance with regulations
and voluntary codes concerning health and safety impacts
of products and services
Product and Service Labeling
PR3 Type of product and service information required by procedures
and regulations in force
concerning product and service information and labeling,
PR5 Practices related to customer satisfaction
Marketing Communications
PR6 Programs for adherence to laws, standards, and voluntary
codes related to marketing communications
and voluntary codes concerning marketing communications
Customer Privacy
PR8 Total number of substantiated complaints regarding breaches
of customer privacy and losses of customer data.
Compliance
PR9 Monetary value of significant fines for non-compliance with laws and
regulations concerning the provision and use of products and services
Environmental Performance Indicators
Materials
EN1 Materials used by weight or volume
EN2 Percentage of materials used that are recycled input materials.
Energy
EN3 Direct energy consumption by primary energy source
EN4 Indirect energy consumption by primary source
EN5 Energy saved due to conservation and efficiency improvements.
EN6 Initiatives to provide energy-efficient or renewable energy
based products and services, and reductions achieved
EN7 Initiatives to reduce indirect energy consumption
and reductions achieved
Water
EN8 Total water withdrawal by source
EN9 Water sources significantly affected by withdrawal of water
Page
48
48
n/a
Note 15
71-72
27-28
28
Note 15
Note 16
Note 17
Note 15
Note 15
Note 18
Note 18
25
Note 15
61-67
77-78
Note 15
Note 15
Note 15
83
85
82
82
81-82
81-82,84-85
81-82
n/a
Note 18
GRI Indicator
EN10 Percentage and total volume of water recycled and reused
Biodiversity
EN11 Land in, or adjacent to, protected areas and areas of high
biodiversity value outside protected areas
EN12 Significant impacts on biodiversity in protected areas and areas
of high biodiversity value outside protected areas.
EN13 Habitats protected or restored
EN14 Strategies, current actions, and future plans for managing impacts
on biodiversity
EN15 Number of species with habitats in areas affected by operations
Emissions, Effluents, and Waste
EN16 Total direct and indirect greenhouse gas emissions by weight.
EN17 Other relevant indirect greenhouse gas emissions by weight
EN18 Initiatives to reduce greenhouse gas emissions
and reductions achieved
EN19 Emissions of ozone-depleting substances by weight.
EN20 NO, SO, and other significant air emissions by type and weight
EN21 Total water discharge by quality and destination
EN22 Total weight of waste by type and disposal method
EN23 Total number and volume of significant spills
EN24 Weight of transported, imported, exported,
or treated waste deemed hazardous
EN25 Water bodies and related habitats significantly affected
by the reporting organization’s discharges of water and runoff
Products and Services
EN26 Initiatives to mitigate environmental impacts of products
and services, and extent of impact mitigation
EN27 Percentage of products sold and their packaging materials
that are reclaimed
Compliance
EN28 Monetary value of significant fines and total number
of non-monetary sanctions for noncompliance with
environmental laws and regulations
Transport
EN29 Significant environmental impacts of transporting
products and other goods and materials used
Overall
EN30 Total environmental protection expenditures and investments by type
Labor/Management Relations
FS1 Policies with specific environmental and social components
applied to business lines.
FS2 Procedures for assessing and screening environmental and social
risks in business lines
FS3 Processes for monitoring clients’ implementation of and
compliance with environmental and social requirements included
in agreements or transactions
FS4 Process for improving staff competency to implement
the environmental and social policies and procedures as applied
to business lines.
FS5 Interactions with clients/investees/business partners regarding
environmental and social risks and opportunities.
FS6 Percentage of the portfolio for business lines by specific region,
size and by sector.
FS7 Monetary value of products and services designed to deliver
a specific social benefit for each business line broken
down by purpose
FS8 Monetary value of products and services designed to deliver
a specific environmental benefit for each business line broken
down by purpose
FS9 Coverage and frequency of audits to assess implementation
of environmental and social policies and risk assessment procedures.
FS10 Percentage and number of companies held in the institution’s
portfolio with which the reporting organization has interacted
on environmental or social issues
FS11 Percentage of assets subject to positive and negative
environmental or social screening
FS12 Voting policies applied to environmental or social issues for
shares over which the reporting organization holds the right
to vote shares or advises on voting
FS13 Access points in low-populated or economically
disadvantaged areas by type
FS14 Initiatives to improve access to financial services
for disadvantaged people.
