Tag: sustain case
- Africa & Middle Eastcase studiesPrinciple 3: Clients and CustomersPrinciple 4: StakeholdersPrinciples for Responsible BankingSector: Financial Services
Case study: How Zenith Bank identifies and works on strategic business opportunities to increase positive and reduce negative impacts
Zenith Bank, as an international financial institution, has a significant presence in the United Kingdom, the United Arab Emirates, and France. Additionally, the bank maintains a ... - case studiesNorth AmericaPrinciple 4: StakeholdersPrinciple 5: Governance & CulturePrinciples for Responsible BankingSector: Financial Services
Case study: How Zenus Bank promotes a culture of responsible banking among its employees
Zenus Bank, a U.S.-regulated financial institution, was founded with the goal of making secure, modern banking accessible worldwide. In its early years, Zenus enabled individuals in ... - Asia Pacificcase studiesPrinciple 3: Clients and CustomersPrinciple 4: StakeholdersPrinciples for Responsible BankingSector: Financial Services
Case study: How ICBC identifies and works on strategic business opportunities to increase positive and reduce negative impacts
The Industrial and Commercial Bank of China (ICBC) was founded on January 1, 1984. On October 28, 2005, it underwent a complete restructuring into a joint-stock ... -
Why ESRS Capability Is Now Business-Critical
The Global Reporting Initiative (GRI) ESRS Professional Programme equips professionals to apply the European Sustainability Reporting Standards (ESRS) in practice, with a strong focus on Double ... - Asia Pacificcase studiesPrinciple 3: Clients and CustomersPrinciple 4: StakeholdersPrinciples for Responsible BankingSector: Financial Services
Case study: How the SBI Shinsei Bank Group identifies and works on strategic business opportunities to increase positive and reduce negative impacts
The SBI Shinsei Bank Group is a hybrid, comprehensive financial group in Japan that integrates banking and non-banking functions. It comprises SBI Shinsei Bank, Ltd., APLUS ... -
Why Most Sustainability Reports Do Not Drive Decisions (and What to Do About It)
Most sustainability reports fail to influence business decisions because they are treated as disclosure exercises rather than something that shapes how organisations operate and act. Over ... - case studiesEuropePrinciple 3: Clients and CustomersPrinciple 4: StakeholdersPrinciples for Responsible BankingSector: Financial Services
Case study: How Şekerbank identifies and works on strategic business opportunities to increase positive and reduce negative impacts
Şekerbank was founded on October 12, 1953, as a collective enterprise aimed at supporting the developing agricultural sector and increasing production capacity in the young Republic ... - Asia Pacificcase studiesPrinciple 3: Clients and CustomersPrinciple 4: StakeholdersPrinciples for Responsible BankingSector: Financial Services
Case study: How IDLC identifies and works on strategic business opportunities to increase positive and reduce negative impacts
IDLC Finance PLC (IDLC) is a prominent financial institution in Bangladesh, providing a range of products and services across the Corporate, SME, Retail, and Capital Market ... - case studiesNorth AmericaPrinciple 3: Clients and CustomersPrinciple 4: StakeholdersPrinciples for Responsible BankingSector: Financial Services
Case study: How Innovation FCU identifies and works on strategic business opportunities to increase positive and reduce negative impacts
Innovation Federal Credit Union (Innovation FCU) is one of Saskatchewan’s largest credit unions, employing over 450 people and managing more than $4.9 billion in assets under ... -
Why Most Sustainability Reports Fail — and How to Turn Them into Strategic Decision-Making Tools
Sustainability reporting has reached a tipping point. Thousands of companies now publish reports. Yet very few of them influence real decisions. Most reports describe activities. Very ... - Asia Pacificcase studiesPrinciple 3: Clients and CustomersPrinciple 4: StakeholdersPrinciples for Responsible BankingSector: Financial Services
Case study: How Bank Jago works with its clients and customers to encourage sustainable practices
As technology advances and Indonesia’s digital-savvy generation emerges, the country’s digital ecosystem is steadily maturing. Amid these developments, Bank Jago was established and has grown over ... - case studiesEuropePrinciple 3: Clients and CustomersPrinciple 4: StakeholdersPrinciples for Responsible BankingSector: Financial Services
Case study: How İşbank identifies and works on strategic business opportunities to increase positive and reduce negative impacts
Founded as Turkey’s first national bank, İşbank has established itself as one of the country’s leading economic institutions. By the end of 2024, with a workforce ... - Africa & Middle Eastcase studiesPrinciple 3: Clients and CustomersPrinciple 4: StakeholdersPrinciples for Responsible BankingSector: Financial Services
Case study: How Wema Bank identifies and works on strategic business opportunities to increase positive and reduce negative impacts
Wema Bank, Nigeria’s oldest indigenous financial institution, has been providing seamless and innovative banking services for 80 years. The bank employs a comprehensive retail banking approach, ... - Africa & Middle Eastcase studiesPrinciple 3: Clients and CustomersPrinciple 4: StakeholdersPrinciples for Responsible BankingSector: Financial Services
Case study: How BOAD identifies and works on strategic business opportunities to increase positive and reduce negative impacts
BOAD plays a crucial role in funding the development of WAEMU member countries by offering financial resources and advisory services to support a variety of projects ... -
Ten Things Every Citizen Should Understand About War and Peace
The world is entering a period of significant geopolitical transition. Power is increasingly distributed among multiple global actors, technological competition is accelerating, and information flows faster ... - case studiesEuropePrinciple 3: Clients and CustomersPrinciple 4: StakeholdersPrinciples for Responsible BankingSector: Financial Services
