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Purpose

We are here.
So you can stay ahead.

This is our purpose, and the answer to why DNB is here for customers, society and employees. The purpose sets the direction for our choices and priorities. It inspires innovation and drives change.

Our values describe how we will deliver our purpose, both as an organisation and as colleagues. Our values describe what we expect from each other and what customers, our owners and society in general can expect from us.

 

Values

Curious
Being curious means that we seek new knowledge and learn from our experiences, so that we continuously gain new insight. We are genuinely interested in and curious about how we can make everyday life better for our customers and colleagues. We find good solutions together.

Bold
Being bold means that we challenge established truths, and make decisions even though the picture is unclear. We take responsibility for our actions, admit when we make mistakes and then learn from them. We face challenges and new competition with an unshakeable conviction that we will become even better at developing the best ideas and solutions.

Responsible
We create value in a sustainable way. We will be transparent about our operations and contribute positively to society. We listen to those who have insight into and opinions about what society expects of us. We use simple language and are predictable in our actions.
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Our strategy

The strategy sets the direction for the Group's transformation in the face of macroeconomic changes, regulations and political affairs, changed customer behaviour, new technology and the competitive situation. There is little doubt that the financial services industry is changing, and we have proven that we are capable of change.

For DNB, the time ahead will be all about preserving and increasing existing revenue streams, while at the same time finding new sources of income. Our overarching goals are to create the best customer experiences and to deliver on our financial targets.

Create the best customer experiences

Strong customer relationships are essential in order to retain customers and ensure continued profitability. With a gradually more open infrastructure, lower costs attached to switching banks and declining customer loyalty, it will be increasingly difficult to “own” the customer relationship. We must therefore earn it again and again through each experience we offer our customers.

Delivering on financial targets

Long-term profitability is the underlying premise for everything we do. To reach these goals, we must continue to improve, develop and streamline our current operations, while actively phasing out the activities that are no longer profitable.

These types of changes are essential in order to position ourselves for the future, but the traditional business activities will continue to be the main contributor to the financial results for the foreseeable future. We must acquire some of the strengths of our new competitors, and this means implementing fundamental changes and making tough decisions.

 

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1) Based on transitional rules and including a management buffer, the target was around 16.3 per cent as at 31 December 2018.The target for the end of 2019 is around 16.8 per cent including the management buffer.
2) 73 per cent includes the share buy-back programme representing 1.5 per cent of the shares.