Our strategic objectives mentioned here are derived from our 2019-2021 Group Strategic Plan. Overall, our intention is to transform and make progress at three levels: within our organisation; through our interactions and relationships with clients and stakeholders; and externally, by extending our influence beyond the organisation. These areas are addressed sequentially in our three strategic themes.

Although 2021 formally marked the last year within our Group Strategic Plan 2019-2021, we have decided to maintain ‘One Bank’, ‘Unlocking our Purpose’ and ‘Frontrunner’ as our strategic themes for 2022. Maintaining the strategic framework of 2019-2021 for another year allows us to take a more fundamental look at specific elements that are important underpinnings of our business and operating model as a whole. As such, our corporate strategy will continue to develop going forward.

Strategic themes 2019-2021

1. One Bank

Redesigned, responsive, and robust

We strive to improve our operating model to become a more integrated and aligned bank with an adjusted operating model to meet the impact-risk-return requirements we strive to achieve. For this, we work to realise better customer experience and responsiveness to customer needs via unified, digitally supported processes. In addition to this, we strive to achieve a step-change in efficiency and control for our organisation.

2. Unlocking our purpose

Enabling customer engagement; activating our communities

We strive to bring purpose into our customer propositions, explicitly connecting them to impact we wish to create in the world. For this, we seek to enable customers and communities to take action in realising impact and to become a reference sustainable finance platform, offering products with a purpose and impact investment solutions.

3. Frontrunner in responsible finance

Leading by example; innovating finance for impact

We aim to take a leadership role in the transition of the financial system by taking a frontrunner position. For this, we not only aim to change finance by advocating for sustainability and human dignity in banking but also endeavour to finance change by addressing major sustainability challenges through finance.

Within these three strategic themes, we defined 14 key objectives for 2021, which build on the progress made in 2019 and 2020. The table that follows sets out Triodos Bank’s key strategic objectives for 2021 and reviews progress made against each of them through related initiatives. The progress-at-a-glance column gives a summary assessment of 2021 for each objective, based on professional judgement and the opinions of co-workers with an overview of these topics. Our achievements with regard to our key objectives demonstrate that we adequately managed the potential impact of COVID-19 on our business and thereby achieved continuity and stability in 2021. At the same time, we continue to calibrate and refine our strategy to address key challenges and realise our mission going forward.