Stakeholder identification and consultation

Please describe which stakeholders (or groups/ types of stakeholders) you have identified, consulted, engaged, collaborated or partnered with for the purpose of implementing the Principles and improving your bank’s impacts. This should include a high-level overview of how your bank has identified relevant stakeholders, what issues were addressed/results achieved and how they fed into the action planning process.

Stakeholder dialogue allows Fana Sparebank to prioritize and identify key focus areas for engagement. Throughout 2023, the main emphasis was placed on Key Resources, with the goal of increasing employee engagement and fostering a sense of ownership of initiatives within the organization.

Key Resources – Engage (High influence and high interest)
These stakeholders have both significant influence and strong interest in using it. Fana Sparebank aims to satisfy and actively involve them in its work.

• The board of directors, management, employees, subsidiaries, suppliers, and customers

Satisfy (High influence and low interest)
These stakeholders hold considerable influence but have limited interest in using it. It is important for Fana Sparebank to ensure their needs are met in relation to projects.

• Authorities, rating agencies and analysts, capital markets and stock exchanges, industry groups, and NGOs

Keep informed (Low influence and high interest)
These stakeholders are interested in the bank’s activities but have limited influence. They may provide valuable insights and should be kept informed about relevant developments.

• The local community, media, educational institutions, and research organizations.

Fana Sparebank also maintains open communication and actively participates in various networks with other stakeholders, including competitors and similar independent savings banks, to share experiences and collaborate.

How does Fana Sparebank promote a culture of responsible banking among its employees?

In its 2025 PRB Reporting and Self-Assessment Template Fana Sparebank reports that it took the following actions to promote a culture of responsible banking among its employees:

Fana Sparebank employs a full-time sustainability officer and has established a sustainability group consisting of staff from various departments and disciplines. Additionally, there are sustainability committees at the departmental level to engage employees, promote involvement, and coordinate sustainability-related activities.

The sustainability group oversees the progress of implementing the bank’s sustainability strategy and reports to the management team.

Employee-led initiatives have prompted Fana Sparebank to take steps that exemplify future expectations, such as certifying the bank as an Eco-Lighthouse (Norwegian: “Miljøfyrtårn”), promoting the use of public transportation for work travel, introducing a weekly meat-free day in the cafeteria, installing beehives on the roof of Fana Sparebank’s headquarters, and participating in an annual shoreline clean-up of a nearby lake.

To further boost engagement, the initiative Bærekraftsskolen (Sustainability School) has been established, aiming to enhance ESG competencies among all employees. A strategy for ESG training has been developed, incorporating a mix of e-learning, workshops, and presentations on sustainability topics.

 

UN Principles for Responsible Banking: Accelerating a positive global transition for people and the planet

With over 300 signatory banks representing almost half of the global banking industry, the Principles for Responsible Banking are the world’s foremost sustainable banking framework. Through these Principles, the banking community takes action to align core strategies, decision-making, lending and investment with the UN Sustainable Development Goals and international agreements such as the Paris Climate Agreement.

FBRH Principles for Responsible Banking (PRB) Assurance:

First class PRB assurance services: The result of solid, hands-on ESG/ Sustainability experience

• • • FBRH is a GRI Certified Training Partner (Global), ISEP Training Centre and a member of CPD.
    • FBRH builds trust. Over 200 reviews from top professionals from around the world demonstrate our ability to build strong, trusting business relationships.
    • FBRH possesses a unique skill set that combines ESG/sustainability certified training, experience in advisory services and report preparation, and ESG/sustainability report assurance.

The combination of all the above empowers FBRH to provide first class Principles for Responsible Banking (PRB) assurance services.

 

References:

This case study is based on published information by Fana Sparebank, 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:

https://www.fanasparebank.no/0615cf605cc2478f86d840075db205c6

Note to Fana Sparebank: 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 contact us.

Stakeholder identification and consultation

Please describe which stakeholders (or groups/ types of stakeholders) you have identified, consulted, engaged, collaborated or partnered with for the purpose of implementing the Principles and improving your bank’s impacts. This should include a high-level overview of how your bank has identified relevant stakeholders, what issues were addressed/results achieved and how they fed into the action planning process.

Socredo participates in various committees, initiatives, and partnerships involving both the private and public sectors, as well as civil society through its involvement with associations. Through these channels, Socredo engages on numerous topics related to the implementation of the PRB within its work and actions. Issues such as climate change, biodiversity, inclusion, and equality are frequently addressed to explore solutions, understand critical challenges, and deepen Socredo’s knowledge.

Socredo recognizes that its employees and Board members are both sustainability ambassadors and key stakeholders. By participating in workshops, conferences, and representing the bank on committees and external missions, they share their expertise and acquire new skills. These experiences help enhance practices and improve Socredo’s sustainable strategy. Here are some examples of how their engagement supports and advances Socredo’s approach:

• During the “Je Marche Pour La Planète” month organized in September 2024, more than 20 Sustainable Development ambassadors contributed to a variety of activities to share knowledge on eco-friendly practices (e.g., learning to make homemade eco-friendly laundry detergent); participated in a walking challenge to raise awareness about health issues; engaged with local actors involved in ecological transition through themed conferences; and organized weekend initiatives such as beach clean-ups.
• During the Carbone 4 onsite mission, 70 employees took part in workshops. Based on their ideas and reflections, they helped shape the bank’s Action Plan.
• The Management and Sustainable Development Department participates in the Regional CEC (Business Convention for Climate), which brings together various local stakeholders to collaboratively develop sustainable solutions for the territory. This platform encourages joint thinking on sustainable initiatives for Socredo’s Fenua, draws inspiration from global practices, and strengthens efforts through partnerships and exchanges with other regional actors.
• An executive director of the bank serves on the Board of CESEC (the Economic, Social, and Cultural Counsel of French Polynesia), playing a direct role in shaping national policies that benefit and protect all citizens.
• A member of the Executive Committee is the chairwoman of FACE (Foundation Act Against Exclusion), actively involved in developing inclusion initiatives and promoting social equity in French Polynesia.
• Executive senior managers participate in the Polynesian branch of MEDEF (Movement of French Companies) to collaborate with other private sector stakeholders and influence policymakers on key industry issues.
• Over the past year, the Sustainable Development team has undergone training provided by the CCISM (Chamber of Commerce and Industry of the Overseas Society) to learn how to conduct a carbon footprint assessment.
• 100% of new staff members completed a training session on Sustainable Development.

