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Sparebank 1 Nord-Norge Annual Report 2019 006

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Sparebank 1 Nord-Norge Annual Report 2019 006 SPAREBANK 1 NORD-NORGE ANNUAL REPORT 2019 006 010 012 014 016 017 018 022 048 049 050 052 053 142 146 154 158 160 162 177 182 190 196 198 202 204 213 225 226 Table of contents NORD-NORGE 1 SPAREBANK 006 From the CEO SpareBank 1 Nord-Norge 010 Strategic compasss 012 Our history 014 Important events 016 Branches 017 Organization and company structure 018 Annual report 022 Annual report from the board ANNUAL ACCOUNTS ANNUAL Annual accounts 2019 048 Annual Report – Income statement 049 Annual Report – Balance Sheet 050 Annual Report – Changes in equity 052 Annual Report – Cash Flow Statement 053 Annual accounts – Notes 142 Statement from the Board of Directors and Chief Executive Officer 146 Auditor’s report Operations 154 Group Management 158 Board of Directors 160 Governing bodies OPERATIONS 162 Corporate governance 177 Risk management and internal control 182 Ownership 190 Operations 196 Markets 198 The SpareBank 1- alliansen CORPORATE SOCIAL RESPONSIBILITY SOCIAL CORPORATE 202 The foundations 204 Organisation and HR Corporate social responsibility 213 Sustainability 225 Samfunnsløftet 226 Index Global Reporting Intiative Continued Added Value Uncertainty dominated 2019. Trade wars, Brexit, esc- The financial results for SpareBank 1 Nord-Norge alating levels of conflict in the Middle East as well are affected by the economic temperature of the as climate change resulting in floods and wildfires. region. In addition, SpareBank 1 Nord-Norge have Paradoxically, Northern Norway, and SpareBank 1 gained a good effect by merging insurance compa- Nord-Norge profits from this uncertainty due to nies of SpareBank 1 and DNB. being an export driven region. Mainly because it results in a weaker currency (the NOK) and low The operations are doing well. Adjusted results after interest rates. non-recurring items, the return on equity is 12.8%, which places SpareBank 1 Nord-Norge in the top tier Export of seafood from Norway passed NOK 107 bil- of comparable businesses. This allows a dividend per lion in 2019, and much of this comes from Northern equity certificate of NOK 5.50, and a community Norway. Our region also sees a continuing influx of dividend of NOK 639 millions, which will help to tourists due to cheap currency (NOK). Paired with the promote further development in the region. world’s most amazing nature and scenery, truly fresh seafood and vast landscapes, we attract tourists from A strong 2019 and a continued optimism for the eco- all over the world. nomy in Northern Norway in the foreseeable future, provides a sound basis for developing the Group’s The construction industry has also experienced con- operations further. This calls for a clear focus on a tinued growth. Although housing investments have continued relationship with our customers, based on declined slightly after several years of growth, there the unique advantages of SpareBank 1 Nord-Norge is still healthy activity related to infrastructure devel- and our digital development for finance through opment in Northern Norway. The seafood industry, SpareBank 1 Utvikling. tourism and construction are producing economic ripple effects for the region. We have a unique presence in and knowledge of Northern Norway, and combined with our ownership Despite a stable economy and low unemployment model that creates visible and long-lasting value for in Northern Norway, we are aware that the effects the region, it gives us every reason to believe that of macroeconomic and geopolitical instability have we will continue to create value for our owners and an effect on our economy and our currency. How- fulfil our vision – for Northern Norway. ever, the region’s own economic challenges in the years to come will have an unprecedented impact on societal and business development, such as access to labour, development of necessary and sufficient infrastructure and questions related to sustainable development in the Arctic. SpareBank 1 Nord-Norge engages in these questions on a day-to-day basis through both our work with our customers as well as our continuing search and dissemination of knowledge. 004 17 NORD-NORGE 1 SPAREBANK Sustainable Development Goals The UN’s Sustainable Development Goals are a shared blueprint for the whole world. The aim is to eliminate poverty, reduce inequality and stop climate change. Throughout this report, you will find many of these Sustainable Development Goals referred to in the margin, as shown on the page opposite. This tells you that the text on that page contains details of how SpareBank 1 Nord-Norge is working to achieve the goals that are displayed. 