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On and offline communication

In its written and online publications, Triodos Bank provides clear information about the sectors it works in. The quarterly Triodos Bank magazine, the annual report, the interim report and the websites inform stakeholders about specific projects and companies Triodos Bank finances.

The magazine is a key tool demonstrating Triodos Bank’s commitment to transparency. While the existing websites offer visitors three types of information: product information, details about the projects and companies it finances, and general Triodos Bank information, including its mission, history, key figures and organisational structure.

The websites are an increasingly important means of communication for Triodos Bank, attracting growing numbers of visitors. They averaged 875,000 monthly in 2012 (2011: 640,000).

In addition, many of Triodos Bank's branches use social media to connect with thousands of like-minded people and groups; and with increasing success. Over 80,000 people were fans on Facebook, across all branches, by the end of the year. Triodos Bank launched its first active Twitter profile in June 2011, in the UK, attracting more than 1,000 followers. The Belgian branch launched a Facebook page for the first time while the German branch, in its third year of operation, more than doubled its Facebook fan-base to more than 6,000.

Media coverage increased in all branches. In Spain, for example, increasing coverage on television in particular, generated the equivalent of EUR 6.2 million in free publicity.

Communication with our customers also involves active engagement. In The Netherlands, for example, a ‘’ (what do you want to change) campaign invited people to tell Triodos Bank what they would like to change with their money. The campaign was promoted on television, radio and online and all suggestions received a personal response from Triodos Bank.

Internal communications

Internal communication at Triodos Bank mainly takes place during weekly co-worker meetings, which are organised in all its branches. Co-workers are encouraged to contribute to the policy-making process. In the UK, this resulted in a Co-worker Forum to work on the results of a detailed co-worker survey.

Some departments and branches also use internal newsletters to keep co-workers informed about developments in the branch.