Public institutions, organizations, and associations are key stakeholders for Socredo. Engaging with them promotes change and provides valuable insights from the frontlines. Here are some examples of how Socredo engages with them:

• As a founding member or major shareholder of local associations such as FACE and ANAVAI (a crowdfunding platform), Socredo benefits from these partnerships in various ways. These collaborations enable the bank to amplify its message and advance financial inclusion, while also gaining valuable insights from their field activities.
• Socredo partners with impactful organizations such as:
  • Aoa, which is committed to restoring and protecting French Polynesian biodiversity. Through this partnership, Socredo is actively involved in raising awareness among real estate developers about the environmental impact of land clearing for new construction. The goal is to encourage them to consider and incorporate these ecological dynamics into their projects. As part of this collaboration, Socredo proposes a “compensation” initiative where, for every square meter built, the developer contributes a specific amount of money to Aoa. This contribution covers half of the cost, with the bank covering the remaining half.
  • Other associations, public institutions, and private actors, which, in exchange for partnership, share their expertise with Socredo through conferences, workshops, or internal training sessions. An example of this is the installation of a worm composting system at one of the bank’s branches.
• At the request of the University of French Polynesia, Socredo helped design and develop courses for a new Sustainable Development program. The bank contributed by integrating local business needs and expectations to train a new generation of skilled professionals directly within the territory.
• Through the French Polynesian government’s “Fare Ora” (Home for Everyone) initiative, which streamlines administrative processes on remote islands, Socredo will expand its reach to a broader client base. By partnering with this program, the bank enhances its capacity to serve underserved communities, providing access to essential banking products and services that were previously inaccessible.

Finally, Socredo positions its clients as direct stakeholders. The bank highlights and supports MSMEs with innovative or environmentally beneficial initiatives to promote sustainable alternatives and responsible consumption. Moreover, Socredo actively engages with its clients by providing tailored advice to guide them toward more virtuous choices, a commitment further strengthened through the implementation of the MATIE sheet.

Through these various engagements, Socredo aims to involve all its stakeholders, from policymakers to clients, in driving rapid change to address climate issues and promote inclusion at every level. In the long term, the bank aspires to establish itself as a central hub for the Fenua’s activities, fostering a virtuous cycle through its positive impact financing initiatives and emerging as the key player in sustainable development in French Polynesia. Investing in Socredo will accordingly be recognized as a mark of quality and a commitment to resilience.

How does Socredo promote a culture of responsible banking among its employees?

In its 2024 PRB Reporting and Self-Assessment Template Socredo reports that it took the following actions to promote a culture of responsible banking among its employees:

Socredo values the dedication of all its employees in fully embracing its sustainability initiatives and ensuring they feel involved in these changes. To foster this culture, a variety of strategies are implemented, both within the organization and in the broader community.

Strong internal communication is essential for Socredo to effectively raise awareness, highlight initiatives, and cultivate a robust ESG culture. In 2023, more than 40 newsletters, including “The Sustainable Development Minute,” were published on the internal portal, a momentum supported by Socredo’s continually expanding internal network of Sustainable Development ambassadors. Their enthusiasm and dedication have been instrumental in organizing numerous events and projects both within and outside the bank. In September 2024, the second edition of #JeMarchePourLaPlanète month (#IWalkForTheEarth) mobilized around 20 ambassadors to coordinate expert conferences, internal challenges, and awareness workshops promoting eco-friendly behaviours. Additionally, they contributed to the launch of Soc’lib, Socredo’s new fleet of self-service bicycles, aimed at encouraging employees to embrace eco-mobility and collectively contribute to reducing Socredo’s carbon footprint.

Socredo places great importance on integrating its branches, as they reflect the organization’s values and ambitions through the archipelagos. For example, in the reporting year, a worm composter was installed at the Moorea branch. This initiative aims to raise awareness among employees and enhance waste management by valuing organic waste. It also highlights the dedication of Socredo’s client, Nīnamu Solutions, who contributes to the virtuous circle Socredo strives to foster between the bank, its clients, and the community as a whole.

To foster this culture, Socredo encourages its employees to participate in various events and challenges. These include collecting school supplies for children and competing in sporting and solidarity challenges between companies which led to 1MXPF being raised for La SAGA Tahiti, an initiative providing activities during school breaks for the most disadvantaged children—and organizing beach clean-ups.

Promoting this responsible culture at all levels helps raise awareness among employees in their professional roles, leading to improved work performance and a positive influence on clients. Furthermore, Socredo aims for this commitment to extend into employees’ personal lives as responsible citizens.

 

UN Principles for Responsible Banking: Accelerating a positive global transition for people and the planet

With over 300 signatory banks representing almost half of the global banking industry, the Principles for Responsible Banking are the world’s foremost sustainable banking framework. Through these Principles, the banking community takes action to align core strategies, decision-making, lending and investment with the UN Sustainable Development Goals and international agreements such as the Paris Climate Agreement.

FBRH Principles for Responsible Banking (PRB) Assurance:

First class PRB assurance services: The result of solid, hands-on ESG/ Sustainability experience

• • • FBRH is a GRI Certified Training Partner (Global), ISEP Training Centre and a member of CPD.
    • FBRH builds trust. Over 200 reviews from top professionals from around the world demonstrate our ability to build strong, trusting business relationships.
    • FBRH possesses a unique skill set that combines ESG/sustainability certified training, experience in advisory services and report preparation, and ESG/sustainability report assurance.

