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		<title>Case study: How NSB creates economic value for its stakeholders</title>
		<link>https://sustaincase.com/case-study-how-nsb-creates-economic-value-for-its-stakeholders/</link>
		
		<dc:creator><![CDATA[Gerasimos]]></dc:creator>
		<pubDate>Fri, 09 Feb 2024 06:59:48 +0000</pubDate>
				<category><![CDATA[case studies]]></category>
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					<description><![CDATA[<p>Established in 1972 through a Parliamentary Act that merged four traditional savings organisations in the country into one establishment, the National Savings Bank (NSB) holds 21.8 million accounts that support the claim of being the most inclusive Bank in Sri Lanka. This case study is based on the 2021 Integrated Annual Report by NSB, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, [&#8230;]</p>
<p>The post <a href="https://sustaincase.com/case-study-how-nsb-creates-economic-value-for-its-stakeholders/">Case study: How NSB creates economic value for its stakeholders</a> appeared first on <a href="https://sustaincase.com">SustainCase - Sustainability Magazine</a>.</p>
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										<content:encoded><![CDATA[<p>Established in 1972 through a Parliamentary Act that merged four traditional savings organisations in the country into one establishment, the National Savings Bank (NSB) holds 21.8 million accounts that support the claim of being the most inclusive Bank in Sri Lanka. <strong>Creating value for its stakeholders over the short, medium, and long-term is a top priority for NSB.</strong>&nbsp;<a href="https://twitter.com/intent/tweet?text=Creating%20value%20for%20its%20stakeholders%20over%20the%20short%2C%20medium%2C%20and%20long-term%20is%20a%20top%20priority%20for%20NSB.&url=https%3A%2F%2Fsustaincase.com%2Fcase-study-how-nsb-creates-economic-value-for-its-stakeholders%2F&via=sustaincase" target="_blank"><i class="fa fa-twitter">&nbsp;</i>Tweet This!</a></p>
<p><strong>This case study is based on the 2021 Integrated Annual Report </strong><strong>b</strong><strong>y</strong> <strong>NSB</strong><strong>, </strong><strong>prepared in accordance with the GRI Standards, that can be found at this </strong><a href="https://www.nsb.lk/wp-content/uploads/2022/06/NSB_AR_2021_Interactive-PDF.pdf" target="_blank" rel="noopener"><strong>link</strong></a><strong>. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.  </strong></p>
<p><a href="https://sustaincase.com/good-communication-with-responsible-csr-reporting/" target="_blank" rel="attachment wp-att-1719 noopener noreferrer"><img fetchpriority="high" decoding="async" class="tie-appear alignnone wp-image-1719" src="https://sustaincase.com/wp-content/uploads/2016/10/Identify-measure-manage-change-1024x139.jpg" alt="Layout 1" width="618" height="84" srcset="https://sustaincase.com/wp-content/uploads/2016/10/Identify-measure-manage-change-1024x139.jpg 1024w, https://sustaincase.com/wp-content/uploads/2016/10/Identify-measure-manage-change-300x41.jpg 300w, https://sustaincase.com/wp-content/uploads/2016/10/Identify-measure-manage-change-768x104.jpg 768w" sizes="(max-width: 618px) 100vw, 618px" /></a></p>
<p><strong>Abstract</strong></p>
<p>NSB seeks to generate, through its operations, sustainable value for its customers, stakeholders, the Sri Lankan economy, and society at large. In order to create economic value for its stakeholders NSB took action to:</p>
<ul>
<li>create economic value for employees</li>
<li>create economic value for depositors</li>
<li>create economic value for providers of capital</li>
<li>create economic value for the government</li>
</ul>
<div class="subscribe-for-free">
<h3>Subscribe for free and read the rest of this case study</h3>
<p>Please subscribe to the SustainCase Newsletter to keep up to date with the latest sustainability news and gain access to over <strong>2000 case studies.</strong> These case studies demonstrate how companies are dealing responsibly with their most important impacts, building trust with their stakeholders (Identify &gt; Measure &gt; Manage &gt; Change).</p>
<h4>With this case study you will see:</h4>
<ul>
<li>Which are the <strong>most important impacts</strong> (material issues) NSB has identified;</li>
