SustainCase – Sustainability Magazine https://sustaincase.com/ Insights on how you can protect the environment, maintain and increase the value of your company, through a structured CSR/Sustainability process with the use of the GRI Standards. Learn how Today's Best-Run Companies are achieving Economic, Social, and Environmental Success - and How You Can Too... Thu, 16 Jul 2026 05:47:24 +0000 en-US hourly 1 https://wordpress.org/?v=7.0.1 Case study: How Fidelity Bank promotes a culture of responsible banking among its employees https://sustaincase.com/case-study-how-fidelity-bank-promotes-a-culture-of-responsible-banking-among-its-employees/ Thu, 16 Jul 2026 05:46:53 +0000 https://sustaincase.com/?p=22563 Fidelity Bank Plc is a comprehensive commercial bank with a workforce of 3,127 employees, serving more than 9.1 million customers through its 251 branches and various digital banking platforms across Nigeria. Fidelity Bank’s range of financial services includes corporate and trade finance, treasury and investment solutions, retail banking, and wealth management, with a dedicated emphasis on supporting Micro, Small, and Medium Enterprises (MSMEs). This case study is based on the 2024 PRB Progress Report by Fidelity Bank prepared in relation to its implementation of the PRB, that can be found at this link. Through all case studies we aim to demonstrate […]

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]]> Fidelity Bank Plc is a comprehensive commercial bank with a workforce of 3,127 employees, serving more than 9.1 million customers through its 251 branches and various digital banking platforms across Nigeria. Fidelity Bank’s range of financial services includes corporate and trade finance, treasury and investment solutions, retail banking, and wealth management, with a dedicated emphasis on supporting Micro, Small, and Medium Enterprises (MSMEs). Fidelity Bank is a signatory of the Principles for Responsible Banking (PRB) and is, accordingly, promoting a culture of responsible banking among its employees.  Tweet This!

This case study is based on the 2024 PRB Progress Report by Fidelity Bank prepared in relation to its implementation of the PRB, that can be found at this link. Through all case studies we aim to demonstrate what ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Layout 1

Which Principles for Responsible Banking have been addressed?

The Principles for Responsible Banking addressed in this case are:

Stakeholder identification and consultation

Please describe which stakeholders (or groups/ types of stakeholders) you have identified, consulted, engaged, collaborated or partnered with for the purpose of implementing the Principles and improving your bank’s impacts. This should include a high-level overview of how your bank has identified relevant stakeholders, what issues were addressed/results achieved and how they fed into the action planning process.

Fidelity Bank remains committed to meaningful stakeholder engagement as a key part of its sustainability approach and the application of its principles. The bank identifies and prioritizes stakeholders based on their relevance to its operations, the potential impact of its activities on them, and their interest in sustainability matters. Fidelity Bank’s engagement practices are guided by the principles of inclusiveness, transparency, and accountability. Insights gained from these interactions inform the bank’s materiality assessments, influence policy decisions, and support the ongoing enhancement of its sustainability initiatives.

Key stakeholder groups and engagement methods include:

  • Customers: Connected through feedback surveys, social media, focus groups, customer service channels, relationship managers, and complaints management systems to understand their needs and expectations.
  • Employees: Engaged via the intranet, staff meetings, newsletters, training sessions, surveys, performance appraisals, employee resource groups, and whistleblowing channels to foster alignment with the bank’s objectives and promote a responsible workplace.
  • Investors and Shareholders: Consulted during Annual General Meetings, investor presentations, sustainability reports, investor relations platforms, and analyst calls to share performance updates and strategic insights.
  • Regulators: Interacted with through regulatory submissions, consultations, formal meetings, and participation in industry working groups to ensure compliance and contribute to sector policy development.
  • Suppliers: Managed through audits, contractual agreements, workshops, and review meetings to promote responsible sourcing and uphold ethical standards.
  • Communities: Engaged via town hall meetings, collaborations with local organizations, social investment programs, and grievance mechanisms to support local development and address community concerns.
  • NGOs and Civil Society: Collaborated on specific environmental and social projects and participated in multi-stakeholder initiatives promoting sustainable development.
  • Media: Engaged through press releases, briefings, interviews, and social media to ensure transparency and communicate important updates.
  • Government: Interacted with relevant ministries, departments, and agencies through meetings, conferences, and joint initiatives, especially on regulatory and policy issues.
  • Industry Peers: Participated in industry associations, benchmarking activities, and collaborative platforms to share knowledge and advance collective sustainability efforts.

These stakeholder engagement efforts have been instrumental in shaping Fidelity Bank’s sustainability strategy, enhancing transparency, and strengthening its social license to operate.

How does Fidelity Bank promote a culture of responsible banking among its employees?

In its 2024 PRB Progress Report Fidelity Bank reports that it took the following actions to promote a culture of responsible banking among its employees:

Fidelity Bank is dedicated to fostering a culture of responsible banking throughout all levels of the organization. This commitment begins with training during induction for both new and experienced hires, where employees are introduced to the bank’s core values, ethics, and sustainability expectations. Fidelity Bank’s Crest Academy spearheads employee learning and development by providing structured training programs that incorporate sustainability and climate-related content.

Training needs are identified through performance evaluations and collaboration with line managers, while employees are also encouraged to request training aligned with their personal development goals. Sustainability and climate-focused modules are integrated into the overall curriculum, with the Crest Academy working closely with the Sustainable Banking team to ensure alignment with the bank’s strategic objectives.

Fidelity Bank delivers training via multiple channels, including its Electronic Learning Management System (ELMS), virtual sessions on Microsoft Teams, and instructor-led workshops. Knowledge retention is supported through self-paced modules, quizzes, and facilitated discussions where appropriate.

Beyond formal training, the Sustainable Banking team regularly disseminates communications on sustainability and climate issues to raise awareness across the bank, in partnership with the Brand and Communications Division.

Additionally, board members and senior management receive specialized training on sustainability and climate-related topics, including relevant reporting standards such as IFRS S1 and S2. Sustainability performance is integrated into Fidelity Bank’s appraisal processes and reflected in sustainability staff and executive incentive programs, with ongoing efforts to strengthen the connection between remuneration and ESG outcomes.

 

UN Principles for Responsible Banking: Accelerating a positive global transition for people and the planet

With over 300 signatory banks representing almost half of the global banking industry, the Principles for Responsible Banking are the world’s foremost sustainable banking framework. Through these Principles, the banking community takes action to align core strategies, decision-making, lending and investment with the UN Sustainable Development Goals and international agreements such as the Paris Climate Agreement.

FBRH Principles for Responsible Banking (PRB) Assurance:

First class PRB assurance services: The result of solid, hands-on ESG/ Sustainability experience

      • FBRH is a GRI Certified Training Partner (Global), ISEP Training Centre and a member of CPD.
      • FBRH builds trust. Over 200 reviews from top professionals from around the world demonstrate our ability to build strong, trusting business relationships.
      • FBRH possesses a unique skill set that combines ESG/sustainability certified training, experience in advisory services and report preparation, and ESG/sustainability report assurance.

The combination of all the above empowers FBRH to provide first class Principles for Responsible Banking (PRB) assurance services.

 

References:

This case study is based on published information by Fidelity Bank, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://www.fidelitybank.ng/documents/Fidelity-Bank-Sustainability-And-Climate-Report-2024.pdf

Note to Fidelity Bank: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How Fidelity Bank promotes a culture of responsible banking among its employees appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Eurobank promotes a culture of responsible banking among its employees https://sustaincase.com/case-study-how-eurobank-promotes-a-culture-of-responsible-banking-among-its-employees/ Thu, 16 Jul 2026 05:45:27 +0000 https://sustaincase.com/?p=22559 Eurobank Holdings, a publicly traded entity on the Athens Stock Exchange, functions as the parent company of the Eurobank Group, which operates in Greece, Bulgaria, Cyprus, Luxembourg, and the UK. The Group boasts total assets of €101.2 billion and employs 12,833 staff members. It provides a wide range of financial services to retail and corporate clients via 568 branches and banking centres for business and private banking. Viewing sustainability and climate change as key strategic opportunities, Eurobank aligns its business practices and disclosures with prominent sustainability standards. This case study is based on the 5th PRB Progress Statement by Eurobank […]

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]]> Eurobank Holdings, a publicly traded entity on the Athens Stock Exchange, functions as the parent company of the Eurobank Group, which operates in Greece, Bulgaria, Cyprus, Luxembourg, and the UK. The Group boasts total assets of €101.2 billion and employs 12,833 staff members. It provides a wide range of financial services to retail and corporate clients via 568 branches and banking centres for business and private banking. Viewing sustainability and climate change as key strategic opportunities, Eurobank aligns its business practices and disclosures with prominent sustainability standards. Eurobank is a signatory of the Principles for Responsible Banking (PRB) and is, accordingly, promoting a culture of responsible banking among its employees.  Tweet This!