The combination of all the above empowers FBRH to provide first class Principles for Responsible Banking (PRB) assurance services.

 

References:

This case study is based on published information by Socredo, 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:

https://www.socredo.pf/uploads/documents/cards/unep-fi-self-assessment-2024-version-definitive-677460bb6e7d4480506080.pdf

Note to Socredo: 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 contact us.

Stakeholder identification and consultation

Please describe which stakeholders (or groups/ types of stakeholders) you have identified, consulted, engaged, collaborated or partnered with for the purpose of implementing the Principles and improving your bank’s impacts. This should include a high-level overview of how your bank has identified relevant stakeholders, what issues were addressed/results achieved and how they fed into the action planning process.

The Society’s Stakeholders
The Society’s sustainability efforts are rooted in understanding and responding to the perspectives of its stakeholders. In 2019, the Society’s Board formally identified its key stakeholder groups as members and customers, colleagues, investors, suppliers, community groups, and the environment. This identification was based on an assessment of the Society’s activities and the groups significantly impacted by those activities. To facilitate this understanding, the Society employs a variety of formal and informal mechanisms to gather stakeholder feedback. This engagement ensures that relevant parts of the Society, including the Board, are aware of stakeholder views to support informed decision-making.

Stakeholder Engagement Activities
The Society maintains regular engagement with its stakeholders through multiple channels. These include the annual general meeting, direct discussions with members on key issues via the Members Panel, supplier relationship management meetings, internal research, external benchmarking, and employee feedback through the Great Place to Work Trust Index survey. The Treasury team also regularly interacts with primary wholesale investors and ratings agencies through formal channels. The Deputy Chair, Jo Kenrick, is responsible for understanding colleagues’ views and ensuring they are represented to the Board. Additionally, Brendan O’Connor, one of the Society’s Non-Executive Directors, has a designated role to represent members’ perspectives at the Board level. The Society’s Community Team engages with community groups and partners through facilitated discussions to understand what matters most to them.

Stakeholder engagement plays a crucial role as the Society addresses its environmental footprint. Coventry Building Society is actively collaborating with suppliers to reduce emissions associated with the products and services it purchases. As its second-largest source of emissions, Coventry Building Society aims to partner with its suppliers to achieve a decarbonization target of between 5% and 25% from 2021 to 2030.

While the Society is committed to taking positive action to support a just transition to Net Zero, tackling the climate challenges facing the UK’s housing stock cannot be achieved by the Society alone. It requires collaboration with stakeholders across government, the utilities sector, and housebuilders to reach this goal. In 2023, Coventry Building Society engaged with industry peers on this issue and continued collaborative efforts throughout 2024 and beyond. Given the current geopolitical environment, its subsequent impact on energy prices, and the cost of living crisis, it is more important than ever to focus on improving the energy efficiency of UK housing.

Regular stakeholder engagement helps Coventry Building Society identify the most relevant sustainability issues, ensures its strategy aligns with those priorities, and informs its broader decision-making process. This ongoing process is supported by Coventry Building Society’s annual materiality assessments.

How does Coventry Building Society promote a culture of responsible banking among its employees?

In its 2024 PRB Report Coventry Building Society reports that it took the following actions to promote a culture of responsible banking among its employees:

Coventry Building Society’s strategic priority includes creating an inspiring environment that better reflects the diversity of its city and communities. The Society aims to provide a safe, inclusive, and engaging workplace for its employees, supporting their health and wellbeing. This begins with a set of shared goals, approved by the Board, that guide the actions of colleagues throughout the Society.

Effective communication is essential, and Coventry Building Society dedicates time and effort to foster understanding of its ambitions, goals, and the impact each individual can have. This includes numerous opportunities for colleagues to share their opinions, whether through engagement sessions with the Board and Executive, all-Society surveys, or via representative bodies such as Unite the Union and My Society, its employee forum.

Values: Coventry Building Society’s culture is rooted in its shared ‘CARES’ values, which focus on being Caring, Ambitious, Responsible, Empowering, and Straightforward in interactions with each other, members, customers, and other stakeholders. These values serve as a key driver of employee engagement and help sustain a strong organizational culture. The Society’s approach to its people is guided by its purpose and values, shaping all aspects of talent acquisition, personal and career development, wellbeing, and the overall colleague experience.

Coventry Building Society is a place to grow, develop, and learn. In 2023, the Society achieved these ambitions through initiatives such as:

• Filling 43% of roles with existing colleagues;
• Expanding its colleague-led Networks to include Asian and Carers networks;
• Introducing the “Time for You” allowance, enabling colleagues to dedicate time to wellbeing and development;
• Employing 36 interns, 77 apprentices, and 9 graduates;
• Facilitating 4,800 hours of learning each month.

Reward: Coventry Building Society’s reward proposition reflects its shared values and focus on wellbeing. Compensation is benchmarked externally against comparable roles within financial services. For customer-facing roles, the Society operates pay accreditation schemes that offer opportunities for pay increases as colleagues develop role-specific skills and capabilities. The Society is committed to pay equity and conducts regular reviews to ensure fair compensation for all employees performing similar work. Benefits are available to all staff, regardless of whether they work full-time or part-time.

The Society does not offer individual bonuses to employees, as such awards could pose risks to its culture and potentially shift focus onto individual priorities. Instead, it operates a Success Share scheme overseen by the Remuneration Committee, which is aligned with the Society’s strategic scorecard. This scheme includes a range of measures spanning financial, risk, customer and people. Under Success Share, every employee, regardless of role, receives the same percentage award.

Employee Code of Conduct: Coventry Building Society’s Employee Code of Conduct outlines its commitments to doing the right thing. This document is designed to ensure all colleagues: (i) act professionally, cooperatively, courteously, and inclusively in the performance of their duties; (ii) behave with honesty and integrity; (iii) conduct both their personal and professional lives in a manner that does not pose a risk to the Society or its reputation; (iv) understand the standards of behaviour and conduct expected by regulators and the potential consequences of failing to meet these standards; and (v) appropriately manage and report conflicts of interest. This underscores the broader principle that all colleagues contribute to shaping the Society’s culture.

