GRI Standard/Disclosure | Report commentary title | |
GRI 102: General Disclosures 2016 | ||
Organisational profile | ||
102-1 | Name of the organisation | Corporate information |
102-2 | Activities, brands, products and services | Note 1.3 – Notes to Financial Statements |
102-3 | Location of headquarters | Corporate information |
102-4 | Location of Operations | About the Bank |
102-5 | Ownership and legal form | About the Bank / Corporate information |
102-6 | Markets served | About the Bank |
102-7 | Scale of the organisation | A snapshot of the Bank’s profile |
102-8 | Information on employees and other workers | Employees by type and gender |
102-9 | Supply chain | Partnership for the goals |
102-10 | Significant changes to the organisation and its supply chain | Report boundary |
102-11 | Precautionary principle or approach | Precautionary principle |
102-12 | External initiatives | Basis for preparation/Partnership for the goals |
102-13 | Membership of associations | Partnership for the goals |
Strategy | ||
102-14 | Statement from senior decision-maker | Joint message from the Chairman and his Successor |
Ethics and integrity | ||
102-16 | Values, principles, standards and norms of behaviour | Ethics and conduct |
Governance | ||
102-18 | Governance structure | Governance Structure |
102-19 | Delegating authority | Bank’s approach to governance |
102-22 |
Composition of the highest governance body and its committees |
Board of Directors and profiles , Composition of the Board |
102-23 | Chair of the highest governance body | Segregation of roles |
102-24 | Nominating and selecting the highest governance body | Appointment of Directors, Report of the BNC |
102-25 | Conflicts of interest | Conflicts of interests, Report of the BRPTRC |
102-35 | Remuneration Benefits policies | Remuneration and benefits policy |
102-36 | Process for determining remuneration | Directors’ and Executive remuneration, Report of the BHRRC |
Stakeholder engagement | ||
102-40 | List of stakeholder groups | Connecting with stakeholders |
102-41 | Collective bargaining agreements | Collective bargaining |
102-42 | Identifying and selecting stakeholders | Connecting with stakeholders |
102-43 | Approach to stakeholder engagement | Connecting with stakeholders |
102-44 | Key topics and concerns raised | Mode and frequency of stakeholder engagement |
Reporting practice | ||
102-45 | Entities included in the consolidated financial statements | Report boundary |
102-46 | Defining report content and topic boundaries | Report boundary/ Materiality matters |
102-47 | List of material topics | Materiality matters |
102-48 | Restatement of information | Report boundary |
102-49 | Changes in reporting | Report boundary |
102-50 | Reporting period | Introducing our 53rd Annual Report |
102-51 | Date of most recent report | Introducing our 53rd Annual Report |
102-52 | Reporting cycle | Introducing our 53rd Annual Report |
102-53 | Contact point for questions regarding the report | Introducing our 53rd Annual Report |
102-54 | Claims of reporting in accordance with the GRI Standards | This report has been prepared in accordance with the GRI Standards: Core option |
102-55 | GRI content index | |
102-56 | External assurance | Responsibility for sustainability practices and external assurance |
GRI 103: Management Approach 2016 | ||
103-1 | Explanation of the material topic and its boundary | Material matters/Business model |
103-2 | The management approach and its components | Material matters/Business model |
103-3 | Evaluation of the management approach | Material matters/Business model |
GRI 200: Economic | ||
GRI 201: Economic performance 2016 | ||
201-1 | Direct economic value generated and distributed | Our sustainability footprint |
GRI 203: Indirect economic impact 2016 | ||
203-1 | Infrastructure investments and services supported | Responding to the COVID-19 Pandemic |
203-2 | Significant indirect economic impacts | Supporting SMEs and Micro Enterprises |
GRI 207: Tax 2019 | ||
207-1 | Approach to tax | Income tax expenses |
207-2 | Tax governance, control and risk management | Income tax expenses |
207-3 | Stakeholder engagement | Income tax expenses |
207-4 | Country-by-country reporting | Income tax expenses |
GRI 300: Environmental | ||
GRI 302: Energy 2016 | ||
302-1 | Energy consumption within the organisation | Our sustainability footprint |
302-4 | Reduction of energy consumption | Our sustainability footprint |
GRI 305: Emissions 2016 | ||
305-1 | Direct (Scope 1) GHG emissions | Our sustainability footprint |
305-2 | Energy indirect (Scope 2) GHG emissions | Our sustainability footprint |
GRI 400: Social | ||
GRI 401: Employment 2016 | ||
401-1 | New employee hires and employee turnover | Our sustainability footprint |
401-3 | Parental leave | Our sustainability footprint |
GRI 403: Occupational health and safety 2018 | ||
403-1 to 403-7 | Occupational health and safety management system | A transformed working environment |
403-9 | Work related injuries | There has been no injuries during the year |
GRI 404: Training and education 2016 | ||
404-1 | Average hours of training per year per employee | Our sustainability footprint |
404-3 | Percentage of employees receiving regular performance and career development reviews | Our sustainability footprint |
GRI 405: Diversity and equal opportunity 2016 | ||
405-1 | Diversity of governance bodies and employees | Our sustainability footprint |
405-2 | Ratio of basic salary and remuneration of women to men | Our sustainability footprint |
GRI 418: Customer privacy 2016 | ||
418-1 | Substantiated complaints concerning breaches of customer privacy and losses of customer data | The Bank did not come across any complaint that had resulted in a reputational damage or significant financial loss |
Non GRI disclosures | ||
Instability and lack of policy consistency | Operating context and outlook | |
Economic slowdown | Operating context and outlook | |
Directed lending | Financial relief initiatives | |
Higher regulatory capital | ||
Envisaged upturn in private sector credit and improvement in asset quality |
Operating context and outlook | |
Changing customer expectations | Customer centricity |