Reference to statutory annual report and sustainability report
The statutory annual report comprises pages 7-9, 21-36, 40-49 and 80-160. The statutory sustainability report in accordance with the Swedish Annual Accounts Act (ÅRL) is included in the statutory annual report and comprises pages 7–9, 21–36 and 40-49.
|We contribute to an inclusive financial ecosystem|
|Customer experience, %||-14)||74 1)||79|
|We uphold the highest ethical standards|
|Number of confirmed incidents||-||-||-|
|We create a great place to work (scores in GPTW-survey)|
|We combat climate change|
|Energy consumption within the organisation, kWh||820,386 7)||1,873,049 2)||2,688,076 3)|
|Direct CO2 emissions, Metric tonnes||41||109||3 4)|
|Indirect CO2 emissions, Metric tonnes||264 7)||1,107 2)||1,607 3)|
|Indirect emissions per sq. m. office space, Metric tonnes||0.02 7)||0.08 2)||0.10 3)|
|Other indirect GHG emissions, Metric tonnes||332 8)||1,406||1,309 5)|
|Other indirect emissions per employee, Metric tonnes||0.2 8)||0.9||0.9 5)|
|Total amount of sent letters to customers, “Baseline”||10,780,478||N/A||N/A|
|Our Goals||Our Indicators and Commitments 2020||Achievements 2020||Our Progress|
|Reduce indirect and direct Co2 emmissions.|
Reduce CO2 Emissions by 10% (direct and indirect) per employee.
|Reduce paper consumption.|
Reduce amount of letters sent by 10% per customer.
|Reduce business risks connected to climate change.||Pilot and learn climate change risk assessment on portfolios within the Secured segment.|
A new database structure was developed to capture information regarding our secured portfolios (performing and non-performing), a structure based on a framework designed by the EBA. The structure includes information for performance monitoring and regulatory reporting with new automatic valuation tools to drive environmental risk reports that assesses the susceptibility of the assets to key risks such as flooding, subsidence and other climate-related issues.
|Excellence in customer satisfaction.||To design a One Hoist Finance customer satisfaction management process.|
The customer journey touchpoints visualized (unsecured and secured segments) with identified targets for each touchpoint to better understand customer perception throughout the customer journey. The process was tested in France for unsecured and Italy for secured at the end of the year.
|Digital channel development for improved servicing.|
|Forming external partnerships with organisations that have new innovative ideas for increased financial inclusion.||To establish 2-3 partnerships|
|Business Partner satisfaction.||To implement a systematic continuous partner satisfaction survey.||Client bank survey launched. The questionnaire was sent to more than 80 banks over Europe with a response rate close to 50%. Read about the results here.|
|Employee health and wellbeing.|
Annual GPTW survey scores:
We delivered over and above on our Great Place To Work (GPTW) scores. During the year we have worked diligently to support our employees in all markets. Examples of actions during the year:
|Diversity and equal opportunity.|
Create groupwide initiatives to improve gender equality in management.
|Strong customer integrity processes. |
100% of staff trained in data protection and how to treat personal data.
|GDPR e-learning launched and completed by 98% during 2020.|
|Robust framework on anti-corruption practises.|
Sustainable and local sourcing.
|100% of new suppliers above a certain size to be screened according to sustainable procurement practices (ESG).|