Policies: Coventry Building Society has a range of policies aimed at fostering a culture of responsible behaviour among its employees, including the Anti-Money Laundering, Terrorist Financing, and Facilitation of Tax Evasion Risk Management Policy; the Anti-Bribery and Inducements Policy; the Whistleblowing Policy; and the Data Protection Policy. Responsible business conduct toward the Society’s customers is outlined in the Society’s Conduct Risk Framework. Behaviour between colleagues is detailed in the Employee Handbook, which also sets expectations for engagement with customers. Responsible conduct toward suppliers is covered in the Society’s Supplier Code of Conduct.

Training: All employees, whether temporary or permanent, are required to complete training on financial crime prevention, including anti-money laundering (AML), fraud, and anti-corruption. Additional mandatory training programmes include whistleblowing procedures, which explain how concerns can be raised—anonymously if desired—along with data protection and cyber security awareness in the workplace.

 

UN Principles for Responsible Banking: Accelerating a positive global transition for people and the planet

With over 300 signatory banks representing almost half of the global banking industry, the Principles for Responsible Banking are the world’s foremost sustainable banking framework. Through these Principles, the banking community takes action to align core strategies, decision-making, lending and investment with the UN Sustainable Development Goals and international agreements such as the Paris Climate Agreement.

FBRH Principles for Responsible Banking (PRB) Assurance:

First class PRB assurance services: The result of solid, hands-on ESG/ Sustainability experience

• • • FBRH is a GRI Certified Training Partner (Global), ISEP Training Centre and a member of CPD.
    • FBRH builds trust. Over 200 reviews from top professionals from around the world demonstrate our ability to build strong, trusting business relationships.
    • FBRH possesses a unique skill set that combines ESG/sustainability certified training, experience in advisory services and report preparation, and ESG/sustainability report assurance.

The combination of all the above empowers FBRH to provide first class Principles for Responsible Banking (PRB) assurance services.

 

References:

This case study is based on published information by Coventry Building Society, 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:

https://www.coventrybuildingsociety.co.uk/content/dam/cbs/member/pdfs/esg/sustainability/Principles-for-Responsible-Banking-Report-2024.pdf

Note to Coventry Building Society: 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 contact us.

Stakeholder identification and consultation

Please describe which stakeholders (or groups/ types of stakeholders) you have identified, consulted, engaged, collaborated or partnered with for the purpose of implementing the Principles and improving your bank’s impacts. This should include a high-level overview of how your bank has identified relevant stakeholders, what issues were addressed/results achieved and how they fed into the action planning process.

China Minsheng Bank proactively engaged with its stakeholders to better comprehend and address their needs by establishing a long-term communication framework. It focused on material ESG issues as guiding principles for action and reporting disclosures. In accordance with the ESG Reporting Code, China Minsheng Bank has developed different communication channels tailored to its business characteristics and stakeholder types to identify their primary ESG concerns. The table below outlines the key stakeholders, their main ESG concerns, and the corresponding communication channels.

Table: Stakeholder Engagement

Major stakeholders	Key ESG issues	Main communication and feedback channels
Government and regulators	Green development opportunities, climate change and the “Carbon Peak and Carbon Neutrality” goals, green operation and energy saving and emission reduction, rural revitalization, NSOEs and MSEs, inclusive finance, information security, people-oriented development and public welfare and charity	Policy consultations, work reports, information disclosures, routine inspections, regulatory meetings, carbon verification
Investors/ shareholders	NSOEs and MSEs, inclusive finance, customer service and business ethics	Shareholders’ meetings, information disclosures, regular announcements, investor hotline
Customers	Green development opportunities, climate change and the “Carbon Peak and Carbon Neutrality” goals, information security, people-oriented development and business ethics	Customer satisfaction survey, 95568 hotline, complaint at lobbies, complaint by letter and visits
Employees	NSOEs and MSEs, customer service, information security, people-oriented development and business ethics	Employee representatives congress, employee activities, employee happiness index survey
Community and NGOs	Green development opportunities, climate change and the “Carbon Peak and Carbon Neutrality” goals, green operation and energy saving and emission reduction, rural revitalization, inclusive finance, customer service, information security, people-oriented development, public welfare and charity, business ethics and ESG management of suppliers	Volunteer activities, community educations, environmental protection actions
Suppliers	Rural revitalization, NSOEs and MSEs, customer service, information security, business ethics and ESG management of suppliers	Open bidding process, supplier reviews, supplier hotline

During the reporting period, to gain comprehensive insights into the perceptions of ESG materiality from both internal and external stakeholders, China Minsheng Bank carried out a questionnaire survey targeting groups such as shareholders, institutional investors, customers, suppliers, and employees. This survey invited them to assess the significance of various ESG issues from their own perspectives. Serving as a supplement to regular communication channels, the survey provided valuable guidance and support for evaluating the materiality of the bank’s ESG concerns.

How does China Minsheng Bank promote a culture of responsible banking among its employees?

In its 2024 PRB Responsible Banking Progress Statement China Minsheng Bank reports that it took the following actions to promote a culture of responsible banking among its employees:

China Minsheng Bank continuously enhances its employee performance management system, leveraging performance evaluations to support stable business operations and sustainable growth. Regarding evaluation models, the bank established performance assessments based on job responsibilities and professional competence evaluations rooted in employees’ skills. By integrating quantitative and qualitative indicators, China Minsheng Bank provided a comprehensive and balanced appraisal of employees’ contributions, encouraging them to improve their overall capabilities. In setting assessment criteria, the bank incorporated results from inclusive finance and green credit evaluations, along with internal assessments related to consumer rights protection, into the evaluation system for staff involved in relevant roles. For employees handling significant risk issues, a “one-vote veto system” was implemented to reinforce their sense of responsibility and compliance awareness, aligning with the bank’s commitment to sustainable development.

