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Annual Report 2017
1
Content
Content
Page
Content
Page
ABOUT STOREBRAND
About Storebrand
Letter from the CEO
Organisation
Executive Management
A sustainable strategy
Financial capital and our investment universe
Customers and community relations
Our people and systems
Shareholder matters
Storebrands history
DIRECTORS REPORT AND CORPORATE GOVERNANCE
The Board of Directors
Directors report
Corporate Governance
Members of Storebrand's corporate bodies
3
4
6
7
10
15
22
30
38
40
42
45
64
73
ACCOUNTS AND NOTES
STOREBRAND GROUP
Profit and Loss Account
Statement of total comprehensive income
Statement of financial position
Statement of changes in equity
Cash flow analysis
Notes
STOREBRAND ASA
Profit and loss account
Statement of financial position
Statement of changes in equity
Cash flow statement
Notes
OTHER
Decleration of the Board and the CEO
Auditor's report
Auditor's report on corporate sustainability
Audit Committee Statement
Terms and expressions
Storebrand Group companies
74
75
76
78
79
81
153
154
155
156
157
169
170
176
177
179
184
2
About Storebrand
Storebrand’s history can be traced back to 1767. The company has supplied occupational pensions to Norwegian
employees since 1917, the same year that Storebrand’s subsidiary SPP was established in Sweden. The Group offers
products within saving, insurance, and banking to companies, public sector entities and private individuals. The
Group is divided into the segments Savings, Insurance, Guaranteed Pension and Other.
VISION
STRATEGY
Recommended
by our
customers
Storebrand shall provide better pensions – simple and sustainable. Our most important customers are
corporates, employees and former employees of companies with pensions from Storebrand. We provide
sustainable solutions adapted to our customers’ circumstances through our market and customer
concepts. Our strategy and principal objective for long-term value creation are described and illustrated
in the chapter entitled “a sustainable strategy”.
STOREBRAND’S DRIVING FORCE
• Our Purpose: A future to look forward to
• Our “How”: Brave pioneer
• Our “What”: Better pension – simple and sustainable
KEY FIGURES
(NOK mill.)
Group result
Return on equity1
Solvency margin
Balance sheet total
Equity
Earnings per ordinary share
Dividend per share
Extraordinary dividend per share
1) After tax, adjusted for write downs and amortisation of intangible assets
2017
2,940
11 %
2016
2,913
10 %
2015
1,722
7 %
2014
3,423
11 %
2013
2,938
12 %
172 %
157 %
168 %
568,943
519,684
521,329
492,287
463,367
30,832
27,638
26,946
24,741
22,755
5.28
2.10
0.4
4.73
1.55
2.63
0
4.61
0
4.41
0
3
Letter
from the CEO
Odd Arild Grefstad
CEO
4
Letter from the CEO
Storebrand celebrated its 250 year anniversary in 2017 by increasing its share of the Norwegian savings market,
paying dividends for the first time in five years and being named the world’s most sustainable finance company.
It has by no means been a boring anniver-
sary year. In addition to major acquisitions,
we have been involved in launching two
important new products into the Norwegian
savings market: Equity savings account and
individual pension savings (IPS). Storebrand
has delivered a strong annual profit that,
together with a solvency margin of 172%,
provides scope for proposing increased
dividends to shareholders.
In 2017 we experienced a doubling in digital
sales at storebrand.no, while we had growth
of close to 40 per cent in digitally established
bank accounts. We also see that customer
satisfaction among those who trade on the
internet has increased strongly during the
year. This shows that we have succeeded
with our work in strengthening our digital
position.
SKAGEN AND SILVER
It was announced in autumn 2017 that Store-
brand was both acquiring Skagen and taking
over Silver’s paid-up policy customers.