<li>How NSB proceeded with <strong>stakeholder engagement</strong>, and</li>
<li><strong>What actions</strong> were taken by NSB to create economic value for its stakeholders</li>
</ul>
</div>
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<p><strong>What are the material issues the company has identified? </strong></p>
<p>In its 2021 Integrated Annual Report NSB identified a range of material issues, such as legal and regulatory compliance, customer service and experience, innovation and agility, skills and capabilities. Among these, creating economic value for its stakeholders stands out as a key material issue for NSB.</p>
<p><strong>Stakeholder engagement in accordance with the GRI Standards </strong></p>
<p>The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:</p>
<p><a href="https://www.globalreporting.org/standards/gri-standards-download-center/gri-101-foundation-containing-standard-interpretation-1/" target="_blank" rel="noopener">“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”</a></p>
<p>Stakeholders must be consulted in the process s of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.</p>
<p><strong>Key stakeholder groups</strong> <strong>NSB engages with: </strong></p>
<p>To identify and prioritise material topics NSB engaged with its stakeholders through the following channels:</p>
<table width="479">
<tbody>
<tr>
<td width="135"><strong>Stakeholder Group</strong></td>
<td width="344"><strong>               Method of engagement </strong></td>
</tr>
<tr>
<td width="135">Shareholder/Investors</td>
<td width="344">·      One to one meetings with representatives from the Ministry of Finance and other investors</p>
<p>·      NSB’s corporate website serves as a key information platform</p>
<p>·      Annual and Interim Financial Statements</p>
<p>·      Communicating long-term focus and strategy through Annual Reports</p>
<p>·      Participation at industry and investor conferences</td>
</tr>
<tr>
<td width="135">Customers</td>
<td width="344">·      Personal interaction through branches and divisions</p>
<p>·      Operational issues are communicated through various platforms, including emails, the corporate website and phones</p>
<p>·      Customer satisfaction ratings are obtained through surveys</p>
<p>·      Information of products and services are spread through promotional campaigns, the corporate website, mass media, and social media</p>
<p>·      Other communication channels include:</p>
<p>·          – Call centres</p>
<p>·          – Corporate events</td>
</tr>
<tr>
<td width="135">Employees</td>
<td width="344">·      One to one interaction between employees and managers</p>
<p>·      Intranet and circulars</p>
<p>·      Quarterly internal newsletters</p>
<p>·      Staff meetings</p>
<p>·      Performance reviews and exit interviews</p>
<p>·      Welfare events and activities</p>
<p>·      Recognised trade union participations</p>
<p>·      Grievance handling mechanism</td>
</tr>
<tr>
<td width="135">Regulators and Government institutions</p>
<p>&nbsp;</td>
<td width="344">·      Complying with laws, regulations, circulars, and directives</p>
<p>·      One to one meetings and interactions with the Government and regulatory representatives</p>
<p>·      Annual and Interim Financial Statements</p>
<p>·      Participating in industry and public forums</p>
<p>·      Responding to statutory examinations carried out by regulatory and Government institutions</p>
<p>·      Engagement on draft regulations and directions</p>
<p>·      Partnering on various social programmes</td>
</tr>
<tr>
<td width="135">Business partners</p>
<p>&nbsp;</td>
<td width="344">·      Potential/new supplier introduction</p>
<p>·      Having regular direct communication with major suppliers</p>
<p>·      Tender processes</p>
<p>·      Service level agreement and service delivery</p>
<p>·      Business/Industry forums</p>
<p>·      Ongoing site visits</p>
<p>·      Meetings and presentations</p>
<p>·      Annual reports</p>
<p>·      Corporate websites</p>
<p>·      Training sessions on products and services</td>
</tr>
<tr>
<td width="135">Society and environment</p>
<p>&nbsp;</td>
<td width="344">·      Community interaction in projects relating to education, health, low-carbon economy, and financial inclusion</p>