Case study: How Garanti BBVA identifies and works on strategic business opportunities to increase positive and reduce negative impacts
Founded in Ankara in 1946, Garanti BBVA is Turkey’s second-largest private bank, with consolidated assets totalling 3 trillion 4 billion Turkish liras as of December 31, ... - Asia Pacificcase studiesPrinciple 3: Clients and CustomersPrinciple 4: StakeholdersPrinciples for Responsible BankingSector: Financial Services
Case study: How BNK Financial Group identifies and works on strategic business opportunities to increase positive and reduce negative impacts
BNK Financial Group, founded on March 15, 2011, is Korea’s pioneering regional bank-based financial holding company. As of June 2024, the Group managed 398 domestic branches ... -
Why Responsible Journalism Matters in a Multipolar World
In a world where geopolitical tensions are rising and technological competition is accelerating, discussions about peace and stability often receive less attention than narratives of conflict. ... - case studiesEuropePrinciple 3: Clients and CustomersPrinciple 4: StakeholdersPrinciples for Responsible BankingSector: Financial Services
Case study: How Socredo identifies and works on strategic business opportunities to increase positive and reduce negative impacts
For 65 years, Socredo has been alongside Polynesians, offering a wide range of financial services and products to over 135,500 retail clients, including affluent individuals, MSMEs, ... -
The Economics of Peace
How Cooperation Can Support a Stable Multipolar World For most of modern history, global power has been concentrated among a small number of dominant states. Today, ... - case studiesEuropePrinciple 3: Clients and CustomersPrinciple 4: StakeholdersPrinciples for Responsible BankingSector: Financial Services
Case study: How NBG identifies and works on strategic business opportunities to increase positive and reduce negative impacts
Founded in 1841, NBG has been listed on the Athens Exchange since 1880. With a rich tradition and significant contribution to Greece’s economic development, along with ... - Asia Pacificcase studiesPrinciple 3: Clients and CustomersPrinciple 4: StakeholdersPrinciples for Responsible BankingSector: Financial Services
Case study: How JB Financial Group identifies and works on strategic business opportunities to increase positive and reduce negative impacts
JB Financial Group is a multifaceted financial institution providing a wide range of financial services. The Group includes five domestic subsidiaries and four international subsidiaries, all ... - Asia Pacificcase studiesPrinciple 3: Clients and CustomersPrinciple 4: StakeholdersPrinciples for Responsible BankingSector: Financial Services
Case study: How Suhyup Bank identifies and works on strategic business opportunities to increase positive and reduce negative impacts
Suhyup Bank was originally established in 1962 in collaboration with the National Federation of Fisheries Cooperatives. It underwent a reorganization and officially reopened on December 1, ... -
Why Every Conflict Is a Lose–Lose for Growth
The main research we are leaning on today is the Kellogg School of Management’s The Economic Price We Pay for War, a rigorous global analysis of 135 ... - Asia Pacificcase studiesPrinciple 3: Clients and CustomersPrinciple 4: StakeholdersPrinciples for Responsible BankingSector: Financial Services
Case study: How Shiga Bank identifies and works on strategic business opportunities to increase positive and reduce negative impacts
Shiga Bank, a regional bank in Japan, primarily operates and maintains branches in Shiga Prefecture, with additional locations in Kyoto, Osaka, Gifu, Aichi, Mie Prefectures, Tokyo, ... - case studiesEuropePrinciple 3: Clients and CustomersPrinciple 4: StakeholdersPrinciples for Responsible BankingSector: Financial Services
Case study: How IKB works with its clients and customers to encourage sustainable practices
IKB Deutsche Industriebank AG’s business model is focused on the upper segment of the German mid-cap sector. This includes companies with annual revenues exceeding €100 million, ... - case studiesEuropePrinciple 3: Clients and CustomersPrinciple 4: StakeholdersPrinciples for Responsible BankingSector: Financial Services
Case study: How Aktia identifies and works on strategic business opportunities to increase positive and reduce negative impacts
Aktia is a Finnish asset manager, bank, and life insurance company that has been building wealth and promoting well-being across generations for 200 years. Its business ... - case studiesEuropePrinciple 3: Clients and CustomersPrinciple 4: StakeholdersPrinciples for Responsible BankingSector: Financial Services
Case study: How the LLB Group identifies and works on strategic business opportunities to increase positive and reduce negative impacts
The LLB Group provides a diverse array of banking products and services customized to meet the needs of its clients. Its main operations are centred in ... - case studiesEuropePrinciple 3: Clients and CustomersPrinciple 4: StakeholdersPrinciples for Responsible BankingSector: Financial Services
Case study: How LABORAL Kutxa identifies and works on strategic business opportunities to increase positive and reduce negative impacts
Caja Laboral Popular Coop. de Crédito is a credit cooperative that offers an alternative approach to banking. Founded in 1959 in Arrasate/Mondragón, Gipuzkoa (Basque Country), its ... - Asia Pacificcase studiesPrinciple 3: Clients and CustomersPrinciple 4: StakeholdersPrinciples for Responsible BankingSector: Financial Services
Case study: How KBank works with its clients and customers to encourage sustainable practices
Founded on June 8, 1945, Kasikornbank (KBank) has over 79 years of experience in conducting commercial banking, securities services, and related activities under the Financial Institution ...
