2 2 Content 1 Motivation What do we want to achieve? 3 2 Definition and policy What is our ambition Stakeholders 4 3 Delineation and scope 5 4 Ambitions and key points Timeline 6 5 Organisation and anchoring Implementation 6 6 Integration in products and services Excellent service important for customer satisfaction Commitment to investor education Improving the security of the PC environment for customers TOM guarantees customers the best transaction price 7 Corporate Social Responsibility Policy 7 Sustainable products and services Overcoming scepticism concerning sustainable investment 8 8 Social activities 8 9 Market orientation and dialogue Increasing the frequency of meetings with stakeholders 9 10 Business operations High social relevance of BinckBank s risk management Investment policy sustainable as well as cautious Growth with a focus on sustainable aspects Human resources policy Development and education of employees central to human resources policy Sport and healthy are basis for BinckBank s health programme 11
3 3 1 Motivation In our business activities we are primarily concerned with the creation of trust among our customers and the generation of added value for them. Our high-quality service delivery to our customers is given concrete form right down to level of the most minor daily transactions. Our employees constantly strive to offer added value to customers in all of our services. In doing so, we always aim to provide outstanding service at highly competitive prices. This has been our natural way of working ever since our company was founded, and therefore in our vision a concern for the social effects of the company s functioning is at the core of our business. For this reason we are providing a further explanation of our policy on Corporate Social Responsibility (CSR policy) in this document. We aim to constantly consider the influence of our business operations on those around us, in this case our customers and shareholders. Environmental aspects, our suppliers and any other socially relevant stakeholders also occupy a prominent place in our considerations. By acknowledging and defining our social values, designating standards associated with them and actively giving these standards specific content, we anchor a socially responsible policy in our manner of working. These policy provisions help us to make more effective internal considerations in our business decisions, and to translate policy into concrete aims. We can then carry out evaluations on the basis of the actual results. 1.1 What do we want to achieve? By now explicitly establishing these actions, we are giving our CSR policy a new impetus from within BinckBank. In this way all those concerned, both internally and externally, can acquire greater insight into BinckBank s business operations. This contributes to the transparency of our company, because we reveal the totality of the influence of our business. Moreover, in this way the effects of BinckBank s business operations can be compared with those of other banks. This contributes towards our most important goal: the creation of trust among our customers, and with this the generation of added value for our shareholders.
4 4 2 Definition and policy Corporate social responsibility and sustainable entrepreneurship are commonly used terms that are often interpreted in different ways. At BinckBank we use the term corporate social responsibility. We particularly prefer this definition from the perspective of the position we wish to take in society and the responsibilities that this entails. In this way our CSR policy and our business policy go hand in hand. In our view, this calls for an integrated approach where the creation of trust by offering added value for our customers is our primary responsibility. The sustainable aspects of our business operations are an extension of this concept. We refer to an integrated approach because all of these elements are interlinked. This is illustrated in the diagram accompanying the paragraph on delineation and scope. 2.1 What is our ambition The basic principles formulated in this plan have been utilized and applied within BinckBank ever since its foundation. A new aspect, however, is that we now define them explicitly, and communicate them both internally and externally. The approach is in harmony with our working methods at BinckBank. With this plan we are now taking a first step in terms of corporate social responsibility. By sharpening our focus and making results measurable we can communicate transparently, clearly and openly with the outside world. This can provide an impetus towards accountability regarding sustainability. 2.2 Stakeholders The expectations of our various stakeholders play a major role in arriving at a proper balance in setting our basic principles and priorities. Dialogue with stakeholders helps us in evaluating and, where necessary, amending our goals. Their various separate interests form an integral part of BinckBank s strategy. Our stakeholders are: Customers and collective interest groups: the Consumers Association (Consumentenbond), Shareholders Association (Vereniging van Effecten Bezitters VEB) and Association of Investors for Sustainable Development (Vereniging van Beleggers voor Duurzame Ontwikkeling - VBDO); Regulators and supervisors: the Netherlands Authority for the Financial Markets (AFM) and De Nederlandsche Bank (DNB), accountants; Shareholders, analysts; Employees; Suppliers, investment funds, financial instruments, stock exchanges, software, advisors; Media, internet, traditional and new media.
