GRI Content Index

102-18

Triodos Bank has a dual board structure. The daily management of Triodos Bank lies with the Executive Board. The supervisory function is entrusted with the Supervisory Board. The Executive Board is amongst others responisble for decisionmaking on economic, environmental and social impacts. See: Corporate Governance

102-19

Through Triodos Bank's mission statement and Business Principles environmental and social issues are deeply ingrained in all layers of the organisation. Due to the relative modest size of Triodos Bank, there are no separate process for delegating authority for economic, environmental and social issues.

102-20

Through Triodos Bank's mission statement and Business Principles environmental and social issues are deeply ingrained in all layers of the organisation. Due to the relative modest size of Triodos Bank, there are no separate process for delegating authority for economic, environmental and social issues. Due to the relative modest size of Triodos Bank, there are no separate executive-level positions for economic, environmental and social topics

102-21

The various stakeholders of Triodos Bank are consulted on a regular basis. For example: each Monday the “Monday morning meeting” for all co-workers is organised; each year a shareholders (and depository receipts) meeting is organised. Meetings with clients of Triodos Bank take place on a regular bases. Senior management is consulted quarterly in IMC meetings. According to its mission statement, Triodos Bank aims to help create a society that protects and promotes quality of life and considers human dignity to be of paramount importance. In its communication with stakeholders, the needs of society and the role that Triodos Bank can play in that respect (from an economic, environmental and social perspective) are on the agenda.

102-22

Executive Board Report
Supervisory Board Report

102-23

Supervisory Board Report

102-24

The composition, functioning, appointment and succession of the Supervisory Board are described in the Supervisory Board Charter and the competence matrix for the Supervisory Board. The composition of the Executive Board is such that the competences, knowledge and skills of its members guarantee the proper fulfilment of Triodos Bank’s management function. More information in respect of SB can be found in SB Charter (on our website).

102-25

Board of SAAT Report
Supervisiory Board Charter (to be downloaded on our website)

102-26

According to its mission statement (as described in the objects of the Articles of Association) Triodos Bank aims to help create a society that protects and promotes quality of life and considers human dignity to be of paramount importance. In its operations, the needs of society and the role that Triodos Bank can play in that respect (from an economic, environmental and social perspective) are constantly weighed. This has been elaborated in the business principles, a copy of which is available on our website. More details on the role of Supervisory Board and Executive Board can be found in the Articles of Association of Triodos Bank and the SB Charter, also available on the website of Triodos Bank.

102-27

Every year meetings between the Boards and external and internal experts are organised with the objective of keeping up to date with developments in society and the sectors that have an impact on the operations of Triodos Bank. Both Members of the Supervisory Board and the Executive Board take part in these meetings. The issues addressed focus on current developments and relate to – amongst others – economic, environmental and social topics, as well as the misiion and values of Triodos Bank.

102-28

Each year The Supervisory Board discusses its own functioning and composition, the functioning of its committees, its individual members, and the conclusions that must be drawn on the basis thereof. Every other year this self evaluation is carried out under independent supervision. The involvement of each member of the Supervisory Board, the culture within the Supervisory Board and the relationship between the Supervisory Board and the Executive Board is part of this evaluation.

102-29

Identification of business opportunities and management of risks is part of the daily management task of the Executive Board. Opportunities with significant impact on Triodos Bank are discussed with Supervisory Board.

102-30

Under the responsibility of the CFO, there is a Head of Risk who is responsible for timely identification of material risks. Based on a holistic ERM Framework, the Head of Risk Management reports a holistic risk view to the Executive Board. The (quarterly) ERM reports are shared with the Supervisory Board. Important decisions are made by the Executive Board.

102-31

In principle, the Executive Board meets every week and the Supervisory Board 6 times per year. Environmental and social impacts of its decisions are integral part of its deliberations, due to the mission and values of Triodos Bank.

102-32

Triodos Bank has no separate sustainability report. The Integrated Annual Report (which includes a materiality analysis) is approved by the Executive Board and the Supervisory Board.

102-33

The Triodos Group Whistleblower Policy (“Klokkenluidersregeling”) describes the procedures co-workers may use to anonymously or otherwise report alleged abuse within the organisation, and defines the rules and procedures for the proper handling of such allegations. A copy of the Triodos Group Whistleblower Policy is available on our website.

102-34

Supervisory Board Report

102-35

Rules on remuneration are included in the International Remuneration and Nomination Policy. This policy is approved by the Supervisory Board and submitted to the Dutch Central Bank and is fully compliant with Dutch and European legislation. An important element of Triodos Bank's remuneration policy is that it does not offer bonus or share option schemes to either its Board members or co-workers. Financial incentives are not considered an appropriate way to motivate and reward co-workers in a values-based bank. In addition, sustainability is by its very nature the result of a combined effort by team members aimed at both the short and long term.

102-36

The process for determining the remuneration is described in the International Remuneration and Nomination Policy. An extract of this policy is avaiable on our website.

102-37

The Supervisory Board submits to General Meeting for adoption of the remuneration policy to be pursued with regard to the Executive Board. The General Meeting also approves the remuneration of the SB and its committees upon proposal from the Superivsory Board.

102-38

Co-worker Report
Appendix Co-worker statistics

102-39

Co-worker Report
Appendix Co-worker statistics