This case study is based on the 5th PRB Progress Statement by Eurobank prepared in relation to its implementation of the PRB, that can be found at this link. Through all case studies we aim to demonstrate what ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Layout 1

Which Principles for Responsible Banking have been addressed?

The Principles for Responsible Banking addressed in this case are:

Stakeholder identification and consultation

Please describe which stakeholders (or groups/ types of stakeholders) you have identified, consulted, engaged, collaborated or partnered with for the purpose of implementing the Principles and improving your bank’s impacts. This should include a high-level overview of how your bank has identified relevant stakeholders, what issues were addressed/results achieved and how they fed into the action planning process.

A core element of Eurobank’s sustainability approach is to build strong relationships founded on trust, cooperation, and mutual benefit with all stakeholders affected by its activities, whether directly or indirectly.

In this regard, the bank encourages two-way communication and maintains an ongoing dialogue with stakeholders to actively address their expectations, concerns, and issues. As part of its Double Materiality Assessment, Eurobank engaged stakeholders on topics related to its sustainability initiatives and responsible financing products, aligning with the Principles for Responsible Banking, to gather their insights on the bank’s sustainability performance. This assessment was a key process in determining the contents of the Annual Report 2024 – Business & Sustainability. Using the new methodology outlined in the European Sustainability Reporting Standards (2023), Eurobank identified, assessed, prioritized, and validated the positive and negative impacts, risks, and opportunities the bank creates or may create on the environment, people, and the economy.

Additionally, Eurobank conducts sustainability awareness training sessions to ensure internal stakeholders stay informed about sustainability matters.

How does Eurobank promote a culture of responsible banking among its employees?

In its 5th PRB Progress Statement Eurobank reports that it took the following actions to promote a culture of responsible banking among its employees:

Eurobank fosters a culture of sustainability by providing employees with the skills needed to assist clients in their green transition. Key initiatives include:

  • ESG upskilling programs for employees, focusing on risk management, compliance, and business strategy.
  • Training sessions for stakeholders across the three lines of defense to enhance sustainability awareness.
  • Ongoing sustainability education through e-learning modules, digital talks, and intranet resources, ensuring staff stay updated on the latest sustainability developments.

Acknowledging the significance of cultivating a robust sustainability-oriented culture throughout the bank, Eurobank has initiated programs such as:

  • The “TeamUp” employee volunteer program, which provides opportunities for employees and their families to engage in community-based environmental initiatives.
  • The “ESG Insight” newsletter, delivering regular updates on Eurobank’s sustainability efforts to both internal and external stakeholders.

By integrating solid governance, accountability measures, and a sustainability-focused corporate culture, Eurobank ensures that sustainability principles remain a strategic priority, empowering employees and stakeholders to contribute to a responsible banking model that promotes positive environmental and social impacts.

 

UN Principles for Responsible Banking: Accelerating a positive global transition for people and the planet

With over 300 signatory banks representing almost half of the global banking industry, the Principles for Responsible Banking are the world’s foremost sustainable banking framework. Through these Principles, the banking community takes action to align core strategies, decision-making, lending and investment with the UN Sustainable Development Goals and international agreements such as the Paris Climate Agreement.

FBRH Principles for Responsible Banking (PRB) Assurance:

First class PRB assurance services: The result of solid, hands-on ESG/ Sustainability experience

      • FBRH is a GRI Certified Training Partner (Global), ISEP Training Centre and a member of CPD.
      • FBRH builds trust. Over 200 reviews from top professionals from around the world demonstrate our ability to build strong, trusting business relationships.
      • FBRH possesses a unique skill set that combines ESG/sustainability certified training, experience in advisory services and report preparation, and ESG/sustainability report assurance.

The combination of all the above empowers FBRH to provide first class Principles for Responsible Banking (PRB) assurance services.

 

References:

This case study is based on published information by Eurobank, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://www.eurobank.gr/-/media/holding/omilos/annual-reports/etisios-apologismos-2024/unep-fi-principles-responsible-banking.pdf

Note to Eurobank: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How Eurobank promotes a culture of responsible banking among its employees appeared first on SustainCase - Sustainability Magazine.

]]> The Chamber Opportunity: Turning Sustainability Pressure into Member Value and Business Resilience https://sustaincase.com/the-chamber-opportunity-turning-sustainability-pressure-into-member-value-and-business-resilience/ Tue, 14 Jul 2026 09:06:05 +0000 https://sustaincase.com/?p=22552 Businesses everywhere are facing rising expectations from customers, lenders, investors, regulators, supply-chain partners, employees and communities. These expectations are often expressed through the language of sustainability, ESG, climate, responsible business, transparency or due diligence. But for many companies, especially SMEs and family-owned businesses, the practical question is much simpler: What does this mean for our business, and where do we start? This is where Chambers of Commerce have a powerful opportunity. Chambers are already close to business. They understand local economic realities, sector challenges, member concerns, export pressures and the need for practical solutions. They are trusted convenors, not distant […]

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]]> Businesses everywhere are facing rising expectations from customers, lenders, investors, regulators, supply-chain partners, employees and communities. These expectations are often expressed through the language of sustainability, ESG, climate, responsible business, transparency or due diligence. But for many companies, especially SMEs and family-owned businesses, the practical question is much simpler:

What does this mean for our business, and where do we start?

This is where Chambers of Commerce have a powerful opportunity.

Chambers are already close to business. They understand local economic realities, sector challenges, member concerns, export pressures and the need for practical solutions. They are trusted convenors, not distant commentators. That gives them a unique role: helping members turn sustainability pressure into better decisions, stronger resilience, improved credibility and long-term value.

Sustainability needs to speak the language of business

For many business leaders, sustainability can sound abstract, technical or disconnected from commercial reality. When it is presented only as reporting, compliance, environmental responsibility or corporate reputation, it can easily be seen as a burden.

That is the wrong starting point.

The more useful question is: how can sustainability information help organisations make better business decisions?

Used properly, sustainability helps businesses understand their most significant impacts, risks and opportunities. It supports better governance, improved stakeholder relationships, stronger supply-chain positioning, access to finance, operational resilience, market trust and long-term competitiveness.

In other words, sustainability is not separate from business strategy. It is part of how strong and responsible businesses are built.

The GRI Standards support this broader view by enabling organisations of different sizes and sectors to understand and report their impacts on the economy, environment and people in a credible and comparable way (Global Reporting Initiative, n.d.). For Chambers, this is important because members need internationally recognised approaches that can still be applied practically in different business contexts.

Why Chambers are ideally placed to lead

Chambers have three important advantages.

First, they have trust. Members are more likely to engage with a topic when support comes through an organisation they already know and value.

Second, they have reach. A Chamber can support individual businesses while also raising capability across a wider business community.

Third, they have context. Chambers understand the sectors, pressures, opportunities and constraints that shape member decisions.

This gives Chambers a practical economic-development role. They can help members respond to changing expectations without making sustainability feel like an external agenda imposed on business.

The International Chamber of Commerce describes its World Chambers Federation as a global Chamber network connecting and supporting Chambers and their business communities across more than 140 countries and territories (International Chamber of Commerce, n.d.a). The ICC World Chambers Competition also recognises innovative Chamber projects that create beneficial solutions for business communities worldwide (International Chamber of Commerce, n.d.b). This reinforces an important point: Chambers are not just representative bodies. At their best, they are platforms for innovation, capability building and business resilience.

A practical pathway for Chambers: Understand, Learn, Start, Grow, Celebrate, Assure

For sustainability to work for members, it needs to be practical and phased. Most businesses do not need to begin with a complex reporting system. They need a clear route, a manageable first step and continued support.

A Chamber-led initiative can follow six practical stages:

Understand.
Learn.
Start.
Grow.
Celebrate.
Assure.

This pathway allows a Chamber to move from listening to members, to building capability, helping them take action, supporting improvement, recognising success and strengthening credibility.

1. Understand: listen before designing the solution

Every Chamber is different. Every member base is different. A manufacturer, a logistics company, a bank, a construction firm, a tourism business, a food producer, a technology company and a small exporter will not all face the same sustainability pressures.

The first step is therefore to understand the Chamber’s priorities and the realities facing its members.

Short Chamber and member surveys, sector discussions and targeted conversations can identify where support is most needed. Members may be dealing with customer questionnaires, export requirements, access to finance, climate risks, energy costs, labour expectations, supply-chain standards, health and safety issues, regulatory change or the need to communicate more credibly.