5 5 3 Delineation and scope Research by McKinsey* has shown that consumers attach much greater importance to trust in the products and services provided by banks than to all other aspects concerning corporate social responsibility. According to consumers, the following issues are the most definitive of the corporate social responsibility of banks: Customer contact and customer service; A customer-centred approach: putting customers interests first; Clarity regarding products and conditions. Research carried out after the credit crisis confirms these outcomes. The conclusions and recommendations of, among others, the Maas Commission and the government vision document The Future of the Financial Sector all point in the same direction, and add weight to McKinsey s research results. In short, customer confidence represents a key concept in the financial sector. Other factors are also relevant in the eyes of consumers, but these are of lesser importance. Consequently, high-quality customer contact, a customer-centred approach and transparency form the basis of our CSR policy. In addition, we give concrete form to good employment practice and good management, and strive towards sustainable business operations. The diagram below gives a clear illustration of the integrated approach within our CSR policy. By identifying the various component areas, it also shows their cohesion and interlinking. The division into component areas helps in clearly defining our various activities. In 2010 this should result in a CSR policy where activities are defined for each component area. For each activity, a concrete result and a timeline must be established, and the action owner must be identified. Once these have been defined they can be added to the diagram below. By creating clarity regarding the action plan in this way, both the activities and the guarantees for the component areas have been mapped out in The closer a component area is to the innermost circle, the more closely it relates to the core of our business or the greater the progress that has been made on this point. This helps in setting priorities in the CSR policy. A. CSR-ambitions Management and policy Business operations B. CSR organisation C. Integration in products and services D. Sustainable products and services Financial services Social engagement H. Human resources E. Social activities G. Business operations F. Customer value, dialogue and market orientation Figure 1. Component areas of the CSR policy** The component areas listed above form the building blocks of the CSR policy. Each component area is explained in detail below, with a description of the activities that are either taking place already or are planned at BinckBank * McKinsey: Trust gap between consumers and corporations: Companies must gain a better understanding of consumer perceptions and expectations about corporate social responsibility if they are to win the public s trust. To earn the public s trust, banks must first address the issues that concern their ordinary retail customers, but should also think about wider moral issues. ** Anchoring of CSR in the financial sector: Marieke Gombault, Karen Maas, Bouwe Taverne, Feb 2005.
6 6 4 Ambitions and key points The success of BinckBank is largely due to the fact that the customer has always been central to everything we do. That remains the cornerstone of our policy. The integration of the CSR policy into BinckBank s services has largely been completed, and will be taken into consideration in innovations and product renewal. An approval process has been introduced for future products, in accordance with the Banking Code. A new aspect within this process is reporting on this issue. The first steps have been taken in this direction in From 2010 an important key point is to continue to put sustainable investment firmly on the maps. BinckBank wishes to promote this theme continuously, and has the ambition to overcome the existing scepticism among investors concerning sustainable investments. BinckBank is convinced that a breakthrough in this field will have a far greater social impact than the contribution we can make by increasing the sustainability of our internal business processes. 4.1 Timeline The ambition of this policy plan extends over a period of three years. In 2010 we are giving concrete form to the activities in the steering wheel of corporate social responsibility. This provides an overarching action plan in which separate actions are made concrete. This calls for a clear description of the expected results, including action holders and delivery dates. Guarantees must also be built into the organisation, and progress must be made clear by means of reports. 5 Organisation and anchoring Furthermore, the board of BinckBank acknowledges the importance of sustainability in products and services, and have laid the basis for a progressive policy. Within the board of directors, the responsibility for initiating the CSR policy is held by the Retail board member, Nick Bortot. He is also responsible for its implementation. The assurance and progress of the implementation of the CSR policy will subsequently be embedded in the existing organisation. The Internal Audit Department within BinckBank will carry out annual auditing. Because of the transparent manner of reporting, stakeholders can also carry out their own monitoring of the extent to which the envisioned policy has been put into practice. As a result, the anchoring of the defined processes and the CSR policy in the organization of BinckBank is made clear and measurable. 5.1 Implementation For the implementation of the policy, activities have been established for each area of attention, each with its own action holder, output and delivery date. For example, a direct, one-onone relationship can be found between the activities formulated in the action plan and the corresponding policy points. This guarantees that the principles of the formulated goals run synchronously with the detailed planning of the policy. The activities are then described in detail for each component area.
