GRI Index
The table shows SpareBank 1 SMN’s reporting for 2022 with reference to the GRI Universal Standards 2021.
| GRI- indicator |
Name | Description of the indicator | Response in annual report | Source |
| GENERAL INFORMATION | ||||
| Organisation profile | ||||
| 2-1 | Organizational details | Name of the organization | SpareBank 1 SMN | |
| 2-6 | Activities and workers | Activities, product and services provided by the organization | This is SpareBank 1 SMN - Subsidiaries |
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| 2-1 | Organizational details | Location of the organization's headquarters | Søndre Gate 4, 7011 TRONDHEIM | |
| 2-1 | Organizational details | The organization's countries of operations | Norway | |
| 2-1 | Organizational details | Ownership and legal form | SpareBank 1 SMN's organisational set-up | |
| 2-6 | Activities and workers | Sector(s) in which the organization is active | This is SpareBank 1 SMN - Subsidiaries |
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| 2-6 | Activities and workers | Scope and size of the organization | This is SpareBank 1 SMN - SpareBank 1 SMN's organisational set-up People and organisation |
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| 2-7 | Employees | Total number of employees (permanent and temporary) and a breakdown by gender and region | People and organisation | |
| 2-8 | Workers who are not employees | Total number of workers who are not employees and whose work is controlled by the organization | People and organisation | |
| 2-6 | Activities and workers | Supply chain | Stimulating responsible resource use in our own value and supplier chains | Website: Guidelines for sustainability in procurement |
| 2-6 | Activities and workers | Significant changes in sector(s) which the organization is active and other relevant business relationships compared to the previous reporting period | Important events in 2022 - Second quarter 2022 | |
| 2-23 | Policy Commitments | Policy commitsments for responsible business conduct and respect of human rights | Corporate governance | |
| 2-28 | Membership associations | Industry associations, other memberships associations, and national or international advocacy organization in which it praticipates in a significant role | Sustainability and corporate social responsibility - Obligations | See attachment: SpareBank 1 SMN's memberships |
| Strategy, policies and practices | ||||
| 2-22 | Statement on sustainable development strategy | Statement from the highest governance body or most senior executive of the organization about the relevance of sustainable development and its strategy for contributing to this | Sustainability and corporate social responsibility | Sustainability is an integral part of our group strategy and is incorporated into all business lines and support functions including day-to-day operations, customer offering and distribution of community dividend. Website: Sustainability strategy |
| 2-23 | Policy Commitments | Describe the organization's values, principals, standards and norms of behavior | People and organisation | Website: Sustainability policy |
| 2-24 | Embedding policy commitments | Describe how policies for responsible business conduct are embedded in the organzation's activities and business relationships | Stimulating responsible resource use in our own value and supplier chains | Website: Sustainability policy |
| 2-25 | Processes to remediate negative impacts | Describe the organization's commitments and approach has for remedation of negative impacts it has directly or indirectly caused or contributed to | Stimulating responsible resource use in our own value and supplier chains | Group Impact Analysis 2022 |
| 2-26 | Mechanisms for seeking advice and raising concerns | Mechanisms for individuals to seek advice on implementing the organization's policies and practices for responsible business conduct, and raise concerns about the organization's business conduct | People and organisation | Whistleblowing procedure |
| 2-27 | Compliance with laws and regulation | Total number of significant instances of non-compliance with laws and regulations during the reporting period, and instance where fines or non-monetary fines were incurred | Corporate governance - point 1 | Zero violations, zero fines. |
| Governance | ||||
| 2-9 | Governance structure and composition | Governance structure, including commitees of the highest governance body that are responsible for decision-making on and overseeing the management of the organization's impacts on the economy, environment, and people. | Corporate governance | |
| 2-10 | Nomination and selection of the highest governance body | Criteria used for nominating and selecting highest governances body members, including whether and how views of stakeholders, diversity, independence and competencies relevant to the impacts of the organization are considered. | Corporate governance - point 7 | |
| 2-11 | Chair of the highest governance body | Describe whether the chair of the highest governance body is also a senior executive of the organization, and if so, explain their function, the reasons of such an arrangement and how conflicts of interested are prevented and mitigated. | Corporate governance - point 8 | |