China Minsheng Bank also organized specialized training programs and seminars focused on green finance, covering areas such as green finance development, carbon reduction loans, innovation and promotion of carbon finance, ESG risk management, carbon accounting, and green business identification. These training sessions lasted over 20 hours. They enabled relevant business and risk personnel to gain in-depth understanding of the current state and trends in green finance, explore innovative practices in carbon finance, analyze typical cases like carbon reduction loans and sustainability-linked loans, and learn about ESG risk management requirements. These efforts aimed to further enhance the professional expertise of the bank’s staff in the field of green finance.

 

UN Principles for Responsible Banking: Accelerating a positive global transition for people and the planet

With over 300 signatory banks representing almost half of the global banking industry, the Principles for Responsible Banking are the world’s foremost sustainable banking framework. Through these Principles, the banking community takes action to align core strategies, decision-making, lending and investment with the UN Sustainable Development Goals and international agreements such as the Paris Climate Agreement.

FBRH Principles for Responsible Banking (PRB) Assurance:

First class PRB assurance services: The result of solid, hands-on ESG/ Sustainability experience

• • • FBRH is a GRI Certified Training Partner (Global), ISEP Training Centre and a member of CPD.
    • FBRH builds trust. Over 200 reviews from top professionals from around the world demonstrate our ability to build strong, trusting business relationships.
    • FBRH possesses a unique skill set that combines ESG/sustainability certified training, experience in advisory services and report preparation, and ESG/sustainability report assurance.

The combination of all the above empowers FBRH to provide first class Principles for Responsible Banking (PRB) assurance services.

 

References:

This case study is based on published information by China Minsheng Bank, 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:

https://en.cmbc.com.cn/cmbc_en/cmbc_today/esg/esg_information/index.html

Note to China Minsheng Bank: 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 contact us.

Stakeholder identification and consultation

Please describe which stakeholders (or groups/ types of stakeholders) you have identified, consulted, engaged, collaborated or partnered with for the purpose of implementing the Principles and improving your bank’s impacts. This should include a high-level overview of how your bank has identified relevant stakeholders, what issues were addressed/results achieved and how they fed into the action planning process.

The key stakeholders identified by Creand Crèdit Andorrà include: customers, who are central to its business decisions and its very purpose; shareholders, as the owners of the entity; employees, its most valuable asset and essential to overcoming challenges; the community, where Creand Crèdit Andorrà aims to make a positive impact by supporting its progress and social, economic, and environmental development; suppliers, vital for ensuring the delivery of high-quality and secure services; and the media, whose role in informing and influencing society is increasingly significant in a transparent world.

Between 2023 and 2024, the bank carried out a new materiality assessment to review, identify, and prioritize factors that could have a substantial impact on Creand from an economic, social, and environmental (ESG) perspective. Creand Crèdit Andorrà adopted a dual materiality approach aligned with the latest standards, focusing on two aspects: impact materiality, which examines the actual or potential effects of the bank’s activities on the environment and stakeholders; and financial materiality, which considers the possible economic repercussions of ESG risks and opportunities for the bank.

To develop this analysis, maintaining ongoing dialogue with the public and stakeholders was essential. Accordingly, consultations were held with shareholders, management, employees, customers, suppliers, and the community. Additionally, to deepen the understanding of dual materiality, a workshop was organized with employees from various departments and organizational levels to gather and share perceptions and expectations. The bank has undertaken several actions aimed at the following stakeholders:

Community

Creand Crèdit Andorrà implements a variety of initiatives designed for the general public, aiming to provide accessible tools, knowledge, and experiences to all members of society, regardless of age or social background:
• Public debates
• School sessions
• Training programs
• Large-scale conferences
• Content for social media
• Podcasts
• Media collaborations
• Creand Chair of Entrepreneurship and Banking (IESE)

Suppliers

In 2024, Creand Crèdit Andorrà focused on developing a supplier contracting document that incorporates an ESG questionnaire. This document is currently under review to ensure it complies with Andorran data protection laws and to strengthen its overall effectiveness. At the same time, efforts have been made to advance and finalize two policies related to supplier relationship management, which serve as a foundation for integrating ESG criteria more broadly into the upstream value chain:
• Outsourcing Functions Policy
• Supplier Selection and Evaluation Policy

These policies were expected to be approved by May 2025 and will facilitate actions across various areas, including the potential development of subsidiary-specific policies.

Employees

With regard to employee-focused actions, the bank has approved a Remote Work Policy aimed at enhancing flexibility and work-life balance, while also contributing to a reduction in employee commuting. Accordingly, Creand Crèdit Andorrà is committed to conducting a new mobility survey once the policy has had sufficient time to take effect (after 6 months of implementation), in order to assess whether emission reduction targets related to employee travel can be established.

How does Creand Crèdit Andorrà promote a culture of responsible banking among its employees?

In its 2024 PRB Reporting and Self-Assessment Template Creand Crèdit Andorrà reports that it took the following actions to promote a culture of responsible banking among its employees:

As a prerequisite for implementing the Principles, it is essential to foster an internal culture of awareness and commitment. This ensures that the workforce aligns with the project’s values and objectives, ultimately reflecting the broader international frameworks that underpin the Principles, such as the Paris Agreement. To this end, targeted training has been provided to members of the task force.

Creand Crèdit Andorrà has also established a communication plan aimed at all internal and external stakeholders to promote and raise awareness of the UNEP FI project. This plan, which is regularly updated to maximize its effectiveness, includes actions to communicate milestones achieved and progress made in implementing the Principles.

Regarding the Environmental Management System, training is incorporated into the annual mandatory employee training program, ensuring new employees are also informed. Additionally, the corporate intranet serves as a platform for internal communication, complemented by a dedicated sustainability webpage on the bank’s corporate website.

