Martin Rohner (Alternative Bank Switzerland) David Korslund (GABV) The Scorecard 2016 and 2020 Martin Rohner (Alternative Bank Switzerland) David Korslund (GABV)

Scorecard Development The Scorecard is a structured way to capture the vision and strategy of a bank and identifiable results The Scorecard, developed with Global Alliance practitioner knowledge and experience, uses a sustainability perspective to make possible for any bank: Self-assessment Structured reporting Stakeholder assessment The Scorecard: 2016 and 2020

Scorecard Structure – A reminder Basic Requirements Quantitative Factors Qualitative Elements Regulated Banking Institution Sustainability Mission Transparency Financial Viability Real Economy Focus Triple Bottom Line Focus Strategic Direction Implementation Identifiable Results STOP Base Sustainability Assessment Sustainability Assessment Calibration GO The Scorecard: 2016 and 2020

From Base Score to Final Assessment All GABV Member Banks should score C or higher Quantitative Factors: Used as input for algorithm to calculate Base assessment 90-100 75-89 60-74 45-59 30-44 15-29 0-15 Qualitative Elements: Used for a calibration of +/- max 20 points to determine Final Assessment and Ranking 90-100 75-89 60-74 45-59 30-44 15-29 0-15 A B C D E F G The Scorecard: 2016 and 2020

Core Base Score Concept - Quantitative Money at Risk Exposures Value banks deliver is mainly determined by Money at Risk Exposures Real Economy vs. Financial Economy (30%) Key differentiating factor is relative exposure to Real and Financial Economy Triple Bottom Line (40%) Societal Value differentiation is from exposure to clients delivering: Social Empowerment Environmental Regeneration Economic Resiliency On Balance Sheet Real Economy Financial Non-Balance Sheet Non-Triple Bottom Line Triple Bottom Line The Scorecard: 2016 and 2020

Calibrating the Score – Qualitative Leadership Organizational Structure Products & Services Management Systems Human Resource Tools Performance Reporting Qualitative Elements are critical to capturing the culture of a bank Quantitative Factors can only provide a useful base A bank’s culture is the key driver of delivering societal value The identified Qualitative Elements provide comprehensive insight Calibration process and rigour using the Qualitative Elements is a key development point Broad stakeholder involvement needed Base Sustainability Score Changed ±20 points The Scorecard: 2016 and 2020

2016 Scorecard Deliverables Banking Sector GABV Members – 50% publish Scorecards on shared website At least 2 non-GABV banks use Scorecard (for a fee) Investors SFRE fully uses Scorecard and publishes on shared website Discussions underway with at least one institutional investor or collective investment fund for use of the Scorecard in investment and reporting process Civil Society/Government Partnerships for use of Scorecard under discussion with at least two Civil Society organisations and at least one Regulator The Scorecard: 2016 and 2020

2020 Scorecard Aspirations Banking Sector GABV Members and Partner Banks – 100% publish Scorecards on shared website Number of banks use Scorecard (for fee) with 50% publishing on shared website Investors SFRE and two other collective investment funds fully use Scorecard and publish on shared website Societal Value Index for largest banks in the world established and used by institutional investors for investing in banking sector Civil Society/Government Active partnerships for use of Scorecard with at least three Civil Society organisations and at least four Regulators The Scorecard: 2016 and 2020

Questions How can my bank use the Scorecard most efficiently as a self assessment and improvement tool? How can my bank use the Scorecard to communicate with stakeholders and differentiate my strategy and execution from my competitors? The Scorecard: 2016 and 2020