This evidence-based approach helps the Chamber avoid generic sustainability activity and instead create a member-focused roadmap.

2. Learn: build knowledge and confidence

Once priorities are understood, members need knowledge. This may include executive awareness sessions, webinars, practical workshops, GRI Certified Sustainability Reporting Training and short briefings on how sustainability connects to resilience, competitiveness and value creation.

The aim is not to turn every business leader into a sustainability expert. The aim is to give members enough clarity to understand what matters, what is expected, what information is useful and how to make better decisions.

When sustainability is explained in business terms, it becomes less intimidating and more useful.

3. Start: make action achievable

Many businesses delay sustainability action because they assume it will be too complex, expensive or time-consuming.

A Chamber can help remove that barrier.

A practical starting point may be a simple workshop that introduces a small number of relevant disclosures, basic templates and step-by-step guidance. This allows members to begin collecting useful information, discussing impacts and risks, and understanding how sustainability reporting can support decision making.

The objective is not perfection. The objective is progress.

Once members take the first step, they are more likely to continue.

4. Grow: provide continuous support

One-off training can be valuable, but continuous support creates deeper member engagement.

Chambers can provide member clinics, expert speakers, practical resources, articles, case studies, monthly updates, access to knowledge platforms and specialist support. This keeps the initiative alive and gives members a reason to remain engaged over time.

This is also where the Chamber’s own value proposition becomes stronger. Sustainability is no longer just an occasional event or training session. It becomes part of a continuing member-service platform focused on competitiveness, resilience and trust.

5. Celebrate: recognise leadership and create visibility

Businesses need recognition when they make progress.

Chambers can celebrate member success through awards, case studies, events, articles, interviews and public recognition. This helps showcase practical examples of responsible business, innovation and value creation.

Celebration also creates strong communication opportunities. It gives the Chamber relevant stories to share, encourages more members to participate and provides sponsors, partners and media stakeholders with credible content linked to real business impact.

This is not superficial publicity. Done properly, it builds momentum and encourages a wider culture of responsible business leadership.

6. Assure: strengthen credibility and trust

As sustainability information becomes more visible, credibility becomes more important.

Members may increasingly be asked to provide reliable sustainability information to customers, lenders, investors, regulators, parent companies or supply-chain partners. This creates a need for better systems, clearer evidence and more confidence in what is reported.

Assurance readiness reviews and independent assurance can help businesses identify gaps, improve reporting quality and build trust.

Global evidence shows that sustainability disclosure and assurance have continued to grow among large companies, with expectations increasingly moving through supply chains to smaller businesses (International Federation of Accountants, 2025). Chambers that prepare members early can help them avoid rushed, reactive and costly responses later.

The commercial opportunity for Chambers

This is not only a member-support opportunity. It is also a strategic and commercial opportunity for Chambers.

A well-designed Chamber initiative can create recurring value through training, workshops, member clinics, premium resources, sponsorships, awards, events, strategic partnerships, assurance readiness reviews and communication opportunities.

However, monetisation must be built on genuine member value. Members will engage when the initiative helps them solve real problems, respond to market expectations, improve credibility, access knowledge, strengthen competitiveness and prepare for the future.

This is where the opportunity becomes especially powerful. The Chamber strengthens its relevance, members build capability, partners gain a credible platform, and the wider business community benefits from stronger resilience and trust.

Why this matters globally

Across the world, business communities are being asked to adapt to changing expectations. The language may differ from country to country. In some markets the focus may be export readiness. In others it may be sustainable finance, supply-chain resilience, climate transition, investment attraction, SME development, responsible growth or national competitiveness.

But the underlying challenge is similar.

Businesses need practical support to understand what matters, take action and communicate credibly.

Chambers can translate global expectations into local business action. They can help members move from confusion to clarity, from pressure to capability, and from isolated activity to long-term value creation.

The opportunity now

Sustainability pressure will not disappear. It will continue to arrive through customers, lenders, investors, regulators, employees, communities and international supply chains.

The question is whether businesses experience this pressure as cost and complexity, or whether Chambers help them turn it into resilience, competitiveness and value.

Chambers are uniquely positioned to make sustainability practical, business-focused and relevant.

By helping members understand, learn, start, grow, celebrate and assure their progress, Chambers can strengthen their role as trusted partners in business resilience and long-term value creation.

The opportunity is not to create more sustainability noise.

The opportunity is to help businesses make better decisions, strengthen resilience and create lasting value for the business, its stakeholders and the planet.

 

 Simon Pitsillides is Founder of FBRH Consultants and publisher of SustainCase. He is a board and senior executive adviser specialising in sustainability governance, corporate reporting, strategy and stakeholder value.

He supports organisations in strengthening governance, improving decision-making and integrating sustainability into long-term business strategy. His work focuses on helping boards and leadership teams move beyond compliance by using decision-useful sustainability information to manage risk, build stakeholder confidence and create lasting value.

Simon is a Fellow of the Chartered Institute of Marketing (FCIM), a Fellow of the Institute of Sustainability and Environmental Professionals (FISEP), a Chartered Marketer, and holds an MBA in Marketing. He is also a GRI and ISEP Certified Trainer.

Through FBRH Consultants and SustainCase, Simon combines strategic, commercial and governance expertise with extensive international experience in sustainability reporting, assurance readiness and value creation. He has worked with multinational organisations, financial institutions and public sector bodies across Europe, the Middle East and beyond.

https://www.linkedin.com/in/simon-pitsillides

 

 

References

Global Reporting Initiative (n.d.) The global standards for sustainability impacts. Global Reporting Initiative.

International Chamber of Commerce (n.d.a) World Chambers. International Chamber of Commerce.

International Chamber of Commerce (n.d.b) World Chambers Competition. International Chamber of Commerce.

International Chamber of Commerce and Sage (2024) Unlocking sustainable finance for SMEs. International Chamber of Commerce.

International Federation of Accountants (2025) The State of Play: Sustainability Disclosure and Assurance: Five Year Trends & Analysis, 2019–2023. International Federation of Accountants.

FBRH Consultants (2026) Partnering with Your Chamber to Create Lasting Value. Internal initiative document.

The post The Chamber Opportunity: Turning Sustainability Pressure into Member Value and Business Resilience appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Deutsche Bank works with its clients and customers to encourage sustainable practices https://sustaincase.com/case-study-how-deutsche-bank-works-with-its-clients-and-customers-to-encourage-sustainable-practices/ Tue, 14 Jul 2026 05:46:50 +0000 https://sustaincase.com/?p=22549 Deutsche Bank was established in 1870 to support German companies abroad. Today, it is Germany’s leading bank, holding a strong presence across Europe and operating in 56 countries worldwide with a global network. Deutsche Bank aims to foster an environmentally sustainable, socially inclusive, and well-governed world. Through its financial expertise and range of products, the bank seeks to facilitate a transition to more sustainable and climate-conscious business practices. It considers it its responsibility to support and, where possible, accelerate the ongoing transformation toward a more sustainable society and economy. This case study is based on the 2025 PRB Responsible Banking […]

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]]> Deutsche Bank was established in 1870 to support German companies abroad. Today, it is Germany’s leading bank, holding a strong presence across Europe and operating in 56 countries worldwide with a global network. Deutsche Bank aims to foster an environmentally sustainable, socially inclusive, and well-governed world. Through its financial expertise and range of products, the bank seeks to facilitate a transition to more sustainable and climate-conscious business practices. It considers it its responsibility to support and, where possible, accelerate the ongoing transformation toward a more sustainable society and economy. Deutsche Bank is a signatory of the Principles for Responsible Banking (PRB) and is, accordingly, working with its clients and customers to encourage sustainable practices and enable sustainable economic activities.  Tweet This!

This case study is based on the 2025 PRB Responsible Banking Progress Statement by Deutsche Bank prepared in relation to its implementation of the PRB, that can be found at this link. Through all case studies we aim to demonstrate what ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Layout 1

Which Principles for Responsible Banking have been addressed?

The Principles for Responsible Banking addressed in this case are:

Stakeholder identification and consultation

Please describe which stakeholders (or groups/ types of stakeholders) you have identified, consulted, engaged, collaborated or partnered with for the purpose of implementing the Principles and improving your bank’s impacts. This should include a high-level overview of how your bank has identified relevant stakeholders, what issues were addressed/results achieved and how they fed into the action planning process.

Deutsche Bank places a high value on maintaining fair and transparent dialogue with its stakeholder groups. The bank aims to understand the expectations and concerns of stakeholders regarding its strategy, business operations, and social responsibilities, with the goal of identifying potential impacts, risks, and opportunities.