To enhance sustainability awareness among employees, the bank has approved a Sustainable Mobility Plan, aligned with the Government of Andorra’s National Mobility Strategy (2021-2050) and in accordance with the Law on the Promotion of Energy Transition and Climate Change (LITECC). The plan aims to reduce employee travel and contribute to lowering the organization’s CO2 emissions. It includes various measures, monitoring indicators, a timetable, and a communication strategy to announce and promote the initiatives and objectives.

Since 2022, Creand Crèdit Andorrà has been running the Experts programme, a financial education initiative designed to broaden financial literacy and outreach. This programme involves bank employees with expertise in areas such as market analysis, macroeconomics, innovation, investments, and people management.

Finally, at the end of 2023, the Sustainability Unit organized a workshop involving various staff members—including technicians, department heads, and managers from strategic areas. The purpose was to enrich the dual materiality analysis by capturing diverse perceptions and expectations related to ESG aspects from different departmental perspectives. The insights gained were integrated into the overall analysis process, contributing to a more comprehensive understanding of material sustainability issues.

 

UN Principles for Responsible Banking: Accelerating a positive global transition for people and the planet

With over 300 signatory banks representing almost half of the global banking industry, the Principles for Responsible Banking are the world’s foremost sustainable banking framework. Through these Principles, the banking community takes action to align core strategies, decision-making, lending and investment with the UN Sustainable Development Goals and international agreements such as the Paris Climate Agreement.

FBRH Principles for Responsible Banking (PRB) Assurance:

First class PRB assurance services: The result of solid, hands-on ESG/ Sustainability experience

• • • FBRH is a GRI Certified Training Partner (Global), ISEP Training Centre and a member of CPD.
    • FBRH builds trust. Over 200 reviews from top professionals from around the world demonstrate our ability to build strong, trusting business relationships.
    • FBRH possesses a unique skill set that combines ESG/sustainability certified training, experience in advisory services and report preparation, and ESG/sustainability report assurance.

The combination of all the above empowers FBRH to provide first class Principles for Responsible Banking (PRB) assurance services.

 

References:

This case study is based on published information by Creand Crèdit Andorrà, 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:

https://creandgroup.com/wp-content/uploads/ICA_Creand_2024_complet_ANG_30.07.pdf

Note to Creand Crèdit Andorrà: 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 contact us.

Stakeholder identification and consultation

Please describe which stakeholders (or groups/ types of stakeholders) you have identified, consulted, engaged, collaborated or partnered with for the purpose of implementing the Principles and improving your bank’s impacts. This should include a high-level overview of how your bank has identified relevant stakeholders, what issues were addressed/results achieved and how they fed into the action planning process.

Fidelity Bank remains dedicated to meaningful stakeholder engagement as a fundamental part of its sustainability approach and the application of its principles. The bank identifies and prioritizes stakeholders based on their relevance to its operations, the potential impact of its activities on them, and their interest in sustainability matters. Fidelity Bank’s engagement practices are guided by the principles of inclusiveness, transparency, and accountability. Insights gained from these interactions inform the bank’s materiality assessments, influence policy decisions, and support the ongoing enhancement of its sustainability initiatives.

Key stakeholder groups and engagement methods include:

• Customers: Connected through feedback surveys, social media, focus groups, customer service channels, relationship managers, and complaints management systems to understand their needs and expectations.
• Employees: Engaged via the intranet, staff meetings, newsletters, training sessions, surveys, performance appraisals, employee resource groups, and whistleblowing channels to foster alignment with the bank’s objectives and promote a responsible workplace.
• Investors and Shareholders: Consulted during Annual General Meetings, investor presentations, sustainability reports, investor relations platforms, and analyst calls to share performance updates and strategic insights.
• Regulators: Interacted with through regulatory submissions, consultations, formal meetings, and participation in industry working groups to ensure compliance and contribute to sector policy development.
• Suppliers: Managed through audits, contractual agreements, workshops, and review meetings to promote responsible sourcing and uphold ethical standards.
• Communities: Engaged via town hall meetings, collaborations with local organizations, social investment programs, and grievance mechanisms to support local development and address community concerns.
• NGOs and Civil Society: Collaborated on specific environmental and social projects and participated in multi-stakeholder initiatives promoting sustainable development.
• Media: Engaged through press releases, briefings, interviews, and social media to ensure transparency and communicate important updates.
• Government: Interacted with relevant ministries, departments, and agencies through meetings, conferences, and joint initiatives, especially on regulatory and policy issues.
• Industry Peers: Participated in industry associations, benchmarking activities, and collaborative platforms to share knowledge and advance collective sustainability efforts.

These stakeholder engagement efforts have been vital in shaping Fidelity Bank’s sustainability strategy, enhancing transparency, and strengthening its social license to operate.

How did Fidelity Bank work with its clients and customers to encourage sustainable practices and enable sustainable economic activities?

In its 2024 PRB Progress Report Fidelity Bank reports that it works with its clients and customers to encourage sustainable practices and enable sustainable economic activities as follows:

Fidelity Bank actively engages clients and customers to promote sustainable practices and facilitate the transition toward a more inclusive and low-carbon economy. The bank’s engagement strategy integrates product innovation, awareness campaigns, policy enforcement, and ongoing client support.

Fidelity Bank maintains regular communication through calls, emails, various media platforms, and other channels to raise sustainability awareness, encourage responsible business conduct, and share pertinent information, including updates on regulatory expectations and environmental, social, and governance (ESG) best practices. As part of its lending procedures, environmental and social (E&S) conditions are incorporated into offer letters for borrowing clients. Based on the E&S risk classification of their businesses, clients are required to submit quarterly compliance reports. The bank also conducts site visits to verify compliance and provide guidance where necessary.