We have high expectations for the acquisi-
tion of Skagen. We see that the Norwegian
savings and pension markets are growing
together. The pension reform has also given
us greater responsibility for saving for our
own pensions. In this situation, Storebrand
and Skagen are a good match. Storebrand
has a solid foothold in the market for corpo-
rate and institutional customers. Skagen is
a unique success story in the retail savings
market – a pioneering enterprise that has
increased its assets under management from
NOK 20 million to NOK 80 billion since it was
established in 1993.
The acquisition of Skagen makes Storebrand
the second largest player in the market for
transferable savings in Norway, with a market
share of 23 per cent.
The paid-up policy customers at Silver have
been through a period of major uncertainty
since the company was placed under public
administration in February 2017. It became
clear in October 2017 that Storebrand would
be taking over Silver’s insurance portfolios,
which would also be converted to paid-up
policies with investment options. We are
pleased to have been able to have used our
experience and expertise to contribute to a
good solution for Silver’s 17,000 customers,
while the agreement also strengthens Store-
brand’s position within pension savings.
MAJOR NEW PRODUCTS IN THE
SAVINGS MARKET
The autumn has otherwise been character-
ised by the launch of two major new
products in the private savings market.
The new rules for saving in equity savings
accounts entered into force from 1
September. Equity savings account is a
scheme whereby private individuals can
combine investments in shares and equity
funds and switch between different equity
funds and shares without being liable for tax.
It is not until an amount exceeding the initial
investment is withdrawn that tax must be
paid. This is an excellent scheme for private
individuals who have long-term savings in
shares and equity funds and who wish to
purchase and sell shares during this process.
1 November marked the start of the new
tax-favoured individual pension savings (IPS)
scheme. The new scheme is a significant
improvement on the previous IPS scheme.
The savings threshold for a tax deduction has
been increased to NOK 40,000, while the tax
rules for payment of IPS have been changed
from being fully taxed as pension income to
being taxed as general income (23 per cent
in 2018). We have had a strong presence
in the media and other channels since the
launch and at the end of 2017, 13,000 retail
customers had established IPS agreements
at Storebrand.
DIGITAL FOCUS
There are also exciting things happening in
the Group’s other business areas:
Storebrand Bank has launched a new mobile
bank that has been well received by custom-
ers. We had continued strong lending growth
during the year. At the same time, we have
high expectations for the collaboration with
the Swedish savings app Dreams, which was
launched in the Norwegian market at the end
of 2017.
Storebrand Forsikring developed a new
digital sales solution in 2017 which Bearing
Point’s international benchmark customer
survey named the best in the industry. We
have also established a chatbot solution on
our websites. This is a step towards better
self-service solutions and the development of
our web platforms, which enable all “simple”
inquiries to be managed digitally. More
complex inquiries are in the safe hands of
our expert advisors.
250 YEARS
With roots dating back to 1767, Storebrand
is one of the country’s oldest companies
and in 2017 we celebrated our 250 year
anniversary. These celebrations have been
in the form of several internal and external
arrangements. The official ceremony was
5
held on 31 May and was celebrated together
with the Crown Prince and Princess and 350
other guests at our head office in Lysaker.
At the anniversary ceremony we launched
our collection of books about the history of
Storebrand which were written by business
historians Sverre August Christensen, Espen
Ekberg, Christine Myrvang and Trond Bergh
from BI Norwegian Business School.
WORLD LEADER IN SUSTAINABILITY
Sustainability is an integral part of Store-
brand’s business activities and it is pleasing
to receive international recognition for our
work. During the World Economic Forum
in Davos in February 2017, Storebrand was
named the world’s most sustainable finance
company in Corporate Knights “Global 100”.
This is an award that we are incredibly proud
of. We shall continue to work hard to create
good pensions and a better world to retire
in. The sustainability perspective is integrated
into everything we do. This is supported by
a sustainable business model that creates
value for owners, customers and society as
a whole.
In 2017, we focussed on ensuring that we
have a sustainable strategy, not just a sus-
tainability strategy. We have therefore carried
out work to understand what is important for
ensuring long-term value creation and have
selected three principal areas that provide
us with an overall picture in our approach to
value creation:
• Financial capital and the investment eco-
system: Competitive and sustainable
returns.