Key stakeholders include clients, employees, investors, regulators, and society at large. Each business division and support function is responsible for engaging with its specific stakeholder groups.

How did Deutsche Bank work with its clients and customers to encourage sustainable practices and enable sustainable economic activities?

In its 2025 PRB Responsible Banking Progress Statement Deutsche Bank reports that it works with its clients and customers to encourage sustainable practices and enable sustainable economic activities as follows:

Deutsche Bank’s Code of Conduct forms the basis of the bank’s client-focused culture. This commitment to client centricity is outlined in the Code of Conduct and guides how the bank engages with clients across all business divisions.

As of December 31, 2025, Deutsche Bank operated through four main divisions: Corporate Bank, Investment Bank, Private Bank, and Asset Management. The bank offers products and services customized to meet the unique needs of various client groups, including offerings in sustainable finance and ESG investments.

 

UN Principles for Responsible Banking: Accelerating a positive global transition for people and the planet

With over 300 signatory banks representing almost half of the global banking industry, the Principles for Responsible Banking are the world’s foremost sustainable banking framework. Through these Principles, the banking community takes action to align core strategies, decision-making, lending and investment with the UN Sustainable Development Goals and international agreements such as the Paris Climate Agreement.

FBRH Principles for Responsible Banking (PRB) Assurance:

First class PRB assurance services: The result of solid, hands-on ESG/ Sustainability experience

      • FBRH is a GRI Certified Training Partner (Global), ISEP Training Centre and a member of CPD.
      • FBRH builds trust. Over 200 reviews from top professionals from around the world demonstrate our ability to build strong, trusting business relationships.
      • FBRH possesses a unique skill set that combines ESG/sustainability certified training, experience in advisory services and report preparation, and ESG/sustainability report assurance.

The combination of all the above empowers FBRH to provide first class Principles for Responsible Banking (PRB) assurance services.

 

References:

This case study is based on published information by Deutsche Bank, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://www.db.com/files/documents/csr/reports/PRB-Summary-Report-2025.pdf

Note to Deutsche Bank: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How Deutsche Bank works with its clients and customers to encourage sustainable practices appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Coop Pank promotes a culture of responsible banking among its employees https://sustaincase.com/case-study-how-coop-pank-promotes-a-culture-of-responsible-banking-among-its-employees/ Thu, 09 Jul 2026 05:53:09 +0000 https://sustaincase.com/?p=22545 Coop Pank is primarily owned by domestic investors, accounting for 99.5% of the ownership. Its shares are traded on the Tallinn Stock Exchange and are held by more than 35,000 individuals within the country. As of December 31, 2024, Coop Pank has a total of 35,885 shareholders. All of the bank’s customers are residents of Estonia. Decision-making processes are conducted entirely within Estonia. Through its operations, the bank seeks to support the growth of Estonian people and businesses, thereby contributing to the overall development of the Estonian economy. This case study is based on the 2025 PRB Responsible Banking Progress […]

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]]> Coop Pank is primarily owned by domestic investors, accounting for 99.5% of the ownership. Its shares are traded on the Tallinn Stock Exchange and are held by more than 35,000 individuals within the country. As of December 31, 2024, Coop Pank has a total of 35,885 shareholders. All of the bank’s customers are residents of Estonia. Decision-making processes are conducted entirely within Estonia. Through its operations, the bank seeks to support the growth of Estonian people and businesses, thereby contributing to the overall development of the Estonian economy. Coop Pank is a signatory of the Principles for Responsible Banking (PRB) and is, accordingly, promoting a culture of responsible banking among its employees.  Tweet This!

This case study is based on the 2025 PRB Responsible Banking Progress Statement by Coop Pank prepared in relation to its implementation of the PRB, that can be found at this link. Through all case studies we aim to demonstrate what ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Layout 1

Which Principles for Responsible Banking have been addressed?

The Principles for Responsible Banking addressed in this case are:

Stakeholder identification and consultation

Please describe which stakeholders (or groups/ types of stakeholders) you have identified, consulted, engaged, collaborated or partnered with for the purpose of implementing the Principles and improving your bank’s impacts. This should include a high-level overview of how your bank has identified relevant stakeholders, what issues were addressed/results achieved and how they fed into the action planning process.

Coop Pank recognizes its significant impact on society as a financial institution. Therefore, it regularly consults and collaborates with various stakeholders to gain a comprehensive understanding of societal challenges and opportunities. This approach helps Coop Pank contribute more effectively and enhance its positive influence.

Coop Pank actively participates in numerous local initiatives and is involved in several collaboration networks that promote and develop responsible business principles at both Baltic and international levels.

As a member of the Estonian Banking Association, Coop Pank actively engages in all its working groups. Through this membership, the bank contributes to initiatives such as promoting financial literacy among youth and adults, advancing sustainable finance, and more, all aligned with the principle of supporting life in every corner of Estonia. For instance, in April 2025, Coop Pank organized a financial literacy seminar in Rakvere, a small town, and during Financial Literacy Month in March and April, it delivered financial education lessons nationwide.

Participation in the Banking Association’s working groups enables Coop Pank to consult and collaborate with various stakeholders, including government institutions, ministries, the Bank of Estonia, and other influential organizations in developing the fields of financial literacy and of sustainable finance. This platform facilitates cross-sector cooperation, allowing key issues to be addressed more rapidly and with a greater societal impact than working independently.

Furthermore, Coop Pank is involved in cooperation among Pan-Baltic banking associations and individual banks. The bank participates in monthly meetings within the Banking Association and every six weeks at the Pan-Baltic level. Together, they have developed a unified ESG questionnaire and a GHG calculator for the Baltic region.

Coop Pank has also been an active member of the Responsible Business Forum—renamed Sustainable Business Estonia (KELL) in 2025—working with various stakeholders to more effectively pursue shared societal goals.

Since 2024, Coop Pank has collaborated with the Ministry of Defense of the Republic of Estonia and the Foundation for the Development of National Defense in establishing the Reservists’ Fund. Both the bank and its customers contribute donations to support Estonia’s national defense. Through the “Kaardivägi” (Card Guard) program, customers donate €0.01 for each card payment, which Coop Pank matches with an additional €0.01. All donations are transferred to the Foundation for the Development of National Defense. In recognition of its support, Coop Pank received the highest honour from the Ministry of Defense—the Gold Badge. 

Since 2023, Coop Pank has been working with the pension association Tuleva to provide its clients with the opportunity to participate in Tuleva’s second and third pillar pension funds. This partnership aims to enhance the financial well-being of people in Estonia.

Coop Pank also collaborates with the Estonian Athletic Association and the Estonian Volleyball Federation to support the development of volleyball and decathlon sports in Estonia.

These partnerships reflect shared values with the bank’s collaborators and demonstrate Coop Pank’s commitment to improving life across every corner of Estonia.

Regarding employees as a stakeholder group, an example of a collaborative network focused on employees and broader social aspects is PARE—a supportive community for HR managers and professionals—in which Coop Pank is an active member.

Gradually, Coop Pank has increased employee involvement by raising awareness and organizing various seminars and training sessions. Starting from 2024, the employee satisfaction survey includes a dedicated section on sustainability. In the coming years, this will enable Coop Pank to more clearly and systematically monitor employees’ attitudes, awareness, and opinions regarding the bank’s sustainability initiatives.

Since 2024, Coop Pank has been collaborating with TalTech to diversify academic learning, support students, train bank employees, and conduct research. A practical example of this collaboration is that Coop Pank provides students with ideas for bachelor’s and master’s theses and offers input when students wish to base their theses on the bank’s case. The partnership also involves co-organizing events such as the School of Business and Governance internship fair and the IT internship café. Additionally, Coop Pank awards scholarships of €3,000 each, with the 2024 recipients being students interested in artificial intelligence and ESG topics.

Coop Pank actively participates in knowledge sharing, particularly in the fields of ESG and AI, through the University’s entrepreneurship and research portal Trialoog, which is primarily aimed at entrepreneurs and decision-makers. The bank collaborates on bachelor’s and master’s theses and offers internship opportunities. Overall, this cooperation encourages student interest in areas that Coop Pank considers vital for increasing the competitiveness of Estonian banking and the broader economy.

During the 2024-2025 academic year, one master’s thesis and one bachelor’s thesis were completed in partnership with Coop Pank and TalTech, both focusing on sustainability. Each thesis utilized data from Coop Pank, and their findings provided valuable feedback to the bank. The results were presented to the entire organization during a seminar, which also included an external expert to offer broader perspectives on the topics.

Moreover, Coop Pank invests in educating the public on various matters, including ESG, through organizing webinars, participating in seminars and conferences organized by others, accepting speaking engagements, and publishing articles. The bank’s spokespeople regularly share knowledge through different channels to promote awareness and understanding.