To enable sustainable economic activities, Fidelity Bank offers customized green financing solutions. In 2024, the bank facilitated 482 transactions through its green products, including the Fidelity Easy Asset Lease Scheme (Solar Power) and Green Energy Financing, totalling ₦509,006,379. Additionally, the bank is developing new sustainable offerings, such as the Fidelity Green App—a digital platform designed to connect providers and consumers of green products and services. Further green products are under consideration to assist clients in adopting sustainable business models.

These initiatives not only strengthen client relationships but also reinforce Fidelity Bank’s commitment to responsible banking and contribute to broader environmental and social outcomes.

 

UN Principles for Responsible Banking: Accelerating a positive global transition for people and the planet

With over 300 signatory banks representing almost half of the global banking industry, the Principles for Responsible Banking are the world’s foremost sustainable banking framework. Through these Principles, the banking community takes action to align core strategies, decision-making, lending and investment with the UN Sustainable Development Goals and international agreements such as the Paris Climate Agreement.

FBRH Principles for Responsible Banking (PRB) Assurance:

First class PRB assurance services: The result of solid, hands-on ESG/ Sustainability experience

• • • FBRH is a GRI Certified Training Partner (Global), ISEP Training Centre and a member of CPD.
    • FBRH builds trust. Over 200 reviews from top professionals from around the world demonstrate our ability to build strong, trusting business relationships.
    • FBRH possesses a unique skill set that combines ESG/sustainability certified training, experience in advisory services and report preparation, and ESG/sustainability report assurance.

The combination of all the above empowers FBRH to provide first class Principles for Responsible Banking (PRB) assurance services.

 

References:

This case study is based on published information by Fidelity Bank, 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:

https://www.fidelitybank.ng/documents/Fidelity-Bank-Sustainability-And-Climate-Report-2024.pdf

Note to Fidelity Bank: 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 contact us.

Stakeholder identification and consultation

Please describe which stakeholders (or groups/ types of stakeholders) you have identified, consulted, engaged, collaborated or partnered with for the purpose of implementing the Principles and improving your bank’s impacts. This should include a high-level overview of how your bank has identified relevant stakeholders, what issues were addressed/results achieved and how they fed into the action planning process.

Following the materiality analysis conducted in 2017 on its sustainable development priorities, Desjardins polled its members in 2024, with the majority (73%) indicating that sustainable development is important to them. Over recent years, Desjardins has carried out additional surveys of its personal and business members and clients to better understand their priorities and concerns related to sustainability and responsible finance. These surveys have provided further insights into how well Canadians comprehend sustainable development and responsible financial practices.

Surveying stakeholders has helped Desjardins identify what matters most to its members and clients. These priorities are addressed in the “Listening to Our Stakeholders” section of Desjardins’ Social and Cooperative Responsibility Report. Desjardins collaborates with all levels of government, regulators, and other standard-setting organizations on various issues, which are also detailed in the same section of its Social and Cooperative Responsibility Report.

Through numerous partnerships, Desjardins remains committed to supporting communities in the energy transition and taking action against climate change and biodiversity loss. These partnerships foster university research and training, promote the development of practical solutions for economic stakeholders, and enhance climate education and engagement. For more information, please refer to the diagram of Desjardins’ environmental and climate action partners.

Additionally, Desjardins has participated in several working groups organized by UNEP FI to support the implementation of the Principles for Responsible Banking (PRB), the Principles for Sustainable Insurance (PSI), and the Commitment to Financial Health and Inclusion. These groups facilitate discussions and collaborative efforts on ESG issues with financial institutions worldwide.

Desjardins is also a member of the Climate Montreal Partnership (in French only), a coalition of nearly 100 Montreal-based economic, philanthropic, institutional, and environmental stakeholders working together to accelerate Montreal’s decarbonization and build climate resilience within the timelines outlined by climate science. Furthermore, Desjardins participates in the Quebec Climate Partnership’s engagement committee (in French only), which aims to mobilize Quebec City’s economic forces. As an ambassador advocating for enhanced climate action in Quebec City, Desjardins contributes to setting priorities and will participate in upcoming climate action summits in the province’s capital.

How does Desjardins promote a culture of responsible banking among its employees?

In its 2024 PRB Reporting and Self-Assessment Template Desjardins reports that it took the following actions to promote a culture of responsible banking among its employees:

At Desjardins, responsible finance is a core part of its identity as a cooperative. An entire section dedicated to responsible finance is included in Desjardins’ Social and Cooperative Responsibility Report. Desjardins communicates its commitment to responsible finance to all employees through the Desjardins Fundamentals learning pathway, which consists of individual and group activities designed to foster a shared understanding of what it means to operate as a cooperative. In 2022, Desjardins implemented mandatory training on sustainability and responsible finance, complemented by additional modules on climate change and specialized topics such as responsible investment and sustainable insurance. These modules are integrated into training plans tailored for various key roles within the organization. For instance, training on ESG integration was launched in 2023 to educate and raise awareness among all business advisors. In 2024, over 2,028 employees across different departments participated in Climate Fresk workshops to grasp the fundamentals of climate change.

Desjardins’ commitment is also embedded in its processes. For example, there is a procedure for assessing ESG factors in large business financing, which helps identify and manage environmental and social risks within the loan portfolio. For more information on Desjardins’ approach to responsible finance, please refer to section 2.4, Responsible Products and Services, of its Social and Cooperative Responsibility Report.

Furthermore, the organization’s president and CEO, Guy Cormier, champions responsible finance. Desjardins was a partner of the 2023 Sustainable Finance Summit in Montreal, where Guy Cormier participated in a discussion alongside Mark Carney, former Governor of the Bank of Canada and the Bank of England, and UN Special Envoy on Climate Action and Finance. During this discussion, they explored the vital role of financial institutions in promoting sustainable finance and transitioning to a sustainable economy. They also addressed the challenges and opportunities related to sustainable finance, financial innovation and mobilization, as well as the importance of transparency and reporting.

Desjardins has also incorporated an ESG component into its employee and manager incentive structure (bonus plan). This component is based on an indicator that compares Desjardins’ ESG performance to that of its peers in North America, as evaluated by four ESG rating agencies.

