Prepared in accordance with the Global Reporting Initiative Sustainability Reporting Standards, the NFS outlines our objectives and achievements according to four pillars:
We are committed to developing and spreading the business values and culture, both internally and externally, and pursuing the fight against corruption with integrity.
These are our main achievements in 2021 with regard to ethics and integrity in business management.
The projects we carry out to build sustainable development in relation to ethics and integrity.
Download the chapter of the NFS and learn more about our commitment to Ifis Integrity.
The customer is at the heart of all our activities. Through our business model, we work to support entrepreneurship and improve the financial inclusion of people.
These are our main achievements in 2021 with regard to customer-centricity.
The projects we carry out to build sustainable development in relation to customer care.
Download the chapter of the NFS and learn more about our commitment to Ifis Customers.
Our people are the essential driver of our business. We promote the value, development, training, inclusion and well-being of all employees.
These are our main achievements in 2021 with regard to care for our people.
The projects we carry out to build sustainable development in relation to care for our people.
Download the chapter of the NFS and learn more about our commitment to Ifis People.
We create value in the territories in which we operate: we are involved in activities of value for the communities and the environment.
These are our main achievements in 2021 with regard to responsibility for the community and the environment.
The projects we carry out to build sustainable development in relation to responsibility for the community and the environment.
Download the chapter of the NFS and learn more about our commitment to Ifis Responsibility.
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In a society where some strides are being made to close the gender gap, improving the ability to manage one’s finances is crucial to ensuring women’s economic independence and decreasing gender inequality in both personal and professional environments.
View our year-by-year KPIs divided according to our four pillars of reporting.
Number and percentage of employees who received training on the fight against corruption, divided up by category
20211 |
2020 |
2019 |
|
---|---|---|---|
Senior managers (no.) |
14 |
14 |
8 |
Senior managers (%) |
15.7% |
17.9% |
10.8% |
Middle managers (no.) |
131 |
179 |
116 |
Middle managers (%) |
24.0% |
35.3% |
22.7% |
Clerical staff (no.) |
398 |
498 |
352 |
Clerical staff (%) |
32.8% |
43.6% |
30.1% |
Total (no.) |
543 |
691 |
476 |
Total (%) |
29.4% |
40.0% |
27.2% |
1 The count considers employees who have completed at least one of these courses:
Training in the prevention of money laundering and terrorism
2021 |
2020 |
2019 |
|
---|---|---|---|
Training hours |
2,312.5 |
4,217 |
2,366 |
Reports of offences received
2021 |
2020 |
2019 |
|
---|---|---|---|
Reports received |
2 |
0 |
0 |
Products and services at favourable conditions for customers
Legal Entity/Business Line |
Product/Service with Social Purpose |
Monetary value of transactions in 2021 |
% of total of the monetary value |
Monetary value of transactions in 2020 |
% of total of the monetary value |
Monetary value of transactions in 2019 |
% of total of the monetary value |
---|---|---|---|---|---|---|---|
Banca Ifis/Leasing |
Finance Leases associated with the New Sabatini Law incentive scheme |
139.06 |
8.02% |
75.63 |
8.10% |
97.69 |
6.23% |
Banca Ifis/Leasing |
Financial leasing associated with the MCC Guarantee Fund |
50.78 |
0.56% |
21.68 |
0.26% |
1.92 |
0.02% |
Banca Ifis/Leasing |
Refinancing of financial lease contracts (initiative launched and concluded in 2020) |
- |
- |
7.49 |
0.03% |
- |
- |
Banca Ifis/Leasing |
Prime initiative (initiative launched and concluded in 2020) |
- |
- |
0.50 |
0.02% |
- |
- |
Banca Ifis/Leasing |
Moratorium Law Decree no. 18/2020 |
612.97 |
17.97% |
740.60 |
26.13% |
- |
- |
Banca Ifis/Leasing |
Moratorium granted by Banca Ifis |
5.77 |
0.10% |
19.90 |
0.30% |
- |
- |
Banca Ifis/Trade receivables |
Factoring backed by the MCC Guarantee Fund (initiative launched in 2020) |
189.35 |
3.11% |
15.00 |
1.00% |
- |
- |
Banca Ifis/Trade receivables |
M/L financing backed by the MCC Guarantee Fund |