How does Coop Pank promote a culture of responsible banking among its employees?

In its 2025 PRB Responsible Banking Progress Statement Coop Pank reports that it took the following actions to promote a culture of responsible banking among its employees:

Since the beginning of 2020, Coop Pank has adopted a more strategic approach to fostering a culture of responsible banking among its employees. The first sustainability and ESG-related training sessions were conducted in 2021, serving the entire bank and tailored to specific employee groups.

From 2021 onwards, Coop Pank has implemented a Green Office policy that defines principles and guidelines related to environmental and sustainability considerations both within the bank’s offices and more broadly. The policy affirms that sustainability is integrated into all aspects of the bank’s activities, with efforts to minimize environmental impact. Guided by this understanding, sustainability principles are embedded in daily operations, both internally and in collaboration with partners and customers.

Coop Pank contributes to raising employees’ environmental awareness by introducing them and new hires to the objectives of the Green Office policy, its management system, and the environmental initiatives undertaken at the office and beyond.

In addition to policy-based engagement, Coop Pank has organized various awareness-raising activities, including environmental challenges, themed training days, and morning coffee sessions focused on sustainability. These initiatives aim to build capacity, foster a sustainability-minded culture, and incorporate sustainable practices into the bank’s everyday operations.

Here are a few examples:

All Coop Pank employees have the opportunity to submit proposals through digital solutions aimed at making the office and operations more environmentally friendly and sustainable. The Green Office working group reviews these proposals and, if needed, involves other employees or external partners to implement the suggested solutions. Additionally, there is a separate questionnaire for waste sorting and other sustainability-related questions and suggestions from employees.

Furthermore, each spring, Coop Pank provides a comprehensive overview of its carbon footprint and financed emissions to the entire bank. This initiative helps to foster a culture of responsible banking by ensuring that climate impact remains an important and prioritized topic.

In 2024, Coop Pank conducted ESG training for business client managers. The training offered insights into the overall ESG landscape, with a particular focus on evolving trends and how to prepare for them within client-facing roles. The bank will continue to raise awareness and provide training to its employees.

As part of its internal sustainability engagement and awareness-raising efforts, Coop Pank hosted a morning seminar in June 2025 focused on sustainable commuting. The event featured a TalTech student presenting a master’s thesis based on a case study of Coop Pank, followed by a discussion led by an expert on urban mobility and the role of city planning in promoting sustainable choices.

Since 2024, Coop Pank’s employee satisfaction survey includes a dedicated section on sustainability. In the coming years, this will enable Coop Pank to monitor employees’ attitudes, awareness, and opinions regarding the bank’s sustainability initiatives more clearly and systematically.

A key aspect of responsible business at Coop Pank is also holding its partners accountable.

Coop Pank collaborates with partners who share its values. When selecting partners, the bank reviews the backgrounds of their beneficial owners and the nature of their activities. The aim is to work with companies whose beneficial owners have clean records, are not sanctioned individuals, and whose companies are not subject to international sanctions or linked to negative impacts on communities.

Additionally, Coop Pank’s procurement procedures include the principle that services are not purchased from companies engaged in unethical activities, human rights violations, corruption, or those that have a significant negative impact on the environment.

 

UN Principles for Responsible Banking: Accelerating a positive global transition for people and the planet

With over 300 signatory banks representing almost half of the global banking industry, the Principles for Responsible Banking are the world’s foremost sustainable banking framework. Through these Principles, the banking community takes action to align core strategies, decision-making, lending and investment with the UN Sustainable Development Goals and international agreements such as the Paris Climate Agreement.

FBRH Principles for Responsible Banking (PRB) Assurance:

First class PRB assurance services: The result of solid, hands-on ESG/ Sustainability experience

      • FBRH is a GRI Certified Training Partner (Global), ISEP Training Centre and a member of CPD.
      • FBRH builds trust. Over 200 reviews from top professionals from around the world demonstrate our ability to build strong, trusting business relationships.
      • FBRH possesses a unique skill set that combines ESG/sustainability certified training, experience in advisory services and report preparation, and ESG/sustainability report assurance.

The combination of all the above empowers FBRH to provide first class Principles for Responsible Banking (PRB) assurance services.

 

References:

This case study is based on published information by Coop Pank, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://res30f.cooppank.ee/image/upload/dokumendid/coop_pank_lehed/keskkonna_heaks/en/Coop_Pank_PRB_report_2025.pdf

Note to Coop Pank: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How Coop Pank promotes a culture of responsible banking among its employees appeared first on SustainCase - Sustainability Magazine.

]]> The Chamber Business Resilience Collection https://sustaincase.com/the-chamber-business-resilience-collection/ Wed, 08 Jul 2026 08:01:14 +0000 https://sustaincase.com/?p=22533 Most business leaders recognise that operating an organisation today is becoming increasingly challenging. Climate change, geopolitical tensions, armed conflicts, rapid advances in artificial intelligence, changing regulations, supply chain disruption, cyber threats, demographic change and evolving customer expectations are reshaping the business environment. In a world where change has become the norm, long-term success depends on one essential capability: the ability to adapt. But successful adaptation does not happen by chance. It depends on better decisions. Organisations need reliable, decision-useful information that helps them understand what matters most, identify emerging risks and opportunities, anticipate change and respond with confidence. This is […]

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]]>

Most business leaders recognise that operating an organisation today is becoming increasingly challenging. Climate change, geopolitical tensions, armed conflicts, rapid advances in artificial intelligence, changing regulations, supply chain disruption, cyber threats, demographic change and evolving customer expectations are reshaping the business environment.

In a world where change has become the norm, long-term success depends on one essential capability: the ability to adapt.

But successful adaptation does not happen by chance. It depends on better decisions. Organisations need reliable, decision-useful information that helps them understand what matters most, identify emerging risks and opportunities, anticipate change and respond with confidence.

This is where sustainability becomes a strategic advantage. When integrated into decision-making, it enables organisations to look beyond short-term financial performance and better understand the environmental, social and economic factors that influence their long-term success. It helps organisations strengthen resilience while creating lasting value for the business, its stakeholders and the planet.

The Chamber Business Resilience Collection has been created to support Chambers of Commerce, business associations and their members on this journey. It brings together carefully selected articles, case studies, research and practical insights from around the world, showing how organisations are strengthening resilience through better governance, stakeholder engagement, innovation, sustainability and decision-making.

Every resource in this collection has been selected with one purpose: to help organisations make better decisions in a changing world.

Explore the articles below to discover practical ideas, real-world examples and proven approaches that can help your organisation strengthen resilience, make better decisions and create lasting value for the business, its stakeholders and the planet.

Share a Story That Deserves Wider Visibility

We also welcome practical stories from Chambers, business associations and their members. These may include initiatives, events, partnerships, member examples, training, research, policy work or business support programmes that show how organisations are strengthening resilience, competitiveness and long-term value.

If there is a story from your Chamber or members that deserves wider visibility, we would be pleased to hear from you.

The post The Chamber Business Resilience Collection appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How CIB promotes a culture of responsible banking among its employees https://sustaincase.com/case-study-how-cib-promotes-a-culture-of-responsible-banking-among-its-employees/ Wed, 08 Jul 2026 06:20:56 +0000 https://sustaincase.com/?p=22530 With more than 2 million clients in Egypt, CIB provides a wide array of financial products and services. Renowned as Egypt’s foremost corporate bank, CIB serves a diverse range of enterprises, from leading corporations to medium-sized businesses, through its Institutional Banking, Corporate Banking, and Global Customer Relations divisions. In 2023, the Bank’s total gross income was distributed as follows: 37% from Corporate Banking, 26% from Consumer Banking, 11% from Business Banking (SMEs), 12.5% from investment activities, and 13.5% from Asset Liability Management. This case study is based on the 2024 PRB Progress Report by CIB prepared in relation to its […]

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]]> With more than 2 million clients in Egypt, CIB provides a wide array of financial products and services. Renowned as Egypt’s foremost corporate bank, CIB serves a diverse range of enterprises, from leading corporations to medium-sized businesses, through its Institutional Banking, Corporate Banking, and Global Customer Relations divisions. In 2023, the Bank’s total gross income was distributed as follows: 37% from Corporate Banking, 26% from Consumer Banking, 11% from Business Banking (SMEs), 12.5% from investment activities, and 13.5% from Asset Liability Management. CIB is a signatory of the Principles for Responsible Banking (PRB) and is, accordingly, promoting a culture of responsible banking among its employees.  Tweet This!