| 2-12 | Role of the highest gonvernance body in overseeing the management of impacts | Describe the role of the highest governance body and its senior executives in developing, approving and updating the organization's purpose, values, mission statement, strategies, policies and goals related to sustainable development. | Ensuring long-term profitability and competitiveness Climate risk- and opportunities |
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| 2-12 | Role of the highest gonvernance body in overseeing the management of impacts | Describe the role of the highest governance body in overseeing the organizations's due diligence and other processes to identify and manage the organization's impact of the economy, environment, and people | Webpage: Stakeholder dialogue | |
| 2-13 | Delegation of responsibility for managing impacts | Describe how the highest governance body delegates responsibilities for managing the organization's impacts on economy, environment and people. | Ensuring long-term profitability and competitiveness Climate risk- and opportunities |
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| 2-14 | Role of the highest governance body in sustainability reporting | If the highest governance body is responsible reviewing and approving the reported information, describe the process. | Corporate governance | Representantskapets oppgaver |
| 2-15 | Conflict of interest | Processes meant to prevent and mitigate conflicts of interest in the highest governance body. | Corporate governance - point 9 | |
| 2-16 | Communcation of critical concerns | Whether and how critical concerns are communicated to the highest governance body, and the nature and number of critical concerns reported during the reporting period. | Corporate governance - point 10 | |
| 2-17 | Collective knowledge of the highest governance body | Measures taken to advance the collective knowledge, skills, and experience of the highest governance body on sustainable development. | Ensuring long-term profitability and competitiveness Climate risk- and opportunities |
Website: Sustainability policy |
| 2-18 | Evaluation of the performance of the highest governance body | Independent and internal processes to evaluate the performance of the highest governance body in overseeing the management of the organization's impact on the economy, environment and people. Describe actions taken in response to the evaluations. | Corporate governance - point 9 | |
| 2-19 | Remuneration policies | Remuneration policies for members of the highest governance body and senior executives, and how the remuneration policies for relate to their objectives and performance in relation to the management of the organization’s impacts on the economy, environment and people | Corporate governance | Webpage: Remuneration and emoluments to senior personell |
| 2-20 | Process to determine remuneration | Process for designing its remuneration policies and for determining remuneration | Corporate governance | Webpage: Remuneration and emoluments to senior personell |
| 2-21 | Annual total compensation ratio | Ratio of the annual total compensation for the organization's highest-paid individual to the median annual total compensation for all employees (excluding the highest-paid individual), represented as amount and percentage | Corporate governance | Webpage: Remuneration and emoluments to senior personell |
| Stakeholder engagement | ||||
| 2-21 | Approach to stakeholder engagement | The categories of stakeholders the organization engages with | Webpage: Stakeholder dialogue | |
| 2-30 | Collective bargaining agreements | Percentage of total employees covered by collective bargaining agreements | People and organisation | |
| 2-29 | Approach to stakeholder engagement | Description of how the organization identifies stakeholders | Webpage: Stakeholder dialogue | |
| 2-29 | Approach to stakeholder engagement | Approach to engaging with stakeholders, and how often the organization includes different stakeholders | Webpage: Stakeholder dialogue | |
| Reporting practices | ||||
| 2-2a | Entities included in the organization's sustainability reporting | Entities included in its sustainability reporting | SpareBank 1 SMN, SpareBank 1 Regnskapshuset SMN AS, EiendomsMegler 1 Midt-Norge AS, SpareBank 1 Finans Midt-Norge AS, SpareBank 1 Markets AS, SpareBank 1 SMN Invest AS. | |
| 2-2b | Entities included in the organization's sustainability reporting | Specify the differences between the list of entities included in its financial reporting and the list included in its sustainability reporting | No differences | |
| 2-2c | Entities included in the organization's sustainability reporting | Explain the approach used for consolidating information | Material subsidaries are included in the annual report See "Important events in 2022". |
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| 3-1a | Process to determine material topics | Describe the process the organization has followed to determine its material topics | Global Reporting Initiative 2021. | Group Materiality Analysis 2022 |
