The Group offers a full range of financial services, including loans, savings, investment, payment transfers, advisory services, real estate broking, insurance and pension products for personal and corporate customers.

DNB is among the world’s leading banks within its international priority areas, especially the energy, shipping and seafood sectors. The bank is available across Norway through its 24/7 telephone and online banking service, branch offices and in-store postal outlets.

The company’s largest shareholder is the Norwegian government, represented by the Ministry of Trade, Industry and Fisheries, which owns 34 per cent of the shares. The second largest shareholder is the DNB Savings Bank Foundation, which has a 9 per cent shareholding.

Vision, values and customer value proposition

DNB’s vision, values and customer value proposition are about putting the customers in focus.

Vision:

Creating value through the art of serving the customer

Values:

Helpful, professional and show initiative

Customer value proposition:

Here for you. Every day. When it matters the most.

The vision underlines that DNB will create value for customers, owners, employees and society in general. The values reflect what should characterise DNB. Employees who are helpful, professional and show initiative will ensure that customers always have a good experience when they contact DNB. The customer value proposition is all about when, where and how DNB is there for its customers. Being there is about identifying customer needs in order to be able to offer the best solutions.

Strategy

CAPITAL

DNB shall

  • Meet the capital adequacy requirement of approximatly 16.0 per cent at year-end 2017
  • Deliver a return on equity above 12 per cent towards 2019
  • Remain among the most cost-effective banks and have a cost/income ratio below 40 per cent
  • Ensure efficient use of scarce resources
CUSTOMERS

DNB shall

  • Improve its corporate reputation and ensure better customer experiences
  • Cover a broader range of customer needs
  • Increase the degree of self-service
  • Meet customers with a common brand image
CULTURE

DNB shall

  • Become the best among Nordic banks in terms of leadership communication and employee engagement
  • Ensure adaptability and change capacity
  • Cultivate an improvement culture

DNB’s strategic platform consists of the vision and values and a shared customer value proposition. The platform shows what should characterise the Group and sets a common direction in the form of:

  • Strategic priorities that ensure the best possible risk-adjusted return on allocated capital
  • Close customer relationships and increased customer profitability by moving from “my customer” to “our customer”
  • Greater flexibility and adaptability

DNB gives priority to long-term value creation for its shareholders and aims to achieve a return on equity, a rate of growth and a market capitalisation which are competitive in relation to its Nordic peers.

Financial targets

Materiality analysis and integrated reporting

DNB established an integrated report for the first time for the 2015 reporting year. In 2016, DNB took a step further by establishing a comprehensive materiality analysis. The materiality analysis includes more than traditional social responsibility topics and shows a prioritisation of the long-term challenges facing DNB. It is intended to give an overall picture of the topics that have the greatest impact on DNB’s future value creation and will also serve as input to DNB’s future strategy work.

The key findings in the analysis can be grouped into three main challenges related to customers, employees and society. Ensuring profitability and financial strengthis deliberately not included in the materiality analysis because the targets in these areas are well established in the Group.

Reporting is based on the prioritised topics in the materiality analysis in the annual report for 2016, as specified below.

Prioritised topics in the materiality analysis

Master the art of serving the customer

  • Ensure good customer experiences
  • Keep up the pace of innovation and secure the ability to meet new customer needs
  • Provide ethical products and services

Have the right competencies

  • Inspire employee engagement
  • Promote adaptability and change capacity
  • Attract and develop talents

Contribute to a healthy economy

  • Promote innovation and restructuring in the Norwegian economy
  • Promote financial literacy
  • Integrate and promote sustainability considerations in operations
  • View risks and opportunities in a long-term perspective
  • Ensure openness and transparency

The materialty analysis is described in the section Resposible operations.