 

UN Principles for Responsible Banking: Accelerating a positive global transition for people and the planet

With over 300 signatory banks representing almost half of the global banking industry, the Principles for Responsible Banking are the world’s foremost sustainable banking framework. Through these Principles, the banking community takes action to align core strategies, decision-making, lending and investment with the UN Sustainable Development Goals and international agreements such as the Paris Climate Agreement.

FBRH Principles for Responsible Banking (PRB) Assurance:

First class PRB assurance services: The result of solid, hands-on ESG/ Sustainability experience

• • • FBRH is a GRI Certified Training Partner (Global), ISEP Training Centre and a member of CPD.
    • FBRH builds trust. Over 200 reviews from top professionals from around the world demonstrate our ability to build strong, trusting business relationships.
    • FBRH possesses a unique skill set that combines ESG/sustainability certified training, experience in advisory services and report preparation, and ESG/sustainability report assurance.

The combination of all the above empowers FBRH to provide first class Principles for Responsible Banking (PRB) assurance services.

 

References:

This case study is based on published information by Desjardins, 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:

https://www.desjardins.com/content/dam/pdf/en/about-us/community/sustainable-development/reports/2024-principles-responsible-banking.pdf

Note to Desjardins: 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 contact us.

Stakeholder identification and consultation

Please describe which stakeholders (or groups/ types of stakeholders) you have identified, consulted, engaged, collaborated or partnered with for the purpose of implementing the Principles and improving your bank’s impacts. This should include a high-level overview of how your bank has identified relevant stakeholders, what issues were addressed/results achieved and how they fed into the action planning process.

In line with its commitment to corporate social responsibility, Orabank Group has conducted a thorough process to identify and map its stakeholders, in accordance with Principle #1 of the ISO 26000 standard. Orabank Group’s approach is grounded in GRI standards, ensuring a rigorous and standardized methodology. The process started with a review of relevant documents and a benchmarking of international and sector-specific practices, followed by an assessment of how Orabank Group engages with its stakeholders. This enabled Orabank Group to categorize its stakeholders into homogeneous groups and sub-groups, allowing for a deeper understanding of their expectations and priorities.

After completing the stakeholder mapping, the results were presented to the Steering Committee, composed of the Communications Departments from the countries where Oragroup operates. A collaborative exercise followed to assess the criticality of each stakeholder group and to validate their prioritization. This process enabled Orabank Group to concentrate its efforts on the most influential and relevant stakeholders for its sustainability initiatives.

Recognizing its role as a significant economic player, Orabank Group is committed to a proactive corporate social responsibility approach. This strategy not only helps Orabank Group contribute to the sustainable economic development of the countries where it operates but also supports the overall performance of the Group. Orabank Group incorporates the key interests of its stakeholders while adopting a pragmatic and realistic perspective on the specific challenges faced in each region and business sector.

Ultimately, the quality of service provided by Oragroup depends on several factors: the dedication of its employees, collaboration with its suppliers and partners, and the trust Orabank Group establishes with its customers, investors, and other stakeholders. Orabank Group’s business model is built on these strong relationships, which ensure the sustainability of its activities and satisfy the expectations of its stakeholders.

How does Orabank Group promote a culture of responsible banking among its employees?

In its 2024 PRB Reporting and Self-Assessment Template Orabank Group reports that it took the following actions to promote a culture of responsible banking among its employees:

Orabank Group has undertaken various initiatives to foster a culture of responsible banking among its staff. Since 2014, the Group has launched an online Corporate Social Responsibility (CSR) training program designed to raise employees’ awareness of sustainable development issues and help them integrate these principles into daily operations. This training is accessible to all staff members, with special modules tailored for customer-facing employees, focusing on incorporating ESG (Environmental, Social, and Governance) criteria into their roles. By June 2023, over 1,700 employees had completed the program, strengthening Oragroup’s collective commitment to responsible banking practices.

Meanwhile, Orabank Group has actively involved its management and leaders in promoting the CSR vision by organizing seminars and workshops aimed at clarifying strategic goals and spreading the bank’s core values. Communicating sustainability issues is a fundamental aspect of the internal management approach, helping to strengthen the teams’ dedication to the Group’s principles.

Finally, CSR is incorporated into employee performance management at Oragroup. The Group ties certain performance metrics to sustainability objectives, motivating employees to embed these principles into their everyday activities. While the specifics of compensation structures are not explicitly outlined, it is evident that integrating CSR into performance goals fosters a culture of responsible banking. Collectively, these efforts contribute to establishing Orabank Group as a proactive institution dedicated to promoting more inclusive and sustainable finance across Africa.

 

UN Principles for Responsible Banking: Accelerating a positive global transition for people and the planet

With over 300 signatory banks representing almost half of the global banking industry, the Principles for Responsible Banking are the world’s foremost sustainable banking framework. Through these Principles, the banking community takes action to align core strategies, decision-making, lending and investment with the UN Sustainable Development Goals and international agreements such as the Paris Climate Agreement.

FBRH Principles for Responsible Banking (PRB) Assurance:

First class PRB assurance services: The result of solid, hands-on ESG/ Sustainability experience

• • • FBRH is a GRI Certified Training Partner (Global), ISEP Training Centre and a member of CPD.
    • FBRH builds trust. Over 200 reviews from top professionals from around the world demonstrate our ability to build strong, trusting business relationships.
    • FBRH possesses a unique skill set that combines ESG/sustainability certified training, experience in advisory services and report preparation, and ESG/sustainability report assurance.

The combination of all the above empowers FBRH to provide first class Principles for Responsible Banking (PRB) assurance services.

 

References:

This case study is based on published information by Orabank Group, 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:

https://www.orabank-reporting.fr/wp-content/uploads/2025/05/PRB-Reporting-and-Self-Assessment-ORAGROUP-ENG.pdf

Note to Orabank Group: 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 contact us.