7 7 6 Integration in products and services Many of the basic principles in our corporate social responsibility policy are interlinked with our day-to-day services to customers. In our view, this everyday interaction with the customer is a key link for generating confidence in BinckBank. For this reason, the integration of the basic principles of corporate social responsibility in our products and services forms an integral component of our company policy. The main building blocks of this integration are described below. 6.1 Excellent service important for customer satisfaction BinckBank constantly strives to provide services that match the wishes of the investor as closely as possible. Customers are therefore provided with excellent support on all kinds of trading issues by our customer service desks. We require our service desk employees to be of such good service to our customers that they exceed their expectations. The quality of our service level will be monitored by our customers by means of enquiries into their experiences with BinckBank. They can also make suggestions for improved services. Customer satisfaction can then be expressed with reference to target scores. 6.2 Commitment to investor education BinckBank wishes to see its customers invest as successfully as possible. BinckBank therefore offers a variety of opportunities to customers by providing training and coaching on investment issues. Customers can follow online seminars and training modules at varying degrees of difficulty. BinckBank also offers training and coaching sessions on location. 10,000 participants take part in these sessions every year. Our aim in this is to increase customers knowledge, but also to change their behaviour; in short, to teach our customers to be better investors. The quality of these training sessions is measured, among other ways, by means of surveys. 6.3 Improving the security of the PC environment for customers In view of the fact that BinckBank is an internet broker, in our case internet security extends further than internal measures alone. A secure PC environment for customers is viewed by BinckBank as a key link in the chain of security. Our customers are actively informed and encouraged to work securely with their computers and the internet. In addition, in the near future our service desks will be drawing up a number of guidelines for secure computer use by our customers. These guidelines will be actively promoted to customers via our website and our service desks. 6.4 TOM guarantees customers the best transaction price of best execution The Order Machine (TOM) is a good example of the integration of corporate social responsibility into BinckBank s services. In the first instance, the regulations contained in the Markets in Financial Instruments Directive (MiFID) provided the motivation to start up TOM. The regulations obliged BinckBank to guarantee its customers the best execution for share transactions, and our customers interests, as established in MiFID, motivated BinckBank to make substantial investments in our best execution service via TOM. In addition, TOM has the potential to develop into a multilateral trading platform.
8 8 7 Overcoming scepticism concerning sustainable investment At BinckBank we are convinced that sustainable investment is still an insufficiently explored theme in the Netherlands. BinckBank aims to play a pioneering role in increasing awareness of sustainable investment among Dutch investors, in particular by intensifying the level of education regarding sustainable funds and shares and by making such investments more clearly recognizable. A concrete opportunity for this is the creation of a separate space for sustainable investments within our existing website or within the concept of fund investment that is currently being developed. We expect that this will take concrete form in the course of Overcoming scepticism concerning sustainable investment BinckBank wishes to make the concept of sustainable investment better known among a wide audience. For example, BinckBank is a member of the Association of Investors for Sustainable Development (Vereniging van Beleggers voor Duurzame Ontwikkeling) and actively supports this organisation s initiative to create a website devoted to sustainable investment. In this way BinckBank is making a contribution to increasing support for sustainable investment and overcoming the prevailing public opinion that sustainability comes at the expense of profitability. This year, BinckBank also wishes to host online seminars on sustainable investment in partnership with providers of sustainable investment funds. These seminars will deal with the nature of sustainable investments, as well as their fiscal benefits. Customers will also have the opportunity to invest, free of charge, in the funds under discussion. Sustainable investment will also be promoted in a newsletter, and possibly through other projects. 8 Social activities From our position as a bank, we are conscious of our position in society, and within our policy on corporate social responsibility we have created space for supporting a number of social initiatives. BinckBank regards this as a social dividend. We are convinced that by working from a social focus we can increase added value, and in 2010 BinckBank is formulating criteria in order to select the recipients of its donations in accordance with the corporate policy.
