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From Grain to Group ANNUAL REPORT 2020 From grain to group A bank for people and businesses in towns and villages for 175 years Content Page How to read our report 3 SpareBank 1 Østlandet in brief 4 Financial targets and achievement 6 A word from the CEO 8 The macro picture 10 1. About SpareBank 1 Østlandet 12 1.1 Key figures from the Group 14 1.2 The equity capital certificate 18 1 1.3 Our strategic focus 22 1.4 A look back at 2020 28 1.5 Our proud history - from grain to group 30 2. Group Management 38 Organisation chart and stakes 40 Group Management 41 Financial Advisers Elisabeth Færevaag and Joachim Vorkinn. Oslo. 2 Business areas and support functions 42 2.1 Corporate governance 44 2.2 Business description 56 How to read our report 2.3 The Bank's social role 68 2.4 Our employees 76 This annual report is an integrated includes the Board of Directors’ Report, report based on the IIRC’s principles for Income Statement, Balance Sheet, 3. Our material sustainability topics 80 integrated reporting. It describes how Changes in Equity, Cash Flow Statement, Framework for our sustainability initiative 82 SpareBank 1 Østlandet contributes to Notes, Statement from the Board of 3.1 Responsible lending 84 sustainable growth and the development Directors and CEO, Auditor’s Report 3 3.2 Combating economic crime 92 of our customers, owners, employees and and Subsidiaries. society as a whole. 3.3 Ethics and anti-corruption 94 The main part is followed by a number of 3.4 Requirements for providers of financial services 96 The Chapter ‘About SpareBank 1 appendices, including ‘Further facts about 3.5 Ethical marketing of products and services 98 Østlandet’ presents key figures from the SpareBank 1 Østlandet’s sustainability Group and an overview of the develop- work’. In the appendices we explain other ment of the Bank’s equity capital certi- areas of the Bank’s sustainability work and 4. Statement and results 100 ficate. The chapter also describes our provide more detailed information about Information about the Board of Directors 102 strategic focus, news from the past year the key themes. 4.1 Report of the Board of Directors 103 and historical highlights. 4.2 Income statement 118 SpareBank 1 Østlandet’s reporting 4.3 Statement of other comprehensive income 118 ‘Our operations’ provides an overview of complies with specific standards and acts, how the Bank is managed and operated, both with respect to financial information 4.4 Balance sheet 119 4 including our principles for corporate and with respect to sustainability data. A 4.5 Changes in equity 120 governance. It also contains business GRI index has been prepared to help the 4.6 Cash flow statement 122 descriptions for various areas in 2020, as reader find relevant and important sustain- 4.7 Notes 125 well as information about the Bank’s social ability data. More information about the role and our employees. In addition, we acts, standards and principles complied 4.8 Statement and reports 196 explain how our work contributes in a with in our reporting can be found in ‘Note 4.9 Subsidiaries 204 global perspective. 2 – Accounting policies’ (page 127) and the Appendix «Alternative performance measures» 208 principles for the sustainability reporting In ‘Our material sustainability topics’ we (page 239). present the framework for our focus on A Appendix «Further facts about SpareBank 1 Østlandet’s sustainability work» 212 sustainability and our work on the Bank’s most important themes within sustain- ability. The chapter also describes the goals and guidelines on which our work Editorial staff: Caroline Ballo, Nina Høibråten Buer, Karoline Bakka Hjertø, Siv Stenseth and Ingvild Bjørklund is based and the sustainability goals they Wangen. Design and production: Ferskvann reklamebyrå. Cover: The cover presents a selection of photos deliver on. from the bank's 175-year old history. All the historical pictures in this report are taken from the Bank's 175th- anniversary biography "Sterkere sammen - Hvordan 23 banker ble til én." The other images in the report are of our skilled employees at various locations and departments throughout the market area. The Chapter ‘Report and results’ forms Coverphoto: Pål Henning Berg Photos: Juliane Kravik. Other photos in this report: Bjørnar Mickelson, the main part of the annual report and Siv Stenseth, Ingvild Bjørklund Wangen and Svein Øvregård. 