This case study is based on the 2024 PRB Progress Report by CIB prepared in relation to its implementation of the PRB, that can be found at this link. Through all case studies we aim to demonstrate what ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Layout 1

Which Principles for Responsible Banking have been addressed?

The Principles for Responsible Banking addressed in this case are:

Stakeholder identification and consultation

Please describe which stakeholders (or groups/ types of stakeholders) you have identified, consulted, engaged, collaborated or partnered with for the purpose of implementing the Principles and improving your bank’s impacts. This should include a high-level overview of how your bank has identified relevant stakeholders, what issues were addressed/results achieved and how they fed into the action planning process.

As a leading financial institution, CIB believes that meaningful engagement with key stakeholders enables the bank to advance its ESG goals and generate value for investors, partners, clients, and the wider community. CIB facilitates dialogues with experts from the heavy-industry sectors it finances to discuss emerging trends, challenges, risks, and opportunities. Collaborations with clients, government ministries, Multilateral Development Banks (MDBs), and Development Finance Institutions (DFIs) strengthen CIB’s sustainable finance initiatives. Its stakeholders include Development Financial Institutions, international organizations such as UNEP-FI, GFANZ, WEF, and CDP, governmental bodies and academia.

As an active member of the Net-Zero Banking Alliance (NZBA) and the Principles for Responsible Banking (PRB), CIB plays a crucial role in influencing global banking practices. Participation in the NZBA Steering Group Meeting in London and the PRB Board meeting in the UK highlights its dedication to aligning banking operations worldwide with the goal of net-zero emissions by 2050 and promoting responsible banking standards.

CIB’s international engagement also includes significant contributions to the Glasgow Financial Alliance for Net-Zero (GFANZ), where it is a key member of both the Africa Advisory Board and the Africa Network Working Groups. These platforms enable CIB to shape climate action policies across Africa, emphasizing the importance of sustainability in financial practices.

Furthermore, CIB actively participates in global forums such as MENA Climate Week in Riyadh, where it hosted a side event on transition finance, and the Africa Climate Summit in Nairobi, highlighting the climate challenges and opportunities on the continent. Its involvement in the World Economic Forum’s Green Hydrogen Initiative and discussions on transitioning to green energy sources like hydrogen demonstrate CIB’s commitment to innovative climate solutions.

CIB’s participation at COP28 was especially significant, where it not only took part in panels on climate finance and green building initiatives but also played a strategic role in advocating for the expansion of net-zero transition efforts and the enhancement of regional carbon markets. Its active contribution to shaping discussions at such international forums, combined with its leadership in regional initiatives, highlights CIB’s central role in advancing both global and regional sustainability goals. Through these efforts, CIB has solidified its position as a leader in integrating environmental considerations into banking practices, championing the cause of sustainable finance.

CIB also proudly celebrates the achievements of the “Choices and Voices” event organized by the Women’s Initiatives Network (WIN) on December 14th, 2023. This event was designed to empower women within the bank and boost their confidence in their ability to succeed and lead. Since its launch in 2019, WIN has been a strong advocate for diversity and inclusion at CIB, working to empower women across the organization and foster a more equitable workplace. The initiative regularly hosts meetings and seminars featuring prominent female leaders from the business community, focusing on strategies for success, career growth, overcoming challenges, and leadership development. This ongoing commitment demonstrates CIB’s dedication to creating an inclusive and supportive environment for all employees.

CIB took part in the 6th Job Fair at Nahda University in Beni Suef as part of the “Your Dream Matters” initiative. This program aims to empower women and strengthen their role within the banking industry, highlighting the significance of women’s workforce participation and providing all graduates with opportunities to apply for jobs. CIB’s participation demonstrates its dedication to supporting gender diversity and offering career prospects for young professionals.

In addition, CIB sponsored the “Financial Careers” job conference to inspire and guide young professionals in their career development. The event provided a valuable platform for connecting with talented youth eager to enter the financial sector. This initiative reflects CIB’s ongoing commitment to engaging in Egypt’s leading professional events and nurturing the next generation of financial experts.

CIB also participated in the fourth edition of the American University in Cairo’s Business Forum, where it discussed recent developments in the S1 and S2 International Financial Reporting Standards (IFRS) related to climate disclosures and their implementation in Egypt. The forum brought together experts from academia, business, regulatory bodies, private sector firms, auditors, and consulting organizations to explore the implications for investors and companies, as well as regional opportunities and challenges. CIB emphasized the importance of institutional collaboration in adopting these standards, reaffirming its leadership in advancing sustainability initiatives and integrating environmental considerations into banking practices.

How does CIB promote a culture of responsible banking among its employees?

In its 2024 PRB Progress Report CIB reports that it took the following actions to promote a culture of responsible banking among its employees:

To drive systemic change towards embedding sustainability into its policies and culture, CIB emphasizes and advocates for the importance of sustainable finance education (SFE). Unlike traditional finance education, which has historically concentrated on teaching the basics of profit-making, SFE highlights the vital link between finance and ESG (Environmental, Social, and Governance) factors. Recognizing that integrating ESG principles across its policies and culture requires a deep understanding of their significance for business growth as well as societal and environmental well-being, CIB views SFE as a critical pillar in this effort. In line with its mission to promote sustainable finance throughout its operations, CIB leverages the expertise of its Learning and Development team to deliver up-to-date, best-practice training and capacity-building initiatives on sustainable finance for its employees, clients, and other stakeholders, aligned with the different stages of the framework’s development.

An introductory sustainable finance module, designed to highlight the fundamental principles and pillars of sustainability, is available to all CIB staff across the organization. In addition, various tailored and off-the-shelf sustainability courses are offered, targeting specific areas, while sustainable finance education has been fully integrated into CIB’s flagship Credit, SME, and Retail Courses.

Furthermore, CIB has entered into a Memorandum of Understanding (MoU) with LinkedIn Learning to enhance digital education for its employees. This collaboration aims to broaden employees’ technological knowledge through LinkedIn Learning’s extensive library of over 20,000 expert-led instructional videos. By providing access to this on-demand educational platform, CIB seeks to support the country’s economic development through education and enable its staff to keep pace with industry changes.

CIB believes that fulfilling its climate and financial inclusion commitments depends significantly on well-informed and engaged employees who can effectively promote the bank’s sustainability products and services. Developing a culture aligned with its strategic vision is essential to this effort.

 

UN Principles for Responsible Banking: Accelerating a positive global transition for people and the planet

With over 300 signatory banks representing almost half of the global banking industry, the Principles for Responsible Banking are the world’s foremost sustainable banking framework. Through these Principles, the banking community takes action to align core strategies, decision-making, lending and investment with the UN Sustainable Development Goals and international agreements such as the Paris Climate Agreement.

FBRH Principles for Responsible Banking (PRB) Assurance:

First class PRB assurance services: The result of solid, hands-on ESG/ Sustainability experience

      • FBRH is a GRI Certified Training Partner (Global), ISEP Training Centre and a member of CPD.
      • FBRH builds trust. Over 200 reviews from top professionals from around the world demonstrate our ability to build strong, trusting business relationships.
      • FBRH possesses a unique skill set that combines ESG/sustainability certified training, experience in advisory services and report preparation, and ESG/sustainability report assurance.

The combination of all the above empowers FBRH to provide first class Principles for Responsible Banking (PRB) assurance services.

 

References:

This case study is based on published information by CIB, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://www.cibeg.com/-/media/project/downloads/about-cib/esg/portfolio-impact-assessment/2024-portfolio-impact-assessment.pdf

Note to CIB: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How CIB promotes a culture of responsible banking among its employees appeared first on SustainCase - Sustainability Magazine.

]]> Adapt or Decline? Why Decision-Useful Materiality Is Becoming a Board’s Competitive Advantage https://sustaincase.com/adapt-or-decline-why-decision-useful-materiality-is-becoming-a-boards-competitive-advantage/ Tue, 07 Jul 2026 09:35:56 +0000 https://sustaincase.com/?p=22524 One of the central lessons from Darwin’s theory of evolution is that long-term survival depends on adaptation. The organisations that succeed tomorrow will not necessarily be the largest, oldest or even the most profitable today. They will be the organisations that recognise change early, understand its implications and adapt faster than their competitors. This raises an important question. How do boards know what they need to adapt to? The answer lies in decision-useful materiality. Materiality is not about reporting. Too often, organisations still view materiality as the first chapter of a sustainability report. Complete the stakeholder survey. Produce a materiality […]

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]]> One of the central lessons from Darwin’s theory of evolution is that long-term survival depends on adaptation.

The organisations that succeed tomorrow will not necessarily be the largest, oldest or even the most profitable today.

They will be the organisations that recognise change early, understand its implications and adapt faster than their competitors.

This raises an important question.