FS15 Policies for the fair design and sale of financial products and services
FS16 Initiatives to enhance financial literacy by type of beneficiary
Page
Note 18
Note 19
Note 19
Note 19
Note 19
Note 19
82
n/a
81-82,84-85
n/a
Note 18
Note 18
85
Note 18
Note 18
Note 18
81-86
Note 18
Note 15
n/a
n/a
89
27-28
27-28
27-28
n/a
48,53
49-50,57-58
n/a
n/a
n/a
n/a
n/a
60
49-50
25-28
72
Notes
Note 1: Buenos Aires, Argentina.
Note 2: In 2011 there were no significant changes in the organization’s size,
structure or ownership.
Note 3: Banco Macro presents its CSR Report on a yearly basis, the last one
published being that of 2010.
Note 4: In case of limitations to the scope and coverage of the Report, it is
specified with a footnote when applicable.
Note 5: There were no changes in the base to include information that may
affect the period comparability in the Report.
Note 6: Date measurement techniques, the grounds for calculations and
significant changes compared with previous period are specified in the
Report when applicable.
Note 7: The report does not have an external verification.
Note 8: The Board's Chairman is the President of the Bank.
Note 9: No financial aids were received from governments.
Note 10: The standard starting wage is up 152% on the Vital and Mobile
Minimum Wage.
Note 11: At Banco Macro, we give priority to local high managers and even
many managers of different regions, considering their knowledge and
diversity.
Note 12: Although Banco Macro does not have a formal policy on the
minimum notice period as regards organizational changes, when this
happens a communication and training strategy is implemented to the
corresponding staff.
Note 13: The absenteeism rate in 2011 reached 3.73% and the number of
days lost by disease registered 76,000.
Note 14: The same base wage is applied to men and women according to
professional category.
Note 15: There were no penalties, fines or incidents in 2011.
Note 16: Through the Asociación de Bancos Argentinos (ADEBA)
(Argentine Banks Association).
Note 17: No financial contributions were made to political parties.
Note 18: Due to the nature of Banco Macro’s business, this indicator does
not apply to the company.
Note 19: No adjacent lands or spaces deemed high biodiversity protected
areas are registered regarding the operations of Banco Macro.
Explanatory notes:
n/a: not available information
Indicators that respond
to the UN Global Compact Principle
98 / 99
About this report
This year we published the fifth Banco Macro’s Corporate Social Responsibility Report through which we inform out stakeholders about the social,
economic and environmental performance in 2011.
To put this Report together, we used the principles and guidelines of G3
Guide of the Global Reporting Initiative - GRI12, applying Level “C”. The
indicators were replied by adapting protocols to the Bank’s reality and the
local situation. It also includes the indicators of Industrial Supplements
Guide for the GRI Financial Sector. At the same time, this report shows our
engagement to the 10 principles of the UN Global Compact: through the
document called “Estableciendo la Conexión13” (“Establishing the connection”) that shows the relationship between said principles and the GRI
indicators, we present our Communication on Progress (COP) 2011.
The contents of this Report target all societies that make up Banco Macro
and were gathered by an Operation Group especially created for this project. The latter includes referents from all areas of the Entity and is coordinated by the CSR Management. For the presentation of the Information,
we carried out a Materiality Analysis under the Technical Protocol made by
the GRI in the Framework of launching the new G3.1 Guide and the
AA1000SES standard of the AccountAbility organization, our of which we
selected those which are relevant for the Bank and its stakeholders14.
12 For further information about the GRI, see www.globalreporting.org
13 “Establishing the Connection”. A guide to make GRI sustainability reports
and the Global Compact Communication on Progress, year 2007http://www.pactoglobal.org.ar/userfiles/file/GRIestableciendolaconexFINAL.pdf
14 For further information, see page 33 of this Report.
We used the G3 Guide
of the Global Reporting Initiative – GRI,
reaching a "C" application level.
General Coordination
Milagro Medrano
Corporate Social Responsibility Management
Institutional Relations Direction
Banco Macro
Sarmiento 731
C1041AAO Ciudad Autónoma de Buenos Aires
relacionesinstitucionales@macro.com.ar
Tel.: (011) 5222 6500
External Collaborators
ReporteSocial
www.reportesocial.com
Design
Tholön Kunst
www.tholon.com
Printing
Gráfica Campichuelo
This report has been printed on paper produced
from sustainable forest exploitation with FSC certification
and recycled wood or fiber.
SGC-COC-04967 Certificate
FSC Trademark® 1996
Forest Stewardship Council A.C.
In contact
We hope you will find this report interesting.
For further inquiries or suggestions, do not
hesitate to contact our CSR Management.
We will be glad to receive your message.
www.macro.com.ar

efficiency - Banco Macro

Transcription

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