• Customer and society: Recommended by
our customers.
• People and systems: People first,
digital always.
In this way, we focus on managing all of our
most important input factors in an effective
manner that prepares us for the future.
2018
In the year to come we are going to fortify
our position as a leading player in the
Norwegian savings market. Our social
mission is to help our customers to save. We
will continue to develop our digital solutions,
while also working hard to deliver even better
customer experiences. We will maintain our
position as a market leader in occupational
pensions and further develop our position as
the second largest player in the market for
transferrable savings.
We look forward to an exciting year.
Organisation
LEGAL STRUCTURE (SIMPLIFIED)
REPORTING STRUCTURE
Storebrand ASA
Savings
(non-guaranteed)
Insurance
Guaranteed pension
Other
The Group is divided into the segments Savings, Insurance, Guaranteed Pension and Other.
SAVINGS
Savings consists of products that include savings for pensions without
guaranteed interest rates. The business area consists of defined
contribution pensions in Norway and Sweden, asset management
and retail banking products.
GUARANTEED PENSION
Guaranteed pension consists of products that include long-term
saving for retirement, where customers have a guaranteed return
or performance on savings funds. The area includes defined
contribution pensions in Norway and Sweden, paid-up policies and
individual capital and pension insurance.
INSURANCE
Insurance is responsible for the Group’s risk products in Norway and
Sweden. The unit provides health insurance in the Norwegian and
Swedish corporate and retail markets, P&C insurance and personal
risk products in the Norwegian retail market and employer’s liability
insurance and pension-related insurance in the Norwegian and Swe-
dish corporate markets.
OTHER
The result for Storebrand ASA is reported under Other, as well as the
result for the company portfolios and small subsidiaries of Store-
brand Life Insurance and SPP. In addition, the results associated
with lending to commercial enterprises by Storebrand Bank and the
activities at BenCo are reported in this segment.
Life and pensions
Asset management
40k corporate customers
1.9m individual customers
NOK 432bn of reserves of which approx.
40% Unite Linked
NOK 721bn in AuM of which 34% external
assets
100% of investments assessed by
sustainability criteria
Insurance
Retail bank
Health, P&C and group life insurance
Direct retail bank
NOK 4.5bn in portfolio premiums
NOK 42bn of net lending
Storebrand ASA
Professor Kohtsvei 9
Postboks, 1327 Lysaker
Norway
6
Executive Management
ODD ARILD GREFSTAD (1965)
LARS AA. LØDDESØL (1964)
HEIDI SKAARET (1961)
CEO, STOREBRAND GROUP
GROUP CFO, STOREBRAND ASA
Education
State Authorized Public Accountant
Education
Master of General Business, Norwegian
Authorized Finance Analyst (AFA) —
School of Management and MBA,
(Norwegian School of Economics and
Thunderbird (AGSIM), USA
MANAGING DIRECTOR,
PEOPLE & TECHNOLOGY
Education
MBA, University of Washington, Seattle, US
Career
2008–2012: Lindorff Group AB, Executive
Vice President Region Scandinavia, CEO
Business Administration)
Career
2011–2012: Managing Director, Storebrand
Career
2004–2011: Executive Vice President,
Life and Pensions, Norway
Lindorff AS, Norway.