| 3-1b | Stakeholders whose views have informed the process of determining material topics | Specify the stakeholders and experts whose views have informed the process of determining its material topics | Webpage: Stakeholder dialogue | |
| 3-2 | List of materials topics | List the organzation's material topics | Sustainability and corporate social responsibility Four focal areas |
Group Materiality Analysis 2022 |
| 2-4 | Restatements of information | Report restatements of information from previous reporting periods | Reducing the carbon footprint in day-to-day operations and loan portfolios | Webpage: Climate accounting report 2022 |
| 3-2 | List of materials topics | Report changes to the list of material topics compared to the previous reporting period | Sustainability and corporate social responsibility | Group Materiality Analysis 2022 |
| 2-3 | Reporting period, frequency and contact point | Reporting period for, and the frequency of, the organization's sustainability reporting, publication date and contact point for questions about the report | Date of publishing: 07.03.2023 Reporting period: 2022 Reporting frequency: Yearly Contact point: Jan-Eilert Nilsen |
E-mail: jan-eilert.nilsen@smn.no |
| 2-5 | External assurance | External assurance of the organization's sustainability report | Auditor's report | Website: Auditor's report |
| SPECIFIC INFORMATION | ||||
| Focal area 1: Responsible lending and investments | ||||
| 1.1 Preventing and combating economic crime and corruption | ||||
| 3-3 | Management of material topics | Description and definition of material topics | Preventing and combating economic crime and corruption | Group Materiality Analysis 2022 |
| 3-3 | Management of material topics | Description of policies regarding the material topics | Preventing and combating economic crime and corruption | Group Materiality Analysis 2022 |
| 3-3 | Management of material topics | Evaluation of policies and commitments regarding material topics | Preventing and combating economic crime and corruption | Group Materiality Analysis 2022 |
| 404-2 | Program for upgrading employee skills | Share of managers and employees who have completed e-learning courses in AML and anti-terrorist financing | Result 2022: 73% Target 2023: 100% |
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| SMN-1 | N/A | Losses due to fraud | Result 2022: NOK 4 234 401 Target 2023: < NOK 10 000 000 |
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| 1.2 Ensuring long-term profitability and competitiveness | ||||
| 3-3 | Management of material topics | Description and definition of material topics | Ensuring long-term profitability and competitiveness | Group Materiality Analysis 2022 |
| 3-3 | Management of material topics | Description of policies regarding the material topics | Ensuring long-term profitability and competitiveness | Group Materiality Analysis 2022 |
| 3-3 | Management of material topics | Evaluation of policies and commitments regarding material topics | Ensuring long-term profitability and competitiveness | Group Materiality Analysis 2022 |
| FS8 | N/A | Corporate loan volumes with ESG-score | Result 2022: 11% Target 2023: 75% |
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| FS8 | N/A | Retail loan volumes with ESG-score | Result 2022: 0% Target 2023: 20% |
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| FS8 | N/A | Share of loans that meets the requirements of green bonds | Result 2022: 19,9 % Target 2023: In process |
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| 1.3 Reducing the carbon footprint in day-to-day operations and loan portfolios | ||||
| 3-3 | Management of material topics | Description and definition of material topics | Reducing the carbon footprint in day-to-day operations and loan portfolios | Group Materiality Analysis 2022 |
| 3-3 | Management of material topics | Description of policies regarding the material topics | Reducing the carbon footprint in day-to-day operations and loan portfolios | Group Materiality Analysis 2022 |
| 3-3 | Management of material topics | Evaluation of policies and commitments regarding material topics | Reducing the carbon footprint in day-to-day operations and loan portfolios | Group Materiality Analysis 2022 |
| 305-1 | Direct (Scope 1) GHG emissions | Direct (Scope 1) GHG emissions | Reducing the carbon footprint in day-to-day operations and loan portfolios | Webpage: Climate accounting report 2022 |
| 305-2 | Energy indirect (Scope 2) GHG emissions | Energy indirect (Scope 2) GHG emissions | Reducing the carbon footprint in day-to-day operations and loan portfolios | Webpage: Climate accounting report 2022 |
| 305-3 | Other indirect (Scope 3) GHG emissions | Other indirect (Scope 3) GHG emissions | Reducing the carbon footprint in day-to-day operations and loan portfolios | Webpage: Climate accounting report 2022 |
| 305-5 | Reduction of GHG emissions | Reduction of total CO2 emissions from day-to-day-operations | Result 2022: 20 (1000 tCO2e) Target 2023: 16.4 (1000 tCO2e) |