005 SPAREBANK 1 NORD-NORGE 1 SPAREBANK From the CEO are seeing the emergence of new competition. On the payment processing side, Apple Pay, Google Pay and Coop Pay all made their entrance during 2019. Producing good financial results in the future requires the Group to be clear about the value to be generated for customers, while the customers must see the Group as both relevant and value-creating. This raises big de- mands for innovation, efficiency and simplification. SpareBank 1 Nord-Norge has stayed true to its ‘stone by stone’ approach, in line with the business strategy. Efforts to simplify and automate have continued una- bated. The same is true of investments in technology and digitalisation. Our presence in the region, with 38 branches in 36 municipalities, still gives us a significant local foot- print. Local presence and knowledge, combined with The year 2019 strengthened SpareBank 1 Nord-Norge’s top digital services and operations, also help us to position as the regional bank. Growth has continued defend our number one position. in all business areas and the Group has probably never been stronger. 2019 was also a year in which the value In March 2019, Kunnskapsbanken, the Knowledge of ownership and participation in the alliance became Bank, was launched (www.kbnn.no). It has high am- apparent. Not just the benefits emerging from the bitions: To establish a common northern Norwegian Fremtind merger, but also the fact that SpareBank 1 knowledge base for defining common issues and Utvikling has established itself as a leading digital devel- finding common solutions. There are reports, sta- opment environment within finance. Our ownership tistics, expectation barometers and podcasts. And model, in which "Samfunnsløftet" underlines the of course, Konjunkturbarometer for Nord-Norge, difference between savings banks and commercial the Business Barometer for Northern Norway. banks, has become a key element for the Group and for the region. It should remain so in the future. Internally too, 2019 brought changes in the Group. In the spring, the Group welcomed a new CFO and a A Northern Norway which is thriving and playing an new CEO. However, we have not departed from the ever more central role in national value creation has steady course and ‘stone by stone’ principle that have an increasing need both for financing and for other always guided us. The Group is nearing the end of a financial services. This is where a strong SpareBank 1 strategy period, operations have been focused on the Nord-Norge has a major part to play. core business and long-term sustainability, and the results have been good. So there has been little At the same time, the competition is tougher than reason to make extensive changes. ever. Margins are being squeezed, and this is felt par- ticularly in the retail market. In parallel with this, we 006 SPAREBANK 1 NORD-NORGE 1 SPAREBANK In the new Sustainability Policy, "launched in November 2019, it was therefore decided that the focus on sustainability should permeate our whole business. Nevertheless, there was one topic that received of the year, more than 200,000 customers had been particular attention in 2019, and that was sustaina- re-validated. This is a formidable effort and provides bility. As a financial institution in one of the world’s an excellent basis for us to play our part in the fight most vulnerable areas, SpareBank 1 Nord-Norge against money laundering and terrorist financing in has an extra responsibility. By conducting thorough the future. ESG assessments for both funding and investment decisions, we can make a difference. In the new In the spring of 2019, the Group’s departments in Sustainability Policy, launched in November 2019, Bodø were co-located in new premises. Co-location it was therefore decided that the focus on sustain- gives strength and a significant competitive advan- ability should permeate our whole business. From tage. Work to finish the Group’s new headquarters, now on, the Group will report on all of the UN Rødbanken in Tromsø, was also completed at the Sustainable Development Goals. The Group has end of 2019. At the time of writing, more than 400 also chosen to sign up to the UNEP FI, “Principles employees have moved into Rødbanken, and there of Responsible Banking”. In this way, SpareBank 1 are high expectations of further collaboration both Nord-Norge is committed to its part in the banking internally and with the community. One of the first industry’s global sustainability effort to help meet things to kick off after the move was the work on a the goals of the Paris Agreement. new business strategy. By meeting customers’ ever- higher expectations, SpareBank 1 Nord-Norge will However, the main focus in 2019 could still be said to lay the groundwork for continued growth and value have been the work on AML (anti-money laundering). creation in the north. We have an important role to The requirements to know your customers laid down play in the development of a region with great in the Anti-Money Laundering Act have not been ade- potential. This is a role we take seriously quately handled in SpareBank 1 Nord-Norge.
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