Help to increase the viability of the Norwegian economy by, among other things, supporting entrepreneurial initiatives and start-up companies, as well as providing expertise and capital to existing industries to stimulate new ideas.
Sub-targets/performance targetsl:
Bring together ideas and capital. Help entrepreneurs and promote growth.
Comment:
This topic is new in the materiality analysis for 2016 and possible new KPIs will be considered.
Established: 2017
Completed: 2018
Help ensure that DNB’s customers and Norwegians in general have the necessary financial skills to be able to make decisions that are in their own interests and benefit society as a whole.
Sub-targets/performance targets:
Increase the number of participants on personal finance courses.
Comment:
In 2016, 355 courses in digital banking services were held.
Established: 2014
Completed: 2017
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Sub-targets/performance targets:
A minimum of 800 schools adopting the digital learning program A Valuable Lesson..
Comment:
At end-December 2016, more than 800 schools had registered at lærepenger.no. 1 390 teachers registered during 2016.
Established: 2016
Completed: 2016
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Introduce A Valuable Lesson to more target groups.
Sub-targets/performance targets:
Carry out an evaluation and update the program content, with the possibility to extend the concept.
Established: 2017
Completed: 2018
Ensure that DNB safeguards sustainability considerations (ESG) n the Group’s investment, credit and insurance operations through, among other things, the development and management of policies, guidelines and principles, and the operationalisation of these. Contribute towards the viability of the Norwegian economy by providing capital for sustainable development.
Refine processes to manage environmental and social issues in the credit process.
Sub-targets/performance targets:
Further develop the tool for incorporating corporate social responsibility in credit activities to ensure that social and environmental risks in individual sectors are identified by preparing three to five sector guidance notes.
Comment:
Updated group guidelines for CSR in credit activities were adopted by DNB’s Board of Directors in August 2016. In addition, a sector guidance note for energy was adopted. Four other sector guidance notes will be decided / approved in the course of Q1 2017. In addition, the tool for identifying CSR/ESG risks has been updated and will be applied for customers whose CSR/ESG risk is considered to be medium to high.
Established: 2014
Completed: 2017
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Sub-targets/performance targets:
Give all relevant employees in the large corporate and corporate banking units training in using the group guidelines for CSR in credit activities.
Comment:
The development of e-based training in the new guidelines was started in 2016 and will be completed during Q1 2017. Thereafter, basic e-based training will be available to relevant employees and managers who work with credit applications for DNB’s corporate customers.
Established: 2014
Completed: 2017
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Sub-targets/performance targets:
Acquire relevant CSR/ESG information sources to ensure quality and consistency in the CSR/ESG review.
Comment:
New in 2017.
Established: 2017
Completed: 2018
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Improve the reporting of environmental and social risks in the credit process.
Sub-targets/performance targets:
Adapt processes and systems whereby the estimated consequences and the probability that CSR/ESG risk will occur can be recorded, stored and used for reporting.
Comment:
The processes and systems that should be changed in order to enable the desired reporting in 2017 will be identified. Thereafter, there will be a requirements specification, prioritisation and implementation of changes in the relevant processes, systems and databases.
Established: 2016
Completed: 2019
Refine processes to manage environmental, social and governance issues in investment activities.
Sub-targets/performance targets:
Further integrate environmental and social aspects and ownership administration in investment decisions, focusing on dialogue.
Comment:
New.
Established: 2016
Completed: 2018
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Sub-targets/performance targets:
Draft and operationalise a behavioural-based climate criterion and a product-based coal criterion in the guidelines for DNB’s responsible investing.
Comment:
New.
Established: 2016
Completed: 2018
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Sub-targets/performance targets:
Develop equity funds investing in companies which excel within environmental and social performance and corporate governance.
Comment:
New.
Established: 2016
Completed: 2018
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Sub-targets/performance targets:
Further integrate DNB’s environmental management system in investment activities by systematically including environmental issues in the dialogue with the companies in the investment portfolios.
Comment:
Continuous efforts are being made to actively use the environmental management system in investment activities.
Established: 2015
Completed: 2017
Sub-targets/performance targets:
During 2017, measures to monitor and follow up sustainability considerations in insurance activities will be established.