Life Insurance
2001–2004: Executive Vice President,
2001–2008: IKANO Finans ASA, CEO
2002–2011: Executive Vice President, CFO
Finance Director Storebrand ASA
1987–2000: leading positions in Den norske
and Group Legal
1994–2001: Vice President / Relationship
Bank ASA
1998–2002: Head of Business Control,
Manager, Citibank International plc
1986–1987: Financial Services Officer,
Storebrand ASA
1990–1994: Asst. Treasurer, Scandinavian
Bank of America, San Francisco, USA
1997–1998: Group Controller, Life Insurance,
Airlines Systems
Storebrand ASA
1994–1997: Vice President, Internal Audit,
Storebrand ASA
1989–1994: Arthur Andersen & Co
Ownership Storebrand
Number of shares as of 31.12.2017: 114,486
Ownership in Storebrand
Number of shares as of 31.12.2017: 70,144
1981–1983: Nord-Video (Aftenposten,
Gyldendal, Mortensen), sales secretary
Ownership in Storebrand
Number of shares as of 31.12.2017: 38,014
7
GEIR HOLMGREN (1972)
STAFFAN HANSÉN (1965)
JAN ERIK SAUGESTAD (1965)
MANAGING DIRECTOR,
MANAGING DIRECTOR,
EXECUTIVE VICE PRESIDENT
CUSTOMER SERVICE AND PRODUCT
CUSTOMER AREA SWEDEN
ASSET MANAGEMENT
Education
Cand. Scient m/aktuarkompetanse (UiO)
Education
Licentiate of Science (Economics),
Education
MBA MSc from NTNU
MBA Griffith University Brisbane, Australia
Åbo Akademi University, Finland
MBA from INSEAD in France fra
Post graduate studies at the Finnish Doctoral
INSEAD I Frankrike
Career
2011–2012: Head of Product, Claims and
Program in Economics (FDPE) and Stockholm
School of Economics
Service, Storebrand Life Insurance
2003–2011: Head of Product,
Storebrand Life Insurance
Career
2013–: CEO, SPP Life Insurance AB
Career
2006–2015 Chief Investment Officer,
Storebrand Asset Management
1999–2006 Senior Portfolio Manager,
2002–2003: Head of UL and DC business,
2011–: CIO, Storebrand Life Group
Storebrand Asset Management
Storebrand Life Insurance
2008–2011: Investment Director,
1997–1999 Sector Head Equities Energy/
2000–2002: Head of DC business,
SPP Life Insurance AB
Shipping, Handelsbanken Markets
Storebrand Life Insurance
2006–2008: Head of Strategic Allocation,
1995–1997 Partner, Marsoft Capital
1998–2000: International Sales,
SPP Life Insurance AB
1992–1995 Head of Research,
Storebrand Life Insurance
1997–1998: Actuary trainee,
Storebrand Life Insurance
2003–2006: Head of Government and
Christiania Markets (now: Nordea Markets)
Covered Bond Trading,
Svenska Handelsbanken
1990–1991 Junior Consultant,
McKinsey & Company
1995–1997: Teacher, Oslo University
1996–2003: Head of Fixed Income,
Ownership in Storebrand
Number of shares as of 31.12.2017: 39,283
Alfred Berg Finland
1994–1996: Trainee, Pohjola Bank
Ownership in Storebrand
Number of shares as of 31.12.2017: 32,882
(OKOBANK)
Ownership in Storebrand
Number of shares as of 31.12.2017: 37,788
8
JOSTEIN DALLAND (1969)
KARIN GREVE-ISDAHL (1979)
WENCHE ANNIE MARTINUSSEN (1968)
MANAGING DIRECTOR,
EXECUTIVE VICE PRESIDENT
EXECUTIVE VICE PRESIDENT,
DIGITAL BUSINESS DEVELOPMENT
COMMUNICATIONS AND INVESTOR
CUSTOMER RETAIL NORWAY
Education
Siviløkonom/MBA og Master of Technology
Management
RELATIONS, STOREBRAND
Education
Master in International Relations,
Education
2009-2010 Norwegian Business School –
Master of Management in scenarios,
Bond University
foresight and strategy
Bachelor in Communications, Bond University
2000-2001 Norwegian Business School —
Career
2015–2016: Senior Vice President Customer
and Business Development, Storebrand
2011–2015: Chief Marketing Officer/SVP
Career
2014-2017 Vice President Communications,
Marketing, Storebrand
2009–2011: CEO, Inven2 AS
Opera Softaware
2009-2014 Communicator Director,
and Marketing
Master of Management in e-commerce
1989-1993 Norwegian Business School —
Master in Business and Marketing
Specialisation areas within Communication
2007–2009: Senior Vice President Marketing
SN Power
and Sales, Aker BioMarine ASA
2002–2007: CEO, Natural ASA
2008-2009 Economics Reporter, TV 2
2005-2008 TV Reporter, CNBC/FBC Media
Career
Storebrand:
2001–2002: Director/Partner, Refleks AS
2004-2005 Researcher, CNBC Europe
2015-2017: Senior Vice President Retail
1995–2001: Senior Vice President Pizza and
various Marketing positions, Orkla Foods AS
1993–1995: Management Consulting