2 3 SpareBank 1 Customer service centre traffic No. of enquiries dealt with No. of enquiries by virtual assistants Written 127 751 Retail customers 377 075 Retail Phone 361 466 Østlandet in brief Corporate customers 44 198 customers Chat 46 617 Total 421 273 Chatbot 377 075 SpareBank 1 Østlandet is Norway’s fourth largest Total 912 909 83 per cent of chat enquiries savings bank and one of the country’s strongest started via our virtual assistants are regional banking and financial services groups. dealt with without needing to be About us forwarded to advisers in the customer The Group offers a wide range of financial No. of enquiries service centre products and services. Written 70 594 INNLANDET Corporate Phone 32 667 HAMAR Head office customers Chat 4 385 Based on positive customer experiences and proficient Chatbot 44 198 employees, we contribute to sustainable growth and Total 151 844 development for society as a whole and for our custo- mers, owners and employees. The Bank’s head office is in Hamar and it has a physical presence in Norway’s most expansive market area and home to around 1.7 million people. We offer our services via 37 branches, Digital surfaces VIKEN digital surfaces and efficient customer service centres. OSLO 56 000 followers on Facebook Visits to sb1ostlandet.no: No. of customers 96 million 88,5 % This represents 15 % of log on via the mobile bank Year Growth Total Retail Corporate the total traffic on sparebank1.no 2020 3 % 365 000 340 000 25 000 11,5 % log on via the online bank 2019 5 % 354 000 330 000 24 000 2018 6 % 337 000 312 000 25 000 2017 10 % 318 000 294 000 24 000 of loans started digitalisation 92 % digitally 93 % rate* *The digitalisation rate shows how much 80 % in 2019 90 % in 2019 75 % in 2018 customers do themselves via digital channels. We are growing in both the retail and corporate markets Retail market, customer share - morgage customers Corporate market, customer/market share 7,0 % 10,0 % 6,9 % 9,0 % Our work on the UN SDGs 6,8 % 9,0 % 8,5 % 6,7 % 8,3 % The Bank supports the UN 7,9 % 6,6 % 8,0 % Sustainable Development Goals 6,5 % 6,5 % (SDGs). The goals where the Bank 6,4 % 6,4 % 6,4 % can really make a difference and that 6,3 % 7,0 % 6,3 % we are working to achieve are shown here. The same icons can be seen in 6,2 % 6,0 % the margins on some pages of this 6,1 % report. They show that the page 6,0 % 5,0 % Q4 2017 Q4 2018 Q4 2019 Q4 2020 Q4 2017 Q4 2018 Q4 2019 Q4 2020 contains information about how we are working to achieve the specific Customer share - morgage customers included co-debtors Customer/market share goals. Customer share = Number of main borrowers and co-debtors Estimate for the period Q4 2017 - Q2 2018 divided by population> 18 years. 4 | Start Start | 5 Solvency ratio Cost Financial targets and The Group had a long-term From 2018, the Bank decided capital target for a CET1 ratio to include cost increase in the of 16 per cent up to year 2019. parent bank as one of its financial From 2020, the Group’s long- targets. Cost increase in the achievement term target for the CET1 ratio was parent bank was chosen because changed to 100 basis points above this is the best way to show the the official requirement, currently 14.1 streamlining of the core business over The financial targets selected express the Board of Directors’ belief that the per cent. The capital target revision time, and it facilitates comparability with Bank still has profitable growth opportunities due to its position in Norway’s signifies a keener focus on efficiently other banks. In 2018, the cost target was most interesting market area. The Board is focused on striking a balance between using the capital in the best interests of a cost reduction of 5 per cent due to the owners and customers. The Board the ambition to reap the gains of the Our goals financial strength, profitability and growth for the benefit of the region, owners, is confident that the Bank’s position 2017 merger. For 2019, this target was customers and employees. as indisputably sound is safeguarded changed to 2 per cent cost increase. At by the fact that the regulatory the beginning of 2020, a cost-increase 2021 2020 2019 2018 2017 requirements now contain substantial target of 3 per cent was announced, buffers, the Bank operates in Norway but the COVID-19 pandemic prompted Target 11,00 % 11,0 % 10,0 % 10,0 % 10,0 % most cyclically stable region, and that its the Board of Directors to revise this to Profitability Return on equity loan portfolio is characterised by good zero cost increase for 2020. The parent Achievement 10,1 % 12,8 % 10,5 % 10,2 % and desirable credit quality. At the end bank’s cost increase ended at -0.4 per of 2020, the Group’s CET1 ratio was 17.8 cent in 2020, putting it within the target Dividens Target 50 % 50 % 50 % 50 % 50 % per cent, thus significantly higher than range.
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