Webpage: Climate accounting report 2022 |
| 305-5 | Reduction of GHG emissions | Reduction of total CO2 emissions from loan portfolios | Result 2022: 1 077 (1000 tCO2e) Target 2023: 1 000 (1000 tCO2e) |
Webpage: Climate accounting report 2022 |
| 1.4 Stimulating green transition for retail customers and corporate customers | ||||
| 3-3 | Management of material topics | Description and definition of material topics | Stimulating green transition for retail customers and corporate customers | Group Materiality Analysis 2022 |
| 3-3 | Management of material topics | Description of policies regarding the material topics | Stimulating green transition for retail customers and corporate customers | Group Materiality Analysis 2022 |
| 3-3 | Management of material topics | Evaluation of policies and commitments regarding material topics | Stimulating green transition for retail customers and corporate customers | Group Materiality Analysis 2022 |
| SMN-3 | N/A | Share of homes in loan portfolios with energy rating | Result 2022: 51 % Target 2023: 90 % |
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| SMN-3 | N/A | Share of commercial properties in corporate loan portfolio (>1.000m2) with energy rating | Result 2022: Not available Target 2023: 75 % |
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| Focal area 2: Advisory services and customer offering | ||||
| 2.1 Expanding the commercial offering of climate-friendly and social products and services | ||||
| 3-3 | Management of material topics | Description and definition of material topics | Expanding the commercial offering of climate-friendly and social products and services | Group Materiality Analysis 2022 |
| 3-3 | Management of material topics | Description of policies regarding the material topics | Expanding the commercial offering of climate-friendly and social products and services | Group Materiality Analysis 2022 |
| 3-3 | Management of material topics | Evaluation of policies and commitments regarding material topics | Expanding the commercial offering of climate-friendly and social products and services | Group Materiality Analysis 2022 |
| FS8 | N/A | Sales volume of products and services with an environmental benefit | Result environmental benefit 2022: MNOK 1.003 Result social benefit 2022: NOK 0 Overall target 2023: MNOK 2 000 |
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| FS7 | N/A | Sales volume of products and services with a social benefit | ||
| 2.2 Strengthening role-based competence-enhancing programmes with a focus on ESG for our own staff | ||||
| 3-3 | Management of material topics | Description and definition of material topics | Strengthening role-based competence-enhancing programmes with a focus on ESG for our own staff | Group Materiality Analysis 2022 |
| 3-3 | Management of material topics | Description of policies regarding the material topics | Strengthening role-based competence-enhancing programmes with a focus on ESG for our own staff | Group Materiality Analysis 2022 |
| 3-3 | Management of material topics | Evaluation of policies and commitments regarding material topics | Strengthening role-based competence-enhancing programmes with a focus on ESG for our own staff | Group Materiality Analysis 2022 |
| SMN-2 | N/A | Category-score for sustainability in Winningtemp | Result 2022: 7,3 Target 2023: 7,4 |
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| 2.3 Maintaining ethical standards | ||||
| 3-3 | Management of material topics | Description and definition of material topics | Maintaining ethical standards | Group Materiality Analysis 2022 |
| 3-3 | Management of material topics | Description of policies regarding the material topics | Maintaining ethical standards | Group Materiality Analysis 2022 |
| 3-3 | Management of material topics | Evaluation of policies and commitments regarding material topics | Maintaining ethical standards | Group Materiality Analysis 2022 |
| 404-2a | Program for upgrading employee skills | Share of managers and employees who have completed e-learning course in ethics | Result 2022: 92 % Target 2023: 100 % |
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| 404-2b | Program for upgrading employee skills | Assistance for employees who intendes to retire, resigning or change work tasks | Frequency of employees resigning, retiring or changing work tasks doesn't occur beyond what is pervieced as normal, and assistance to such transiations are not described in further detail | |
| 2.4 Complying with requirements and obligations on the processing of personal data | ||||
| 3-3 | Management of material topics | Description and definition of material topics | Complying with requirements and obligations on the processing of personal data | Group Materiality Analysis 2022 |
| 3-3 | Management of material topics | Description of policies regarding the material topics | Complying with requirements and obligations on the processing of personal data | Group Materiality Analysis 2022 |
| 3-3 | Management of material topics | Evaluation of policies and commitments regarding material topics | Complying with requirements and obligations on the processing of personal data | Group Materiality Analysis 2022 |