9 9 9 Market orientation and dialogue To keep in touch with social developments, and to truly take our place in society as a company, it is important to constantly remain in dialogue with our various stakeholders. Of course supervisory bodies and regulations play a major role in this. An additional focus is being placed on our dialogues with investors, customers and shareholders, and this is being facilitated in as many ways as possible. The internet is playing an increasingly important role in this area. 9.1 Increasing the frequency of meetings with stakeholders BinckBank wishes to actively meet with investors, customers and shareholders, both by speaking with them in person at symposia such as the Day of the Investor and on the internet via our online seminars. In addition, of course, BinckBank s employees also communicate with customers on the telephone and by . In this way BinckBank actively gives content, follow-up and feedback to suggestions made by customers. Customers wishes are subsequently recorded in detail and evaluated for feasibility. The board of BinckBank also aims to offer shareholders an opportunity to enter into a dialogue with them. For example, board members can answer live questions that shareholders put to them via internet chat. BinckBank also keeps itself informed of investors opinions through, for example, regularly consulting internet forums. Other stakeholders meet with BinckBank in periodic discussions with representatives of relevant interest groups. These include the Shareholders Association (Vereniging van Effecten Bezitters), the Association of Investors for Sustainable Development (Vereniging van Beleggers voor Duurzame Ontwikkeling) and the Consumers Association (Consumentenbond).
10 10 Business operations In the context of corporate social responsibility, BinckBank employs a broad definition of business operations. This means that all aspects of investment policy and corporate governance are taken into account, in addition to facilities services. It is precisely these aspects, such as investment policy, risk management and corporate governance, that determine the level of trust in BinckBank s business operations. The measurement of the facilities aspects of our business operations, and making them more sustainable, is also given priority in this context. With a view to making our overall policy transparent, and enabling control by stakeholders, a change of reporting is needed. In 2010 BinckBank is investigating the steps that need to be taken in this field. The issues outlined in the above paragraph are explored in more detail below High social relevance of BinckBank s risk management The fact that risk management at BinckBank is a socially relevant theme is demonstrated by the effects of the current financial crisis on the economy and on society. Risk management plays a role at BinckBank in a variety of ways. The supervisory board has a risk and product development committee and an audit committee that, among other things, supervise the structure and operation of control measures for commercial and financial risk areas in accordance with the Banking Code. The continuity of BinckBank s business operations is further dependent on correctly functioning computer systems, so the IT department has established test and change processes in consultation with the Nederlandsche Bank and the Financial Markets Authority. By carrying out regular audits, both of these organisations supervise the maintenance of the processes, and in this way ensure the control of risks in the IT field. 10 Corporate Social Responsibility Policy 10.2 Investment policy sustainable as well as cautious The principle of caution is applied in BinckBank s investment policy. Of course a good level of returns on the invested sums is also important, but BinckBank only wishes to run an extremely limited risk in this regard. In addition to this principle of caution, BinckBank strives to make its investment policy for the funds entrusted even more sustainable. One of our goals is to report on the sustainability of our investment policy to customers, shareholders and other stakeholders. The criteria for this investment policy are currently the subject of investigation, and will be more closely defined in the near future Growth with a focus on sustainable aspects As a fast-growing enterprise, BinckBank also has a growing impact on the environment. Environmental effects due to energy consumption and the amount of waste we generate, for example, determine the extent of BinckBank s ecological footprint. Clearly mapping out our influence on the environment can help to efficiently reduce environmental harm. We do this by making use of green energy, separating waste and using recycled paper as well as, for example, using doublesided copying and printing as standard.