194.73 |
66.75% |
240.60 |
72.00% |
105.29 |
66.00% |
Banca Ifis/Trade receivables |
of which with EIB funding* |
- |
- |
157.20 |
81.00% |
- |
- |
Banca Ifis/Trade receivables |
of which with CDP funding |
1.51 |
0.35% |
- |
- |
- |
- |
Banca Ifis/Trade receivables |
Loan backed by SACE Guarantee Italy |
78.10 |
2.81% |
- |
- |
- |
- |
incidents of non-compliance regarding transparency of the offer
2021 |
2020 |
2019 |
|
---|---|---|---|
Reports received |
0 |
0 |
0 |
Mandatory training in health and safety practices
2021 |
2020 |
2019 |
|
---|---|---|---|
Total about Health and Safety |
3,989 |
1,850 |
1,440 |
Safety indicators
Total number of injuries* |
2021 |
2020 |
2019 |
|
---|---|---|---|---|
Total number of deaths caused by accidents at work |
No. |
0 |
0 |
0 |
Total number of serious accidents at work (excluding deaths) |
No. |
0 |
0 |
0 |
Total number of accidents at work subject to registration |
No. |
2 |
3 |
2 |
Total |
No. |
2 |
3 |
2 |
Injury rate |
2021 |
2020 |
2019 |
|
---|---|---|---|---|
Rate of deaths caused by accidents at work |
No. |
0 |
0 |
0 |
Rate of serious accidents at work (excluding deaths) |
No. |
0 |
0 |
0 |
Rate of accidents at work subject to registration |
No. |
0.67 |
1.16 |
0.69 |
Total |
No. |
0.67 |
1.16 |
0.69 |
* Foreign employees are excluded from the disclosure.
Average training hours per capita
Training hours delivered |
2021 |
2020 |
2019 |
|
---|---|---|---|---|
By gender: |
||||
Men |
h. |
14,599.0 |
19,251.3 |
15,886.5 |
Women |
h. |
14,002.0 |
17,881.9 |
16,010.9 |
By professional category |
||||
Senior managers |
h. |
1,249.8 |
1,086.9 |
693.4 |
Middle managers |
h. |
8,986.5 |
10,700.8 |
6,930.8 |
Clerical staff |
h. |
18,364.8 |
25,345.5 |
24,273.1 |
Total |
h. |
28,601.1 |
37,133.2 |
31,897.4 |
Ratio of basic pay for women and men by occupational category *
2021 |
2020 |
2019 |
||
---|---|---|---|---|
Senior managers |
% |
97% |
99% |
91% |
Middle managers |
% |
91% |
92% |
90% |
Clerical staff |
% |
98% |
98% |
97% |
* It is specified that for employees who joined from 01/10/2019 onwards, no variable premium has been disbursed insofar as none is envisaged for the reference year 2019.
Breakdown of energy consumption by source (Gj) *
2021 |
2020 |
2019 |
||
---|---|---|---|---|
Natural gas consumption for central heating |
GJ |
5,106 |
4,522 |
6,005 |
Gasoline consumption for the vehicle fleet |
GJ |
385** |
191** |
- |
Diesel consumption for the vehicle fleet |
GJ |
14,716 |
12,915 |
21,903 |
Total fuel consumption |
GJ |
20,207 |
17,627 |
27,908 |
Consumption of purchased electricity (non-renewable) |
GJ |
- |
- |
13,433 |
Consumption of purchased electricity (renewable) |
GJ |
10,101 |
11,273 |
- |
Consumption of energy from solar panels (renewable) |
GJ |
370 |
362 |
450 |
Total electricity consumption |
GJ |
10,471 |
11,635 |
13,882 |
Total |
GJ |
30,678 |
29,261 |
41,791 |
* See the section on “Notes for the collection and calculation of energy consumption data [GRI 302-1]” at the end of the chapter
** The presence of consumption for petrol-driven cars is due to the preferential use of proprietary vehicles with respect to public transport services in the context of the COVID-19 health emergency.
The materiality analysis is an important tool for identifying the most important sustainability issues to be monitored, thanks to integration between the requests of external stakeholders and corporate strategies.
The materiality analysis process is aimed at identifying the most relevant social, environmental, economic and governance issues for the Group and the interested parties, considering their impact on the business and on the stakeholders themselves.
The materiality analysis process is in four phases:
The internal relevance was defined through meetings with Top Management and the main contact persons of the subsidiaries, in order to assess their strategic importance for Banca Ifis business and the possibility to generate impacts. As regards external relevance, the Group has analysed the needs of all stakeholder categories, also through new listening methodologies such as web listening, to give voice to customer expectations, in particular of SMEs.
The matrix collects the “material” issues identified by the analysis, according to their relevance for the business and stakeholders. The results are expressed in four pillars: Ifis Integrity, Ifis People, Ifis Customers e Ifis Responsibility.