Ownership in Storebrand
Number of shares as of 31.12.2017: 2,267
Ownership in Storebrand
Number of shares as of 31.12.2017: 9,959
2013-2015: Director Storebrand Direct
2011-2013: Director of Business
Development and Digitalisation (incl. Lean)
2007-2011: Director of Online Sales and
Development (Storebrand and SPP)
Nordea Bank AB:
2002-2007: Nordic Head of Internet,
Group Identity and Communications
2001-2002: Manager Web Content
Management, Electronic Banking
Norwegian Trade Council, INDEX Publishing AS:
1996-2001: Sales- Product- and
Marketing Manager
Olaf Norlis Bokhandel AS:
1993-1996: Marketing Consultant
Ownership in Storebrand
Number of shares as of 31.12.2017: 7 227
9
Annual report 2017
About Storebrand c
A sustainable strategy
A sustainable strategy
Storebrand's purpose is to help create a future to look forward to. This obligates us to create
good solutions for our customers that will enable them both now and in the future to be in a
financial situation that provides opportunities.
At the same time, the world is facing serious challenges. In order for our customers to have a future to look forward to, we have a responsibility
for the world’s scarce resources to be used in the most sustainable manner possible. A sustainable business model means that we shall deliver
returns to our owners, while also creating positive ripple e�ects for society. It also means that we do this in a way that does not deny future
generations of the ability to meet their own needs. There is no contradiction between acting in a sustainable manner and delivering returns to
customers and owners. Sustainability is integrated into everything we do and our strategy is to establish a sustainable business model that
provides long-term value creation for shareholders, customers and society.
THE ANNUAL REPORT PROVIDES AN INSIGHT INTO HOW STOREBRAND CREATES VALUE FOR THE FUTURE
Storebrand has worked with sustainability for more than twenty years. This sustainability work started with our investments and is now a
fundamental part of the entire investment process and our operations. The Group has published environmental reports since 1995, and
sustainability reports since 1999. Sustainability reporting has been an integrated part of the annual report and certi�ed by an independent third
party since 2008. The objective of the reporting is to provide an overall picture of Storebrand’s value creation.
The annual report has been prepared based on the principles of the International Integrated Reporting Council (IIRC), with the goal of not only
providing a �nancial report and sustainability report, but a report that provides an overall picture of how Storebrand shall create value for the
future. The content of this year’s report therefore provides more insight into our strategy and focus areas as a whole, and places �nancial results
and sustainability into this context. Sustainability in this report therefore refers to both �nancial and social factors, including human rights and
workers’ rights and environmental conditions.
FOCUS ON COMPREHENSIVE AND LONG-TERM VALUE CREATION
In order to ensure that we have a comprehensive and long-term strategy for how we will create value for shareholders, customers, employees
and society in general, a materiality analysis has been conducted to prioritise our most important input factors and most important drivers for
creating value from these input factors. The guidelines for International Integrated Reporting Council (IIRC) are used as a starting point for the
materiality analysis for long-term value creation. This model is based on identifying input factors for ensuring an overall picture of the value
creation. To highlight how we create value, we have identi�ed value drivers linked to each of the input factors. The materiality analysis also
follows the principles in the Global Reporting Initiative (GRI) to ensure that the environmental and social impact, as well as stakeholder
expectations, are a part of the
analysis [1]
. The materiality analysis and Storebrand’s most important challenges are managed and decided by
executive management and the board and provide the basis for the reporting of Storebrand’s sustainable model for long-term value creation.
