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CORPORATE SOCIAL RESPONSIBILITY AND SUSTAINABLE DEVELOPMENT

             
 
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PRINCIPLES

 

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specific principles

 
1.Fair and clear relations with customers
 
2.Promotion of accessibility and financial inclusion
 
3. Environment-friendly business
 
4. Making a responsible contribution to the community
 
5. Responsible employers
 
6. The digital dimension
 
7. Communication
 
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A COMMITMENT TO RESPONSIBLE BUSINESS
 

 

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CASE STUDIES BY COUNTRY
   

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Portugal

 
 

CGD - Environmental Management System (ISO 14001:2012)

CGD has decided to implement an Environmental Management System (EMS) in compliance with ISO 14001:2012. The implementation of an EMS has economic, environmental and competitive benefits for the organization and society in general.
The CGD's Corporate Sustainability Program is based on a set of areas of operation, including economic, environmental and social . This program, which symbolizes CGD's sustainability strategy, in alignment with the strategy of CGD Group, provides information on the implementation of a set of voluntary commitments that go beyond the company's legal obligations and compliance. These commitments are organized according to the Sustainability Policy areas: Board Responsible, Promoting Future, Environmental Protection, Human Asset Management and Community Involvement.

Additionally, in 2013, CGD joined the Global Compact, which integrates principles in the environmental area, in particular: principle 7 - Businesses should support a precautionary approach to environmental challenges; principle 8 - undertake initiatives to promote greater environmental responsibility; 9 - encourage the development and diffusion of environmentally friendly technologies.

In this context, CGD decided to implement an Environmental Management System (EMS) in compliance with ISO 14001:2012, with the following as its main objectives:
  • Ensure the fulfilment of their commitment publicly stated in their annual Sustainability Report
  • Better CGD's environmental performance through the continuous improvement and effective monitoring of several environmental aspects
  • Improve CGD's performance in the assessment of external Sustainability rates and ratings (Carbon Disclosure Project, Oekom, Dow Jones Sustainability Index, etc.).
  • Meet the expectations of strategic stakeholders
  • Strengthen their environmental positioning and differentiate themselves from other Portuguese banks by being the first Portuguese bank to obtain a certification according to the standard. The implementation of an EMS has economic, environmental and competitive benefits for the organization and society in general.


Economic Benefits
  • Reduces costs (electricity, the material consumption of products such as paper and plastic cups, waste management, etc. ) by continuously improving efficiency and through a greater involvement of CGD's employees in environmental issues
  • Reinforces the good reputation and image with customers and other stakeholders


Environmental Benefits
  • Manages and controls the legal requirements in the environment area
  • Contributes to the reduced consumption of various natural resources
  • Continuously improves environmental performance and the establishment of goals and objectives
  • Controls environmental risks
  • Influences suppliers to adopt better environmental practices


Competitive Advantages
  • Improves environmentally responsible image
  • Increases confidence on the part of customers and other external stakeholders
  • Ensures adequate and continuous training
  • Clearly defines working procedures and associated responsibilities


With this project, CGD achieved another step towards excellence, differentiating itself in the competitive scenario by being the first Portuguese bank to implement an EMS. Therefore, it continued to give proof of its good reputation and image, in consistency with the national and international recognition that its environmental performance has deserved and the environmental awards it has achieved during the past few years in this context. In its first phase, the EMS implementation/certification included activities in banking management and business support carried out at the Headquarters, with the progressive enlargement of the EMS in the central buildings, the commercial network and then in the rest of the Group's companies, at a national and international level.

The project began in January 2013. From this point on, several actions were carried out in view of implementing the EMS, involving mainly the employees and suppliers from the Headquarters. The achievement of an environmental diagnosis and the definition of the Environmental Management Plan, which includes the goals and targets, corrective, preventive and improvement actions and the monitoring of indicators were highlighted. The objectives and quantitative goals defined take into account environmental impact reduction in areas such as paper, water, and plastic cup consumption and separating and valuing waste, as well as the areas of employee training and integration of environmental criteria in contracts with suppliers, through general clauses to safeguard environmental requirements.

Training actions with service providers and a communication campaign were carried out. All of the suppliers and service providers at the Headquarters participated in workshops pertaining to the EMS, which were organized by CGD's work team to teach the requirements, implementation process of the project, good environmental practices and communicate the expectations regarding the behaviour of each one. CGD also made an Environment, Safety and Health Good Practices Manual for service providers where the responsibilities of suppliers in this area are defined, in order to establish CGD's commitment to environmental impact prevention and their collaboration with CGD in its Environmental Policy and principles of practice in Health and Safety.

As for the organizational structure, not having suffered big changes, it was necessary to create a team and appoint a person responsible for the management of this project, as well as assign responsibilities to other departments within the EMS. The team is made up of members from the Brand and Communications Management (DCM) and the area of Process Quality and Certification of the Consulting and Organization Management (DCO). The Internal Audit Management is also involved. In total 26 departments, 7 external entities and 11 suppliers/service providers were involved.

After the implementation of EMS, an internal audit was carried out and the results were reviewed and assessed by the management, with the respective audit recommendations being subsequently implemented. In September 2014, an audit was made by an external entity, achieving the certificate on November 25, 2014, at an official ceremony in the Small Auditorium of Culturgest, in Lisbon.

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