| 418-1 | Substantiated complaints concerning breaches of customer privacy and losses of customer data | No. of documented complaints of breaches of data privacy or loss of customer data | Result 2022: 3 Target 2023: 0 |
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| Focal area 3: Sustainable transition of Mid-Norway | ||||
| 3.1 Stimulating innovation and sustainable economic growth | ||||
| 3-3 | Management of material topics | Description and definition of material topics | Stimulating innovation and sustainable economic growth | Group Materiality Analysis 2022 |
| 3-3 | Management of material topics | Description of policies regarding the material topics | Stimulating innovation and sustainable economic growth | Group Materiality Analysis 2022 |
| 3-3 | Management of material topics | Evaluation of policies and commitments regarding material topics | Stimulating innovation and sustainable economic growth | Group Materiality Analysis 2022 |
| 413-1 | Operations with local community engagement, impact assessments, and development programs | No. of participants in meeting places and innovation activities led by SpareBank 1 SMN | Result 2022: 0 stk Target 2023: 7 000 participants and 250 'youth enterprises' |
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| 413-1 | Operations with local community engagement, impact assessments, and development programs | No. of participants in competence- and development programmes led by SpareBank 1 SMN | Result 2022: 31 Target 2023: 50-100 |
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| 3.2 Helping to strengthen transition efforts in businesses in Mid-Norway | ||||
| 3-3 | Management of material topics | Description and definition of material topics | Helping to strengthen transition efforts in businesses in Mid-Norway | Group Materiality Analysis 2022 |
| 3-3 | Management of material topics | Description of policies regarding the material topics | Helping to strengthen transition efforts in businesses in Mid-Norway | Group Materiality Analysis 2022 |
| 3-3 | Management of material topics | Evaluation of policies and commitments regarding material topics | Helping to strengthen transition efforts in businesses in Mid-Norway | Group Materiality Analysis 2022 |
| SMN-3 | N/A | Share of large corporate customers with credit engagements who has carbon accounting reports | Result 2022: Not available Target 2023: 25% |
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| Focal area 4: Sustainable transition in SpareBank 1 SMN | ||||
| 4.1 Stimulating responsible resource use in our own value and supplier chains | ||||
| 3-3 | Management of material topics | Description and definition of material topics | Stimulating responsible resource use in our own value and supplier chains | Group Materiality Analysis 2022 |
| 3-3 | Management of material topics | Description of policies regarding the material topics | Stimulating responsible resource use in our own value and supplier chains | Group Materiality Analysis 2022 |
| 3-3 | Management of material topics | Evaluation of policies and commitments regarding material topics | Stimulating responsible resource use in our own value and supplier chains | Group Materiality Analysis 2022 |
| SMN-4 | N/A | Share of the Group's material procurement (> NOK 100 000) from suppliers with carbon accounting reports | Result 2022: Not available Target 2023: 50 % |
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| 4.2 Strengthening data and cybersecurity | ||||
| 3-3 | Management of material topics | Description and definition of material topics | Strengthening data and cybersecurity | Group Materiality Analysis 2022 |
| 3-3 | Management of material topics | Description of policies regarding the material topics | Strengthening data and cybersecurity | Group Materiality Analysis 2022 |
| 3-3 | Management of material topics | Evaluation of policies and commitments regarding material topics | Strengthening data and cybersecurity | Group Materiality Analysis 2022 |
| 404-2 | Program for upgrading employee skills | Share of managers and employees who have completed digital learning courses in cyber security | Result 2022: 93,2 % Target 2023: 100 % |
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| 4.3 Promoting diversity, inclusion and equality | ||||
| 3-3 | Management of material topics | Description and definition of material topics | Promoting diversity, inclusion and equality | Group Materiality Analysis 2022 |
| 3-3 | Management of material topics | Description of policies regarding the material topics | Promoting diversity, inclusion and equality | Group Materiality Analysis 2022 |
| 3-3 | Management of material topics | Evaluation of policies and commitments regarding material topics | Promoting diversity, inclusion and equality | Group Materiality Analysis 2022 |
| SMN-5 | N/A | Minimum category-score Winningtemp on diversity, inclusion and equality: 8 | Result 2022: 7,6 Target 2023: 8 |
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Attachments
Annual report and notes
Downloads