The target �gures and key performance indicators that are reported after each input factor in the following are part of the company’s ongoing
follow-up and are reported to both executive management and the board.
LONG-TERM VALUE CREATION IS DEPENDENT ON GOOD MANAGEMENT OF THE INPUT FACTORS.
Based on the analysis, three input factors have been identi�ed that are the most important for Storebrand’s business activities. These “input
factors” are the resources, or the capital, we use for value creation, and we have to manage them e�ectively to ensure �nancial, environmental
and social sustainability.
10
WHAT IS IMPORTANT FOR CONVERTING INPUT FACTORS INTO VALUE
In a complex and rapidly changing world, there must be well-considered priorities for managing the input factors in a manner that ensures long-
term value creation. Therefore, value drivers have been identi�ed for each input factor that are evaluated and closely followed-up going forward.
This is also placed in the context of the value this has for society, based on the belief of reciprocity when in�uencing society and own pro�tability
and viability.
THE EXPECTATIONS OF OUR STAKEHOLDERS ARE OF DECISIVE IMPORTANCE TO US.
The most important issues and activities within each input factor are those that our stakeholders and Storebrand consider to be the most
important for Storebrand to be able to succeed with a sustainable business model. Dialogue has been conducted with the most important
stakeholders to identify important issues and activities. We have dialogue with stakeholders through a number of forums such as one-on-one
interviews, conferences, roadshows, opinion polls and feedback from customers.
11
THE SUSTAINABLE DEVELOPMENT GOALS CLARIFY OPPORTUNITIES AND CHALLENGES
THE STOREBRAND GROUP SUPPORTS THE UNITED NATION’S SUSTAINABLE DEVELOPMENT GOALS
Sustainable development is about looking after the needs of people who are alive today without destroying the ability of future generations to
look after their needs. September 2015 was a milestone. This was when all of the UN member states met and agreed to a joint work plan for
eradicating poverty, combating inequality and stopping climate change by 2030. The plan is called The 2030 Agenda for Sustainable
Development, and consists of 17 Sustainable Development Goals (SDGs). More information about the UN sustainable development goals can be
found at: http://www.un.org/sustainabledevelopment/sustainable-development-goals/
As an investor, Storebrand �rst and foremost, can contribute to achieving the sustainable development goals through conscious investments of
capital and through active ownership. In this way, investors can in�uence private business and industry that play an important role in �nancial
and social development. Companies are dependent on well-functioning societies and markets to succeed. Supporting the sustainable
development goals is a means for companies to contribute to stable, transparent and non-corrupt markets that have good and well-functioning
management systems. Companies should familiarise themselves with the goals to see what business opportunities they provide and to
understand the risk associated with the world’s sustainability challenges. Storebrand has identi�ed the sustainable development goals that are
most heavily in�uenced by how we invest the more than NOK 700 billion the company has under management. Storebrand has identi�ed seven
SDGs that are most �nancially relevant to the companies we invest in, measured in terms of materiality and potential impact.