11 11 Human resources policy Corporate social responsibility with regard to BinckBank s human resources policy is particularly expressed in the degree to which our employees are fit and healthy and the extent to which they can achieve personal development. The full utilisation and continuing development of our employees capacities and the encouragement of exercise and healthy eating are therefore important points in BinckBank s human resources policy Development and education of employees central to human resources policy BinckBank encourages employees to move on to other posts within the company, with the aim of optimally utilising their talents and enhancing their knowledge and skills. In addition, we invest in the competencies of our employees through a personal education programme. Drawing up an inventory for such a personal education programme forms a component of the employee evaluation programme. The executive board and supervisory board also have a permanent education programme, in accordance with the Banking Code. The quality of managers and employees is systematically enhanced by ongoing education in the fields of knowledge, skills and personal growth Sport and healthy eating are the basis for BinckBank s health programme In addition to the provision of ergonomically sound workplaces, BinckBank s health programme is focused on exercise and healthy eating. Employees are provided with free fruit, for example, and healthy catering is promoted. Exercise is encouraged by offering discounts on gym subscriptions, and thanks to a bicycle scheme employees can buy a bicycle with tax benefits. In addition, BinckBank s own events committee organizes a variety of sporting events each year. Corporate Social Responsibility Policy 11
12 BinckBank Barbara Strozzilaan HN Amsterdam Postbus AA Amsterdam t f i
Remuneratierapport van de raad van commissarissen van BinckBank N.V. over het boekjaar 2011 Remuneration report by the supervisory board of BinckBank N.V. for the 2013 financial year This document is a
Declaration to the Annual General Shareholder Meeting 23 April 2012 This document is a translation of the Dutch original and is provided as a courtesy only. In the event of any disparity, the Dutch version
Factsheet Profile BinckBank BinckBank N.V. (hereinafter, BinckBank ), incorporated in 2000, is an online bank for investors. BinckBank s core business is providing a comprehensive, user-friendly website
Corporate Governance Guidelines Fuji Heavy Industries Ltd. Chapter 1. General Provisions Article 1. Purpose These guidelines set out the basic policy, framework and operating policy of the corporate governance
DTEK Corporate Social Responsibility (CSR) Policy DTEK Corporate Social Responsibility (CSR) Policy approved by the order of the Chief Executive Officer of DTEK on 26.12.2008 Structure i. Objectives and
Overview MBA Programme Courses 2015-2016 copyright 2016 Stichting Hotelschool The Hague, The Netherlands All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
CO2-PERFORMANCELADDER CO2-PREST Working together to cut CO 2 An innovative sustainable procurement tool Published by the Independent Foundation for Climate Friendly Procurement and Business. The CO 2 -Performance
TlB Our approach to investments on the stock market Introduction This document contains the third version of the Investment Strategy for stock market investments used by Triodos Investment Management B.V.
Insurer Governance Principles 1 PREAMBLE The Governance Principles, referred to below as the Code, were drafted by the Dutch Association of Insurers (Verbond van Verzekeraars, also referred to as the Association
FUJIFILM Holdings Corporation Corporate Governance Guidelines Formulated on October 28, 2015 This document has been translated from the Japanese original for reference purposes only. In case of any discrepancies
Performance Management & Development Moving Into Management New or inexperienced managers and supervisors or those who have not been trained in the role Benefits & Outcomes By the end of the programme,
November 20, 2015 Formulation of Corporate Governance Policy Dentsu Inc. (the Company ) has formulated this Corporate Governance Policy to put effective corporate governance into practice for the purpose
SD0-302 Service Desk Manager Qualification Version 4.5 Topic 1, Volume A QUESTION NO: 1 What is the key outcome of keeping commitments to users, team members and organizations? A. It boosts credibility,
Palmaris Services Ltd Corporate Social Responsibility Statement Introduction We recognise that we must integrate our business values and operations to meet the expectations of our stakeholders. They include
GENERAL Issue date April 1998 July 1999 January 1998 January 2000 July 1999 October 1996 Originator(s) OECD International Corporate Governance Network Tittle OECD Principles of Corporate Governance Statement
General Corporate Social Responsibility Policy 20/10/15 CONTENT GENERAL CORPORATE SOCIAL RESPONSIBILITY POLICY 3 OBJECTIVES 3 1. Objectives of the General Corporate Social Responsibility Policy 3 PRINCIPLES
