2012 Annual Report - Ixe

Informe Anual 2010
Annual Report 2012
Cellular token
In 2012 we began migrating the physical token to a mobile
device token. In the space of just 8 months, 10% of Electronic
Banking customers began using this service and 1 out of every
4 customers that use our products and services prefer to do so
with a cellular token.
The elimination of the physical token generates substantial
savings for the institution while also contributing to environmental
conservation, since as it is no longer needed, neither does it
have to be made or thrown away. This project is therefore one
of our priorities in 2013.
Token recycling at branches
This initiative consisted of collecting tokens that customers
returned either because they stopped working, had expired
or because of a migration to a cellular token. These tokens
were analyzed to check whether they could be reused by new
customers in order to fully exploit their useful life. It is important
to mention that to date, none have been discarded, since this
type of waste disposal requires special handling.
Pilot project for competitiveness – MiPyME (Micro-SMEs)
Banorte participates jointly with the Global Institute of
Sustainability at the Monterrey Institute for Technology and
Higher Education (ITESM), the Multilateral Investment Fund (MIF)
of the Inter-American Development Bank, FEMSA, and Walmart
in the “Pilot project for Micro-SME competitiveness through the
Implementation of Sustainable Practices”. The overall aim of
this pilot project for Micro-SMEs is to boost their competitiveness
within the supply chains of the largest companies (known as
anchor or tractor companies) through the implementation of
sustainable practices. Within the frame of this project, Banorte
seeks to create financial instruments that help Micro-SMEs gain
access to clean and efficient technology.
INTERNAL INITIATIVES
Social and Environmental Management System (SEMS)
This process is incorporated in the Bank’s credit analysis system
which enables us to include environmental data at the Group
level as well as improve management of our resources in order
to subsequently report them.
During the first phase of its implementation more than 300 of
the Group’s key people will receive training to ensure that the
projects financed by our institution comply with the IFC’s set of
socio-environmental standards (IFC Performance Standards)
through a process that identifies and assigns a level of socioenvironmental
risk to the projects.
During the year internal roles and responsibilities were also
assigned:
• Environment Officer: supervises the working of SEMS and
supports the Environmental Coordinator.
• Environmental Coordinator: advises account executives on
filtering projects and determining the socio-environmental
risks associated with each as well as providing ongoing
training for all those involved in the process.
Pago Móvil
In 2012, Grupo Financiero Banorte developed Pago Móvil
(mobile payment), a platform that enables customers to make
payments at retail establishments without using a physical card.
Today our customers are already making payments with their
cellular phones instead of using plastic cards meaning that in
the future we can have accounts that do not issue cards at
all, thus reducing our environmental impact.
As an External Advisor, UMA supports the Environmental
Coordinator with the SEMS implementation process and offers
its expertise and knowledge to projects when required.
Likewise, in order to further strengthen the initiative, 11 Champions
received training in environmental and social risk. There is one
per territory whose main duty is to offer socio-environmental
opinions to all involved and resolve doubts about SEMS.
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