<p>·      Corporate website</p>
<p>·      Social media channels</p>
<p>·      Advertorials, interviews, flyers, and notices</p>
<p>·      Annual Reports and Financial statements</td>
</tr>
</tbody>
</table>
<p><strong>What actions were taken by</strong> <strong>NSB to create economic value for its stakeholders</strong><strong>?</strong></p>
<p>In its 2021 Integrated Annual Report NSB reports that it took the following actions for creating economic value for its stakeholders:</p>
<ul>
<li><strong>Creating economic value for employees</strong></li>
<li>In 2021, NSB paid Rs. Mn. 12,970 in personnel costs.</li>
</ul>
<ul>
<li><strong>Creating economic value for depositors</strong></li>
<li>In 2021, NSB paid Rs. Mn. 76,809 to depositors.</li>
</ul>
<ul>
<li><strong>Creating economic value for providers of capital</strong></li>
<li>In 2021, NSB paid Rs. Mn. 3,500 to providers of capital.</li>
</ul>
<ul>
<li><strong>Creating economic value for the government</strong></li>
<li>In 2021, NSB paid Rs. Mn. 12,965 to the government.</li>
</ul>
<p><strong>Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed? </strong></p>
<p>The GRI Standard addressed in this case is: <a href="https://www.globalreporting.org/standards/media/1039/gri-201-economic-performance-2016.pdf" target="_blank" rel="noopener">Disclosure 201-1 Direct economic value generated and distributed</a></p>
<p><strong>Disclosure 201-1 </strong>Direct economic value generated and distributed corresponds to:</p>
<ul>
<li><a href="https://www.globalreporting.org/standards/resource-download-center/sdg-compass-annex-linking-the-sdgs-and-gri-standards/" target="_blank" rel="noopener">Sustainable Development Goal (SDG) 8</a>: Decent Work and Economic Growth</li>
<li><strong>Targets: </strong>8.1, 8.2</li>
<li><a href="https://www.globalreporting.org/standards/resource-download-center/sdg-compass-annex-linking-the-sdgs-and-gri-standards/" target="_blank" rel="noopener">Sustainable Development Goal (SDG) 9</a>: Industry, Innovation and Infrastructure</li>
<li><strong>Targets: </strong>9.1, 9.4, 9.5</li>
</ul>
<p>&nbsp;</p>
<p><strong>78% of the world’s 250 largest companies report in accordance with the GRI Standards</strong></p>
<p>SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.</p>
<p>Research by well-recognised institutions is clearly proving that <a href="https://sustaincase.com/articles-research/" target="_blank" rel="noopener noreferrer">responsible companies can look to the future with optimism</a>.</p>
<p><span style="font-size: 18pt;"><b>7 GRI sustainability disclosures get you started</b></span></p>
<p><b>Any size business can start taking sustainability action</b></p>
<p><span style="font-weight: 400;">GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)</span></p>
<ul>
<li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">Exclusive</span> <span style="font-weight: 400;">FBRH template to begin reporting from day one</span></li>
<li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">Identify your most important impacts on the Environment, Economy and People</span></li>
<li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. </span></li>
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<p><a href="https://fbrh.co.uk/en/gri-sustainability-courses" target="_blank" rel="noopener"><span style="font-weight: 400;">See upcoming training dates.</span></a></p>
<p>References:</p>
<p>This case study is based on published information by NSB, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:</p>
<p><a href="https://www.nsb.lk/wp-content/uploads/2022/06/NSB_AR_2021_Interactive-PDF.pdf" target="_blank" rel="noopener">https://www.nsb.lk/wp-content/uploads/2022/06/NSB_AR_2021_Interactive-PDF.pdf</a></p>
<p>Note to NSB: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please <a href="mailto:editor@sustaincase.com" target="_blank" rel="noopener">contact us</a>.</p>
<p> </div>
<p>The post <a href="https://sustaincase.com/case-study-how-nsb-creates-economic-value-for-its-stakeholders/">Case study: How NSB creates economic value for its stakeholders</a> appeared first on <a href="https://sustaincase.com">SustainCase - Sustainability Magazine</a>.</p>
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