Total cost of ownership in investment services Discussion paper The Netherlands Authority for the Financial Markets The AFM promotes fairness and transparency within financial markets. We are the independent
Improve profitability Enhance client centricity Pursue selective international growth Strategic priorities Strongly committed to a moderate risk profile Invest in our future Inspire and engage our people
ETHICAL STRUCTURE AGBAR GROUP CODE OF ETHICS In 2002, the Agbar Group published the Corporate Code of Ethics and Conduct for Agbar Group Professionals, a document which brought together criteria of conduct
Code Banken 9 september 2010 The original Dutch text will be binding and shall prevail in case of any variance between the Dutch text and the English translation. 1/17 PREAMBLE The Banking Code (Code Banken)
BUSINESS EXCELLENCE FRAMEWORK Public Sector Interpretation Guide 1 CONTENTS THE BUSINESS EXCELLENCE FRAMEWORK... 3 THE PUBLIC SECTOR TRANSFORMATION... 4 1. LEADERSHIP (120 points)... 6 1.1 Senior Leadership
Danisco A/S Corporate Governance Policy Introduction and conclusion Below is a detailed review of Danisco s compliance with the Committee on Corporate Governance s recommendations for corporate governance
Sustainable Development Strategy Our vision and strategy: A railway fit for the future 2013 2024 Document Ref: SBPT204 Version 0.71 Executive summary Network Rail exists to generate outstanding value for
Asset Factory is a software service that allows you to manage the value, costs, risks and performance of your property, people and supply chain assets. It is simple to use and provides instant reporting
DECIDING WHAT MATTERS The BDO Code of Ethics Because people matter. DECIDING WHAT MATTERS The BDO Code of Ethics BECAUSE PEOPLE MATTER. Integrity and social responsibility are essential principles in today
Freephone: 0800 328 2181 email@example.com www.triodos.co.uk Calls to and from Triodos Bank may be recorded for training and monitoring purposes. Triodos Bank NV (incorporated under the laws of the
Implementation of a Quality Management System for Aeronautical Information Services -1- Implementation of a Quality Management System for Aeronautical Information Services Chapter IV, Quality Management
1 Executive Summary The main aim of this study was to assess the state of Corporate Social Responsibility (CSR) in the United Arab Emirates (UAE). This is the first comprehensive study on CSR in the UAE
Principles Vision Purpose Statement National Development Lead Catalogue and Master Data healthalliance Purpose, Vision and Principles healthalliance provides shared services to benefit NZ health organisations.
Risk appetite as a dynamic management tool Background The topic of risk appetite is at the centre of attention currently. There are various reasons for this: the financial crisis, which has made it clear
Stakeholders identification communication and responsibility Stakeholders Identification and Communication The identification of stakeholders follows six major principles of AA1000 stakeholder engagement
A European Roadmap for Businesses Towards a Sustainable and Competitive Enterprise A EUROPEAN ROADMAP FOR BUSINESSES Towards a Sustainable and Competitive Enterprise AN OPEN INITIATIVE FOR ALL ENTERPRISES
Conceptual Framework for Financial Reporting Chapter 1: The Objective of Financial Reporting INTRODUCTION OB1. The first chapter of the conceptual framework establishes the objective of general purpose
Get up to speed Building Better Finance Functions Adding up or adding value? Making business partnering work whatwouldyouliketochange.com Contents Adding up or adding value? 3 The strategic value of business
INFORMATION REPORT REPORT TITLE: ITEM NUMBER: 1176 DATE OF MEETING: 14 JULY 2014 AUTHOR: JOB TITLE: RESPONSIBLE OFFICER: JOB TITLE: COMMUNITY GOAL: CUSTOMER EXPERIENCE PROGRAM ANNABEL SHINKFIELD MANAGER
Corporate Governance Guidelines 1. Introduction Entra ASA ( Entra ), and together with its subsidiaries, ( the group ) will be subject to the reporting requirements on corporate governance set out in 3
Position statement on corporate tax avoidance and tax transparency 18 december 2015 1. Introduction After various waves of public outrage, tax avoidance and the need for tax transparency by companies is
Job Description Position Information Position: Section: Department: Reports to: Salary Band: Information Services - Service Desk Operator (0.6 FTE) Information Services Corporate Services Information Services
GUIDELINES FOR PILOT INTERVENTIONS www.ewaproject.eu firstname.lastname@example.org Project Lead: GENCAT CONTENTS A Introduction 2 1 Purpose of the Document 2 2 Background and Context 2 3 Overview of the Pilot Interventions
Remuneration Policy BinckBank N.V. This document is a translation of the Dutch original and is provided as a courtesy only. In the event of any disparity, the Dutch version shall prevail. No rights may
Orange Polska Code of Ethics our conviction The fundamental ethical standards and values people should follow in their mutual relations both private and business have been known and unchanging for centuries.