Comment:
This topic has been included in connection with the review of the materiality analysis.
Established: 2016
Completed: 2017
Ensure that DNB takes long-term risks and opportunities into consideration, not only short-term gains. This may, for example, be done by including long-term trends and challenges in risk reporting and management. Ensure that incentive structures have a long-term perspective.
Sub-targets/performance targets:
Integrate climate change in risk analyses at group level.
Comment:
The work related to these issues is continuing.
Established: 2014
Completed: 2017
Ensure confidence in the bank's intentions and future prospects through openness about the Group’s opinions and activities.
Sub-targets/performance targets:
Expand the country-by-country reporting.
Comment:
The country-by-country report will be part of DNB’s transfer pricing documentation.
Established: 2014
Completed: 2017
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Sub-targets/performance targets:
In the course of 2017, measures will be established for measuring and monitoring how DNB is working to ensure openness and transparency.
Comment:
This topic has been included in connection with the review of the materiality analysis.
Established: 2017
Completed: 2018
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Sub-targets/performance targets:
A process to establish a holistic framework and plan for the anti-corruption work within the Group has been initiated.
Established: 2017
Completed: 2018
Reduce DNB’s energy consumption in Norway.
Sub-targets/performance targets:
Main locations in Norway (Bjørvika in Oslo, Solheimsviken in Bergen and Beddingen in Trondheim):
- 10 per cent reduction in kWh compared with the level in 2014
Other bank buildings:
- 8 per cent reduction in kWh compared with the level in 2014
Comment:
The sub-target per square metre in 2016 was 8 per cent for the main locations and 6 per cent for other bank buildings The reductions achieved were close to the targets for both categories.
Established: 2015
Completed: 2017
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Reduce business travel in DNB by air and car.
Sub-targets/performance targets:
Gather data and establish standard procedures for the current use of video and Lync
– Establish appropriate control and measurement procedures.
– Communication and training of employees
Comment:
Reporting and control routines for the use of video and Lync have been established. Actual use is measured and followed up each quarter. Measures to reduce travel are communicated regularly to all employees.
Established: 2015
Completed: 2017
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Reduce CO2 emissions for DNB in Norway.
Sub-targets/performance targets:
Reduce emissions for DNB in Norway by 2 332 tons CO2.
Comment:
Based on 2014 figures and targets set in 2015 to reduce electricity consumption by 10 per cent by 2017.
Established: 2016
Completed: 2017
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Continuous improvement of results related to the Group's most important environmental areas: energy, waste and business travel.
Sub-targets/performance targets:
Introduce the environmental management system ISO 14001 throughout the Group.
Comment:
Recertification conducted in 2016. Report to be completed in 2017.
Established: 2014
Completed: 2017
Further develop procedures for observing human rights in the Group’s operations.
Sub-targets/performance targets:
Revise DNB’s group policy for corporate social responsibility to clarify DNB’s obligations with respect to human rights.
Comment:
A project has been initiated to identify and any gaps in policy and guidelines regarding human rights and establish measures to close these.
Established: 2014
Completed: 2017
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Sub-targets/performance targets:
Chart existing internal processes which are relevant to the human rights due diligence.
Comment:
New.
Established: 2016
Completed: 2018
Continue the work on the procurement process and active supplier management to take into account environmental, ethical and social considerations in the supplier chain.
Sub-targets/performance targets:
Include corporate social responsibility more systematically in the tendering process.
Established: 2016
Completed: 2019
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Sub-targets/performance targets:
Closer follow-up of suppliers through dialogue, collection and analysis of supplier information and the execution of audits.
Established: 2016
Completed: 2019
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Further develop procedures for observing human rights in the Group’s operations and in the supplier chain.
Sub-targets/performance targets:
Introduce a new model for following up corporate social responsibility in the supplier chain.
Comment:
Continue the process to obtain general corporate social responsibility information from DNB’s suppliers and especially on conditions pertaining to human rights.
Established: 2014
Completed: 2017
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Revise the DNB Code of Responsible Business Conduct for Suppliers.
Comment:
New.
Established: 2017
Completed: 2018