How do boards know what they need to adapt to?

The answer lies in decision-useful materiality.

Materiality is not about reporting.

Too often, organisations still view materiality as the first chapter of a sustainability report.

Complete the stakeholder survey.

Produce a materiality matrix.

Publish the report.

Repeat next year.

This approach fundamentally misunderstands the purpose of materiality.

Materiality is not a reporting exercise.

It is a strategic decision-making process.

Done properly, it provides boards with an evidence-based understanding of the sustainability issues most likely to influence long-term success.

Strategy begins with understanding change.

Every organisation operates within a rapidly changing environment.

Climate risks, technological disruption, changing customer expectations, supply chain resilience, resource availability, human rights, artificial intelligence, political instability, skills shortages and evolving regulation are reshaping the way organisations operate.

Boards cannot respond effectively to every issue.

Nor should they.

Their challenge is identifying which developments matter most to their organisation and where management should focus attention.

This is precisely what materiality should achieve.

Looking across the value chain changes everything.

Many organisations still focus primarily on what happens within their own operations.

However, the greatest risks and opportunities often occur elsewhere.

They may lie within supplier relationships, customer behaviour, product use, local communities, natural resources or future regulatory developments.

Looking across the entire value chain enables organisations to identify where significant impacts, dependencies, risks and opportunities actually occur.

This provides something far more valuable than compliance.

It provides strategic intelligence.

Boards gain visibility over where disruption may emerge, where innovation is needed and where value can be created.

In short,

Materiality helps organisations focus on what matters, where it matters.

Good materiality supports adaptation.

International sustainability frameworks increasingly recognise that organisations should assess sustainability matters using objective criteria such as the scale, scope and irremediability of impacts together with financial effects, time horizons, risks and opportunities.

When these assessments are combined with meaningful stakeholder engagement and informed expert judgement, organisations develop a dynamic understanding of the environment in which they operate.

Materiality becomes an early warning system.

It helps identify emerging issues before they become business problems.

It highlights opportunities before competitors recognise them.

It enables organisations to allocate resources where they can create the greatest value for the business, stakeholders and the planet.

Boards need better questions. Not bigger reports.

Most boards already receive hundreds of pages of reports every year.

What they often lack is clarity.

Decision-useful materiality helps boards ask:

What has changed?

What matters now?

Where are the greatest risks?

Where are the greatest opportunities?

Which stakeholders are most affected?

Which sustainability issues could fundamentally reshape our business model?

Where should we invest first?

These are strategic questions.

Materiality should provide strategic answers.

Sustainability becomes a competitive advantage.

The organisations most likely to succeed in the coming decades will not be those producing the thickest sustainability reports.

They will be those making the best decisions.

Decision-useful materiality transforms sustainability from a reporting obligation into a management discipline.

It enables boards to anticipate change rather than simply react to it.

And that may prove to be one of the greatest competitive advantages an organisation can possess.

Because in a world of constant disruption, survival increasingly depends on the ability to adapt.

Materiality is not about reporting yesterday’s performance. It is about helping boards make better decisions about tomorrow.

 


Simon Pitsillides
Simon Pitsillides is a board adviser specialising in sustainability governance, corporate reporting, strategy and stakeholder value creation. He supports boards and senior executives in strengthening governance, enhancing decision-making and integrating sustainability into long-term business strategy.
Simon is a Fellow of the Chartered Institute of Marketing (FCIM), a Fellow of the Institute of Sustainability and Environmental Professionals (FISEP), a Chartered Marketer, and holds an MBA in Marketing. He is also a GRI and ISEP Certified Trainer.
As Founder of FBRH Consultants and publisher of SustainCase, Simon combines strategic, commercial and governance expertise with extensive international experience in sustainability reporting, assurance readiness and value creation. He has worked with multinational organisations, financial institutions and public sector bodies across Europe, the Middle East and beyond.
Simon is recognised for helping boards move beyond compliance by using decision-useful sustainability information to strengthen strategy, manage risk, build stakeholder confidence and create long-term value for business, stakeholders and the planet.

https://www.linkedin.com/in/simon-pitsillides

 

 

References

Eccles, R.G. and Krzus, M.P. (2018) The Nordic Model: An Analysis of Leading Practices in ESG Disclosure. CPA Canada.

European Financial Reporting Advisory Group (EFRAG) (2023) ESRS 1: General Requirements.

Global Reporting Initiative (GRI) (2021) GRI 3: Material Topics 2021.

IFRS Foundation (2023) IFRS S1: General Requirements for Disclosure of Sustainability-related Financial Information.

Organisation for Economic Co-operation and Development (OECD) (2023) OECD Guidelines for Multinational Enterprises on Responsible Business Conduct.

Porter, M.E. and Kramer, M.R. (2011) ‘Creating Shared Value’, Harvard Business Review, 89(1/2), pp. 62–77.

United Nations (2011) Guiding Principles on Business and Human Rights.

The post Adapt or Decline? Why Decision-Useful Materiality Is Becoming a Board’s Competitive Advantage appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How the BPER Group promotes a culture of responsible banking among its employees https://sustaincase.com/case-study-how-the-bper-group-promotes-a-culture-of-responsible-banking-among-its-employees/ Tue, 07 Jul 2026 05:55:42 +0000 https://sustaincase.com/?p=22521 The BPER Group is among Italy’s top banking organizations. Employing nearly 23,000 staff and operating approximately 2,000 branches across Italy, the Group is dedicated to serving individuals, businesses, communities, and local regions. Focused on understanding and meeting everyone’s needs, it aims to support their development and foster a positive cycle that ensures a prosperous future for all. This case study is based on the 2025 PRB Responsible Banking Progress Statement by the BPER Group prepared in relation to its implementation of the PRB, that can be found at this link. Through all case studies we aim to demonstrate what ESG/ sustainability […]

The post Case study: How the BPER Group promotes a culture of responsible banking among its employees appeared first on SustainCase - Sustainability Magazine.

]]> The BPER Group is among Italy’s top banking organizations. Employing nearly 23,000 staff and operating approximately 2,000 branches across Italy, the Group is dedicated to serving individuals, businesses, communities, and local regions. Focused on understanding and meeting everyone’s needs, it aims to support their development and foster a positive cycle that ensures a prosperous future for all. The BPER Group is a signatory of the Principles for Responsible Banking (PRB) and is, accordingly, promoting a culture of responsible banking among its employees.  Tweet This!

This case study is based on the 2025 PRB Responsible Banking Progress Statement by the BPER Group prepared in relation to its implementation of the PRB, that can be found at this link. Through all case studies we aim to demonstrate what ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Layout 1

Which Principles for Responsible Banking have been addressed?

The Principles for Responsible Banking addressed in this case are:

Stakeholder identification and consultation

Please describe which stakeholders (or groups/ types of stakeholders) you have identified, consulted, engaged, collaborated or partnered with for the purpose of implementing the Principles and improving your bank’s impacts. This should include a high-level overview of how your bank has identified relevant stakeholders, what issues were addressed/results achieved and how they fed into the action planning process.

The BPER Group shapes its strategies based on the needs and expectations of its stakeholders. To achieve this, it conducts a structured engagement process aimed at identifying their needs, understanding their expectations regarding the Group’s activities, and anticipating potential risks—transforming them into opportunities. As part of the double materiality analysis conducted in 2025, an impact assessment was undertaken through engagement with key internal and external stakeholders. Specifically, the following engagement activities were carried out:

  • Interviews with shareholders;
  • A multi-stakeholder forum involving representatives from customers, the financial market, local communities and territories, suppliers, and public administrations;
  • An employee survey.

The Bank’s dedication to collaborating with socially committed organizations is reflected in numerous partnerships with institutions and associations, including: Global Compact, the Italian Banking Association working groups (ABI), the CSR Association, the Foundation for Financial Education and Savings (FEduF), Sodalitas Foundation, the Forum for Sustainable Finance, Impronta Etica, the Italian Foundation for Business Reporting (O.I.B.R.), Sustainability Makers, Valore D, and the Women’s Network against Violence (D.i.Re).

In addition to the aforementioned engagement activities, the BPER Group has launched additional initiatives to enhance stakeholder engagement. These include the Group’s participation in the Sustainable Network of Borsa Italiana, an initiative aimed at creating an integrated ecosystem to promote sustainable finance within the Italian capital market. The Network facilitates dialogue and collaboration among financial institutions, issuers, and advisors, encouraging the exchange of expertise, best practices, and innovative ESG solutions—ultimately supporting the sustainable growth of the real economy through advanced tools and strategies.

These efforts are further supported by training and information-sharing sessions on sustainability disclosures, organized in partnership with various trade associations to assist SMEs operating within the bank’s geographical areas.

