Targets and measures

DNB aims to integrate corporate social responsibility in all business activities. On this site you’ll find updates on the targets we have set for this work and the measures we are taking to reach them.

Status as at 31 December 2016
The principal targets are from the table for 2015, but have been updated and divided into sections in line with the updated materiality analysis. In addition, sub-targets/performance targets have been updated where this is relevant.

In connection with the updating of the materiality analysis in 2016, new KPIs based on the main topics will be established. This process is scheduled to start in the spring of 2017.


 

Master the art of serving the customer

Principal target: Ensure good customer experiences

Ensure that DNB’s products and services meet internal and external quality requirements and stakeholder expectations regarding transparency.

Sub-targets/performance targets:
Streamline the product portfolio in the personal customer market by phasing out and modernising the offering and ensuring honest and understandable customer communication.

Comment:
The process to phase out and streamline products is continuing.

Established: 2014
Ferdigstilles: 2017


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Sub-targets/performance targets:
Customer satisfaction (CSI) score, personal customer market 78. Reputation score: 70

Comment:

The CSI score in the personal customer market in Q4 2016 was 67 points. The reputation score in Q4 was 64 points.
DNB has started a process to find more appropriate ways to measure customer experiences than only through the CSI and reputation surveys. This process is expected to result in a new KPI for 2017.

Established: 2016
Completed: 2017

Principal target: Keep up the pace of innovation and secure the ability to meet new customer needs

Make sure that DNB delivers future-oriented solutions that keep up with customer habits and needs, changes in the market and the regulatory framework and new offerings from new and traditional competitors. Ensure that DNB capitalises on existing and new customer data to increase sales, profitability and customer satisfaction through increased relevance and personalisation.

Sub-targets/performance targetsl:
PULSE, development and innovation. Target 2016: 85


Comment:
The question about the Group’s development and innovation in the PULSE employee survey is used to describe the current status in this field in 2016. Score Q4 2016: 84. This topic is new in the materiality analysis for 2016 and possible new KPIs will be considered.


Established: 2016
Completed: 2017


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Give customers more environmentally friendly options.

Comment:
Efforts to develop new climate-friendly products and services are continuing.

Mål etablert: 2014
Ferdigstilles: 2017

Principal target: Provide ethical products and services

Ensure that the development of products and services, sales and advisory services is ethical and in the interests of the customers in both the short and long term. This includes being open about terms and conditions and potential risk, give a description of the benefits of the service or product and make an optimal delivery to the customer in both the short and long term.

Comment:
New product and service instructions have been drafted and will be implemented in 2017. A new notification procedure is under development. This topic is new in the materiality analysis for 2016 and possible new KPIs will be considered.

Established: 2016
Completed: 2017


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Further develop procedures and practices for maintaining high ethical standards in DNB and for combating and avoiding corruption.

Comment:
The ethics score declined further in 2016 compared with DNB’s competitors. The score for Q4 2016 was 58.3 points, which is a decline from last year and still lower than the figures for DNB’s competitors.

Established: 2014
Completed: 2017

Have the right competencies

Principal target: Ensure engaged employees

Ensure that the Group’s employees are engaged and motivated in their jobs and find that they contribute to something meaningful by working in DNB.

Sub-targets/performance targets:
85 points for 2016. Improve the engagement index in the annual employee survey. Improve the corporate culture within the Group through new initiatives. Follow up managers’ quarterly management communication scores.

Comment:
The result for Q4 2016 was 84 points.

Mål etablert: 2016
Completed: 2019

Principal target: Promote adaptability and change capacity

DNB must be able to implement quick and effective change processes  We need access to expertise which is currently insufficient and we have to be able to capitalise on resources across organisational units.

Sub-targets/performance targets:
Work actively to attract employees from a broad selection of educational institutions and disciplines. Carry out semi-annual reporting of mobility and turnover among identified talents. Offer relevant internal talent development programmes.

Comment:
This is new among the most important topics in the materiality analysis for 2016 and possible new KPIs will be considered.

Established: 2016
Completed: 2019

Principal target: Attract and develop talents

Ensure that DNB is capable of attracting the right competencies based on future requirements, while developing and maintaining the expertise the Group already possesses and that it needs in the period ahead.

Sub-targets/performance targets:
Be one of the two most attractive employers in Norway for business students and among the top five for IT students in the Universum surveys. Implement structured processes in all areas to ensure that talents are identified and developed.

Comment:
This is new among the most important topics in the materiality analysis for 2016 and possible new KPIs will be considered.

Established: 2016
Completed: 2019

Principal target: Ensure equality and diversity

Ensure that there is no discrimination of women or minority groups. Facilitate structures that prevent prejudice and make it easier for everyone to do their best. Ensure equality between women and men. Integration and diversity.

Sub-targets/performance targets:
Increase the proportion of women at management levels 1-4 to 40 per cent.

Comment:
The proportion of women at management levels 1-4 was 33 per cent in 2016, a rise from 31 per cent in 2014. Efforts to increase the proportion of women at management levels 1-4 are continuing.

Established: 2014
Completed: 2017


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Have strategies and measures for ensuring greater diversity among employees and managers,   especially in the Group’s operations in Norway, as there is already a high degree of ethnic and national diversity in the Group’s international units. Avoid discrimination on the basis of ethnic background, functional ability or gender.

Sub-targets/performance targets:
Offer minimum 5-10 persons work training via the Norwegian Labour and Welfare Administration (NAV) per year. Ensure that the diversity dimensions gender and ethnic background are emphasised when recruiting students and candidates to the Group’s trainee programme.

Comment:
In 2016, DNB recruited seven new candidates with different backgrounds and experience to the group trainee programme.

Established: 2016
Completed: 2019


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Ensure sound working conditions in all countries where DNB has operations .

Sub-targets/performance targets:
Conduct regular benchmarks and reporting in all countries where DNB has operations.

Established: 2016
Completed: 2019

Contribute to a healthy economy

Principal target: Promote innovation and restructuring in the Norwegian economy

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

Principal target: Promote financial literacy

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

Principal target: Integrate and promote sustainability considerations in operations

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.

Principal target: Credit process

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

Principal target: Investments

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

Principal target: Insurance

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

Principal target: View risks and opportunities in a long-term perspective

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

Principal target: Ensure openness and transparency

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

Principal target: Ensure eco-efficient operations

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

Principal target: Human rights

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

Principal target: Responsible supplier chain

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