32 or freely corporate volunteering should be managed. If CV is to be implemented strategically, it will be important to establish a specific focus and to pursue and track progress towards corresponding goals. Only this way can CV contribute to the success of the business. Effects of social transformation on the core business The banking world is changing, as are the customer groups that a bank comes into contact with. Unfortunately, topics such as diversity are not always focused on in times of crisis. However, it is essential for the present client segmentation to be adapted. The question is: What exactly is the spectrum of retail and corporate customers today, and what are their needs? This ranges from “prime customers” all the way to “low end customers”. These new customer groups can be best reached if they are also reflected at the employee level. In other words, diversity of perspective as well as in-depth experience are required. A joint mission based on the existing Raiffeisen values should help to define the nature of future efforts. The question arises here as to how banks can best contribute to solving the problems of our world. Answers to the problems of customers are deemed particularly important in this regard. Instead of ignoring needs, they must be recognized and utilized for the business. People who are not “digital natives” frequently have difficulty interacting appropriately with today’s technology. It would be important to offer assistance in the form of simplified systems in this regard. One creative idea could be the “financial butler”. Unfortunately, there are many potential customers who do not feel represented by the RZB Group, including people with disabilities and start-ups. The latter in particular are increasingly hoping for their bank to help them establish contact with investors or other companies in their field of activity. This could be done, for example, in previously unused sales spaces, together with other services. Sustainability in the supply chain This group discussed the challenge of obtaining key figures from suppliers that focus on the most important aspects of the industry in order to allow for an assessment of environmental impacts. The importance of benchmarks and a list of criteria with sustainability indicators was also discussed. The group noted that this could only be achieved if data are available from many companies in an industry in order to establish a benchmark. It was considered problematic for companies that different criteria are required for different supplier groups and that benchmarking would be necessary, but is not currently possible. A code of conduct is considered useful for large companies when selecting suppliers; certificates also help establish trust. Finally, even small measures can yield results. The factor of mobility in the supply chain was emphasized in particular with regard to Scope 3 emissions, which make up a large proportion here. When surveying suppliers, the focus should be placed on the suppliers with the highest sales. The same requirements should apply to both internal and external suppliers. Attention should also be paid to the external impact of smaller suppliers and their risks. The potential for forming clusters also arises here in that many small suppliers can together become a significant factor if this group exhibits particular risks with respect to sustainability. The problem of certifications costing significant time and money was addressed by the suppliers. Suppliers are in principle happy to invest in such measures as long as they offer additional value and the low bidder does not end up getting the contract after all. The suppliers propose more than just sending out questionnaires. The problem of SMEs frequently having no sustainability figures at their disposal was discussed. In conclusion, the importance of long-term supplier relationships was emphasized.
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