In today's complex business environment, many corporate citizenship leaders are working strategically with their employee resource groups (ERGs). Also known as business network groups or affinity groups, these employee-led communities can foster a sense of inclusion and belonging, while sponsoring events and learning opportunities for people all throughout an organization.
From unacceptable results to an award-winning program
The following is excerpted from of .
As Executive Vice President and Director of Communications and Responsible Business for the bank J. Reymundo Oca帽as explained, the path to corporate citizenship excellence was not always easy. His frank discussion of BBVA鈥檚 lessons learned in corporate responsibility provided an exemplary case study of how to rebound from failure to success. It started in 2014, when the bank received the disappointing news that it had been given a 鈥渘eeds improvement鈥� rating as a result of its Community Reinvestment Act (CRA) examination. This meant that, according to the Federal Reserve and other federal banking regulators, the bank was not doing enough to help meet the credit needs of the communities in which they do business, including low- and moderate-income (LMI) neighborhoods.
鈥淚t was a reputation-damaging result which disap颅pointed our senior leaders and employees alike. As part of a global bank, we knew we had a responsibility to put our capital to work鈥攏ot just for Wall Street but for Main Street,鈥� said Oca帽as. 鈥淲e are living in an era of respon颅sibility, and as companies, this applies to all of us. We have a duty of conscience, which we sought to honor.鈥�
The bank responded to this news with an internal paradigm shift to reintroduce its purpose into its bank颅ing strategy. Over the next five years, the bank commit颅ted to invest $11 billion in mortgage and small business lending in LMI neighborhoods, as well as community development lending and investments. It also created a national community advisory board to investigate ways to reach those goals, made up of executives from community-based organizations, community develop颅ment financial institutions (CDFIs), and activist groups. The bank further reinvigorated its corporate responsibil颅ity program to use its core capability as a bank to provide financial education to 10,000 LMI adults and small busi颅ness owners each year. These objectives were supported with strong volunteering efforts, the capacity-building Opportunity Fellows program, and its social enterprise accelerator, BBVA Momentum.
As a result, the bank received an 鈥淥utstanding鈥� CRA rating from the Federal Reserve Bank of Atlanta in 2018, marking its second improved rating since 2014. Building on that positive momentum, the bank鈥檚 global parent company made a recent pledge to mobilize 鈧�100 billion by 2025 to fight climate change and drive sustainable development. Oca帽as also noted that BBVA has made similar strides in diversity and inclusion, advancing from a low score to high placement on multiple ratings such as the DiversityInc Top 50 Companies for Diversity, Human Rights Campaign鈥檚 Corporate Equality Index, and Bloomberg鈥檚 Gender-Equality Index.
Following Oca帽as鈥� story, Evan Matzen, BBVA senior vice president and director of corporate citizenship, moderated a panel conversation between Oca帽as and Janie Barrera, founding president and CEO of LiftFund, a small-business-focused CDFI and one of the bank鈥檚 community advisory board partners.
鈥淵ou need good people to build something, and BBVA has been an amazing partner for us,鈥� said Barrera, who used the BBVA鈥檚 Lending and Learning Center in San Antonio, Texas, as an example of a program that achieved mutual benefits. 鈥淲e collaborated with the bank to learn how we could align, and this solution was something that worked for everyone.鈥�
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