Facilities Planning and Management Strategic Plan for 2011 2015 June 2011 Facilities Planning and Management Strategic Plan for 2011 2015 Making Commitments, Keeping Commitments Mission We are professionals
1 Social Responsibility Policies General Corporate Social Responsibility Policy 21 June 2016 Contents. General Corporate Social Responsibility Policy Objectives 2 1. Objectives of the General Corporate
BUSINESS GUIDE Change Management. Change Management Effective change management is an essential ingredient to the successful implementation of new systems. When new systems are introduced, to improve the
PROCUREMENT PROFILES A lot of hard work went into the NEVI Procurement Profiles Study in 2011. The previous study focusing on this subject dates back to the year 2000. It was therefore about time for a
This document is a translation of the Japanese language original prepared solely for convenience of reference. In the event of any discrepancy between this translated document and the Japanese language
Exam : SDI SD0-302 Title : SDI - SERVICE DESK MANAGER QUALIFICATION Version : R6.1 Prepking - King of Computer Certification Important Information, Please Read Carefully Other Prepking products A) Offline
The number 1 company for financing your home abroad You may not understand all Dutch habits, but we aim to ensure you understand everything about your mortgage! Expat Mortgages B.V. Opening hours: T +31
EUROPEAN COMMISSION Brussels, 2.7.2014 SWD(2014) 214 final COMMISSION STAFF WORKING DOCUMENT Report on the Implementation of the Communication 'Unleashing the Potential of Cloud Computing in Europe' Accompanying
Financial Statement Analysis: An Introduction 2014 Level I Financial Reporting and Analysis IFT Notes for the CFA exam Contents 1. Introduction... 3 2. Scope of Financial Statement Analysis... 3 3. Major
Quality framework for UNESCO schools SLO Netherlands Institute for Curriculum Development Quality framework for UNESCO schools December 2011 Credits 2011 SLO, Netherlands institute for curriculum development,
Corporate Social Responsibility (CSR) A company exists as a member of society that has relationships with all stakeholders shareholders, customers, suppliers, employees and communities. Based on our founding
Regulation for GMP+ Partnership for Animal Feed 1 Introduction manages the GMP+ Feed Safety Assurance scheme and will integrate feed sustainability standards in 2012. For that reason, the scheme will be
CORPORATE GOVERNANCE Brunel International s understanding of corporate governance is based on applicable laws, the rules and regulations applicable to companies listed on the NYSE Euronext Amsterdam stock
The Quality Management System Manual TABLE OF CONTENTS 1. MESSAGE FROM THE PRESIDENT OF THE OFFICE (THE OHIM QUALITY POLICY)... 3 2. INTRODUCTION... 4 2.1 MISSION OF THE OFFICE FOR HARMONIZATION IN THE
BRICE ROBERTS BUSINESS CONSULTING SERVICES BROCHURE: TRAINING AND DEVELOPMENT PROGRAMMES RE-AWAKENING SPIRIT - TRANSFORMING RESULTS For Further Information: Contact: Brice Roberts Business Consulting Services
Benchmarking Business Relationship Management The Four Faces of Building Value with Major Suppliers Benchmarking best practice... central to emerging next practice Leaders of the International Procurement
service inspired by you Transdev Customer Experience Strategy 2013-2015 Transdev Customer Service Strategy 1 Introduction Transdev Australasia s Customer Experience Strategy sets out our aims and ambitions,
CANDIDATE BRIEFING PACK SEO Senior Business Systems Analyst CONTENTS Section Page Welcome 2 Working at UKEF 3 Job Specification 5 Application and Selection Process 8 Recruitment Timetable 9 1 WELCOME Message
Department of Energy and Climate Change: Communications Capability Review 1 Management summary 1. The Communication Capability Review of the Department of Energy and Climate Change (DECC) is one of a series
RECOMMENDATIONS ON CORPORATE GOVERNANCE COMMITTEE ON CORPORATE GOVERNANCE MAY 2013 Updated November 2014 CORPORATE GOVERNANCE 1 CONTENTS Preface... 3 Introduction...4 1. The Committee s work...4 2. Target
Metropolitan Police Service Corporate Social Responsibility Strategy 2010 2013 Contents Foreword 2 About Corporate Social Responsibilty 4 Introduction to the MPS 6 The MPS Corporate Social Responsibility
January 2016 Communications Manager: Information for Candidates Thank you for expressing interest in the role of Communications Manager. We have compiled this information pack to tell you more about The
