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

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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