Since 2022, the Group has also piloted a project to administer ESG questionnaires to gather data on individual companies. The initiative continued into 2024, involving a selected group of larger companies. In 2025, activities were expanded further by increasing the number of companies participating in the questionnaire and by establishing a structured engagement process that involves direct participation from the Commercial Network.

In 2025, the Group continued its dedication to enhancing employee engagement and fostering a better working environment, building on the insights gained from the “People Survey 2024.” Conducted the previous year across the entire corporate population, the survey assessed employee engagement levels within the Group. Some of the questions contributing to the overall score also addressed eNPS and job satisfaction. The results of the survey played a crucial role in guiding the development of subsequent action plans.

Drawing on the insights from these findings, several action plans were designed and implemented in 2025, both at the Group level—guided by Top Management—and at the operational level through bottom-up initiatives developed with the active involvement and responsiveness of first-line managers. These action plans are aligned with the timeframe of the 2024–2027 Business Plan “B: Dynamic | Full Value 2027.”

How does the BPER Group promote a culture of responsible banking among its employees?

In its 2025 PRB Responsible Banking Progress Statement the BPER Group reports that it took the following actions to promote a culture of responsible banking among its employees:

The BPER Group actively promotes a responsible banking culture through various initiatives, including:

  • the assessment and development of human resources’ skills;
  • training programs designed to reinforce and deepen the risk culture within the Group, covering topics such as privacy, cybersecurity, anti-corruption, compliance, Model 231, and the Code of Ethics.

Additionally, a new course titled “Sustainability and ESG Management at BPER” was made available to all BPER Banca employees, aimed at providing a comprehensive understanding of these subjects and highlighting the strategic importance of sustainability in the banking sector.

For ESG Managers specifically, an annual training cycle is scheduled. In 2025, three webinars were organized focusing on the relevant regulatory framework, market best practices, and upcoming ESG-related challenges. The goal was to promote knowledge sharing and to strengthen the integration of ESG factors into corporate processes.

Furthermore, targeted ESG training programs were implemented for over 1,000 employees involved in the origination and approval of credit exposures within the Corporate Centres and credit functions across the BPER Group during 2024–2025. Dedicated sessions were also arranged for the Internal Audit Function to support their engagement in ESG-related activities.

 

UN Principles for Responsible Banking: Accelerating a positive global transition for people and the planet

With over 300 signatory banks representing almost half of the global banking industry, the Principles for Responsible Banking are the world’s foremost sustainable banking framework. Through these Principles, the banking community takes action to align core strategies, decision-making, lending and investment with the UN Sustainable Development Goals and international agreements such as the Paris Climate Agreement.

FBRH Principles for Responsible Banking (PRB) Assurance:

First class PRB assurance services: The result of solid, hands-on ESG/ Sustainability experience

      • FBRH is a GRI Certified Training Partner (Global), ISEP Training Centre and a member of CPD.
      • FBRH builds trust. Over 200 reviews from top professionals from around the world demonstrate our ability to build strong, trusting business relationships.
      • FBRH possesses a unique skill set that combines ESG/sustainability certified training, experience in advisory services and report preparation, and ESG/sustainability report assurance.

The combination of all the above empowers FBRH to provide first class Principles for Responsible Banking (PRB) assurance services.

 

References:

This case study is based on published information by the BPER Group, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://group.bper.it/documents/d/bper-istituzionale/2025-responsible-banking-progress-statement-inglese

Note to the BPER Group: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How the BPER Group promotes a culture of responsible banking among its employees appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How BNP Paribas promotes a culture of responsible banking among its employees https://sustaincase.com/case-study-how-bnp-paribas-promotes-a-culture-of-responsible-banking-among-its-employees/ Thu, 02 Jul 2026 05:44:55 +0000 https://sustaincase.com/?p=22518 As a prominent leader in banking and financial services across Europe, BNP Paribas distinguishes itself through a strong, integrated, and diversified business model organized into three operating divisions. Its complementary capabilities enable the bank to meet customer needs by providing long-term guidance and advice, while delivering strong and sustainable performance. The Group supports its entire customer base—individuals, corporations, and institutions—in their energy and ecological transition and promotes social inclusion by offering tailored products and services to suit their specific requirements. This case study is based on the 2025 PRB Reporting and Self-Assessment Template by BNP Paribas prepared in relation to […]

The post Case study: How BNP Paribas promotes a culture of responsible banking among its employees appeared first on SustainCase - Sustainability Magazine.

]]> As a prominent leader in banking and financial services across Europe, BNP Paribas distinguishes itself through a strong, integrated, and diversified business model organized into three operating divisions. Its complementary capabilities enable the bank to meet customer needs by providing long-term guidance and advice, while delivering strong and sustainable performance. The Group supports its entire customer base—individuals, corporations, and institutions—in their energy and ecological transition and promotes social inclusion by offering tailored products and services to suit their specific requirements. BNP Paribas is a signatory of the Principles for Responsible Banking (PRB) and is, accordingly, promoting a culture of responsible banking among its employees.  Tweet This!

This case study is based on the 2025 PRB Reporting and Self-Assessment Template by BNP Paribas prepared in relation to its implementation of the PRB, that can be found at this link. Through all case studies we aim to demonstrate what ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

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Which Principles for Responsible Banking have been addressed?

The Principles for Responsible Banking addressed in this case are:

Stakeholder identification and consultation

Please describe which stakeholders (or groups/ types of stakeholders) you have identified, consulted, engaged, collaborated or partnered with for the purpose of implementing the Principles and improving your bank’s impacts. This should include a high-level overview of how your bank has identified relevant stakeholders, what issues were addressed/results achieved and how they fed into the action planning process.

Engaging in dialogue with stakeholders is central to BNP Paribas’ social and environmental responsibility. The Group’s dedication to maintaining open and constructive communication aims primarily to better identify and understand the interests, perspectives, and expectations of its stakeholders, as well as the impacts of its activities.

This approach allows the Group to incorporate stakeholder insights into the development of its products and services, ensuring they align with genuine customer needs, evolving business lines, and strategic objectives. Additionally, this dialogue is crucial for informing stakeholders about the Group’s decisions and actions, promoting transparency and clarity.

BNP Paribas recognizes a diverse range of stakeholders with varying levels of interaction, including its customers (individuals, professionals, corporate clients, and institutions), employees and their representative bodies, shareholders (both individual and institutional investors), suppliers, financial and non-financial rating agencies, regulatory authorities and public institutions, civil society and its organizations.

How does BNP Paribas promote a culture of responsible banking among its employees?

In its 2025 PRB Reporting and Self-Assessment Template BNP Paribas reports that it took the following actions to promote a culture of responsible banking among its employees:

Training

BNP Paribas invests heavily in employee training, with a particular focus on ESG topics, supported by dedicated monitoring systems. In 2024, 77,270 Group employees participated in Sustainability Academy training, and a specialized program on respecting human rights during business conduct was introduced to 1,600 targeted employees. Since its inception at the end of 2022, a total of 133,000 Group employees have been trained through the Sustainability Academy.

Additionally, Group employees are actively engaged through participation in “fresks,” collaborative workshops designed to raise awareness about Climate Change Mitigation and Biodiversity issues among employees and Executive Committees. In 2024, over 12,000 employees across 53 countries took part in these workshops. This experience is also extended to individual shareholders.

 

UN Principles for Responsible Banking: Accelerating a positive global transition for people and the planet

With over 300 signatory banks representing almost half of the global banking industry, the Principles for Responsible Banking are the world’s foremost sustainable banking framework. Through these Principles, the banking community takes action to align core strategies, decision-making, lending and investment with the UN Sustainable Development Goals and international agreements such as the Paris Climate Agreement.

FBRH Principles for Responsible Banking (PRB) Assurance:

First class PRB assurance services: The result of solid, hands-on ESG/ Sustainability experience

      • FBRH is a GRI Certified Training Partner (Global), ISEP Training Centre and a member of CPD.
      • FBRH builds trust. Over 200 reviews from top professionals from around the world demonstrate our ability to build strong, trusting business relationships.
      • FBRH possesses a unique skill set that combines ESG/sustainability certified training, experience in advisory services and report preparation, and ESG/sustainability report assurance.

The combination of all the above empowers FBRH to provide first class Principles for Responsible Banking (PRB) assurance services.

 

References:

This case study is based on published information by BNP Paribas, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://cdn-group.bnpparibas.com/uploads/file/bnpparibas_2025_prb_reporting.pdf

Note to BNP Paribas: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How BNP Paribas promotes a culture of responsible banking among its employees appeared first on SustainCase - Sustainability Magazine.

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