A Guide to Invoice Finance Contents The Skipton Way 3 Invoice Finance explained 4 Sectors using Invoice Finance 5 What is Factoring? 6 An illustrated guide to Factoring 7 What is Invoice Discounting? 8
CSR and responsible business conduct in global supply chains 30-05-2016 Alexandra van Selm Responsible business conduct in global supply chains Time line 2000 SER advisory report on CSR (Winst van Waarden)
Programme Syllabus for Master of Science in Management 120 higher education credits Second Cycle Established by the Faculty Board of the School of Business, Economics and Law, University of Gothenburg,
Professional Internships 2016 How can students contribute to your business? Enhance graduate employability through Work Integrated Learning (WIL) Below are just some of the areas where enthusiastic and
Staff Development and Performance Management Policy & Procedure Overview The purpose of this document is to outline QAHC s approach to staff development and performance management. The policy and procedure
Final version of 23/02/2009 COCOF 09/0002/01-EN EUROPEAN COMMISSION DIRECTORATE-GENERAL REGIONAL POLICY GUIDANCE NOTE ON THE CONCEPT OF RELIANCE ON THE WORK OF OTHER AUDITORS DISCLAIMER This is a Working
Translation of the Partos Code of Conduct, Oct 2012 Introduction Partos members are professional organisations that work in the field of International Collaboration. Their activities take place both here
The contents of this code of conduct are based on the policy document Heijmans Code of Conduct. Heijmans N.V. Group Communications Department Postbus 2 5240 BB Rosmalen The Netherlands Heijmans code of
Seven Bank, Ltd. Corporate Governance Guidelines Chapter I General Provisions Article 1 (Purpose) These Guidelines set out the basic views as well as the framework and operation policies of the corporate
Part-time PhD program RESORG Nijmegen School of Management First edition: start fall 2010 The Nijmegen School of Management (NSM) of the Radboud University Nijmegen will launch a dual PhD program entitled
Chapter 1 THE ROLE OF PURCHASING IN THE VALUE CHAIN The role and importance of the purchasing and supply function in the value chain. The difference between concepts such as ordering, buying, purchasing,
Understanding, protecting and growing. ABN AMRO Private Banking 2 Dear Valued Client, Thank you for allowing us to share with you how ABN AMRO Private Banking can be of service to you. As an established
Corporate Governance in D/S NORDEN Contents: 1. The role of the shareholders and their interaction with the management of the company... 2 2. The role of the stakeholders and their importance to the company...
UNIVERSITY OF BRIGHTON HUMAN RESOURCE STR ATEGY 2015 2020 Human Resources Strategy 2015 2020 01 INTRODUCTION In its Strategic Plan 2012 2015, the university has set out its vision, ambition and plans for
Railway Management Maturity Model (RM 3 ) (Version 1.02) March 2011 Published by the Office of Rail Regulation 1 Contents Introduction... 1 Excellence in safety management systems... 3 Governance, policy
Service Inspired By You Delivering the Transdev Customer Experience 2013-2015 2 Delivering the Transdev Customer Experience Introduction Transdev Australasia s Customer Experience Strategy sets out our
Cranfield University HR Excellence in Research Award March 2015 Background Cranfield University is a wholly post-graduate and research University and has pioneered the development of education programmes
www.complianceriskmanagement.intranet ING Groep N.V., 2010 This document may not be distributed outside ING in any way without prior written consent of the ING Corporate Compliance Risk Management department.
Documents and Policies Pertaining to Corporate Governance 3.1 Charter of the Board of Directors IMPORTANT NOTE Chapter 1, Dream, Mission, Vision and Values of the CGI Group Inc. Fundamental Texts constitutes
Takeda s CSR Activities Recognizing companies are part of society, Takeda conducts activities with a holistic approach to not only create but also sustain corporate value. UNGC United Nations Global Compact
Dolphin Geophysical Corporate Social Responsibility (CSR) Report Introduction Dolphin Group ASA is registered in Norway and is a public limited company. Its governance and corporate management is based
Briefing Paper How to Compete on Customer Experience: Six Strategic Steps How to Compete on Customer Experience: Six Strategic Steps Voice of the Customer as a term has come to reflect the growing understanding
Code of Good Practice for PhD candidates and Supervisors of TU Delft Graduate School 1. Introduction This Code of Good Practice serves as a practical guideline for PhD candidates as well as their supervisors