In addition, two sustainable development goals have been identi�ed where Storebrand can make a di�erence through the business model and
community involvement. Sustainable development goal 8, decent work and economic growth, sets the focus on ensuring access to and an
understanding of �nancial services. Storebrand wishes to contribute to this goal in the countries where Storebrand operates and will develop
several methods of measuring the ability to include vulnerable groups and also to ensure that more people save for pensions and secure their
own personal �nances. Storebrand shall also contribute to achieving goal 5, gender equality because this is a success factor for the future, as
12
THE SUSTAINABLE DEVELOPMENT GOALS CLARIFY OPPORTUNITIES AND CHALLENGES
THE STOREBRAND GROUP SUPPORTS THE UNITED NATION’S SUSTAINABLE DEVELOPMENT GOALS
Sustainable development is about looking after the needs of people who are alive today without destroying the ability of future generations to
look after their needs. September 2015 was a milestone. This was when all of the UN member states met and agreed to a joint work plan for
eradicating poverty, combating inequality and stopping climate change by 2030. The plan is called The 2030 Agenda for Sustainable
Development, and consists of 17 Sustainable Development Goals (SDGs). More information about the UN sustainable development goals can be
found at: http://www.un.org/sustainabledevelopment/sustainable-development-goals/
As an investor, Storebrand �rst and foremost, can contribute to achieving the sustainable development goals through conscious investments of
capital and through active ownership. In this way, investors can in�uence private business and industry that play an important role in �nancial
and social development. Companies are dependent on well-functioning societies and markets to succeed. Supporting the sustainable
development goals is a means for companies to contribute to stable, transparent and non-corrupt markets that have good and well-functioning
management systems. Companies should familiarise themselves with the goals to see what business opportunities they provide and to
understand the risk associated with the world’s sustainability challenges. Storebrand has identi�ed the sustainable development goals that are
most heavily in�uenced by how we invest the more than NOK 700 billion the company has under management. Storebrand has identi�ed seven
SDGs that are most �nancially relevant to the companies we invest in, measured in terms of materiality and potential impact.
In addition, two sustainable development goals have been identi�ed where Storebrand can make a di�erence through the business model and
community involvement. Sustainable development goal 8, decent work and economic growth, sets the focus on ensuring access to and an
understanding of �nancial services. Storebrand wishes to contribute to this goal in the countries where Storebrand operates and will develop
several methods of measuring the ability to include vulnerable groups and also to ensure that more people save for pensions and secure their
own personal �nances. Storebrand shall also contribute to achieving goal 5, gender equality because this is a success factor for the future, as
well as in the society around us. Some of the indicators we use to measure our e�orts in relation to the sustainable development goals are listed
in the table with input factors below. During 2018, Storebrand will work to further establish the company’s in�uence on achieving the UN
sustainable development goals.
[1]
There are direct references to GRI standards in the sections under each input factor.
well as in the society around us. Some of the indicators we use to measure our e�orts in relation to the sustainable development goals are listed
in the table with input factors below. During 2018, Storebrand will work to further establish the company’s in�uence on achieving the UN
sustainable development goals.
[1]
There are direct references to GRI standards in the sections under each input factor.
13
Rating
We support and
have signed
Certified
14
Annual report 2017
About Storebrand c
Financial capital and our investment universe
Financial capital and our investment
universe
Principal goal - Competitive and sustainable returns to shareholders and customers
Financial capital is that which Storebrand manages for owners and for customers, and the Investment universe that this capital is invested in. The state of
the investment universe, i.e. the companies and markets Storebrand invests in, will influence Storebrand’s results. Storebrand’s goal is to create
competitive and sustainable returns.
Long-term value creation in the big picture
DELIVER RETURNS TO SHAREHOLDERS
WHY IS THIS IMPORTANT?
As a listed company, the most important objective of the Storebrand Group is to create returns for its shareholders. Returns shall be created in a
sustainable manner and contribute to positive ripple e�ects for society.
Our approach
Storebrand’s strategy is to deliver pro�table growth within the focus areas Savings and Insurance through simple and sustainable
solutions, while we also manage our guaranteed portfolios in a capital-e�cient manner. Occupational pension is a core product in
both Norway and Sweden. In Norway, employees and former employees in companies with pension agreements at Storebrand are
also o�ered attractive solutions within the retail market. Our vision is simple: We are successful when recommended by our
customers.
Our results
The results are discussed in more detail in the Directors’ Report. Storebrand achieved a return on equity of 11 per cent and the Board
has proposed an ordinary dividend to the General Meeting of NOK 1,168 million, equivalent to an ordinary dividend of NOK 2.1 per
share, and an extraordinary dividend of NOK 0.4 per share for 2017. The extraordinary dividend is linked to the strong �nancial result
and strong after tax pro�t. The dividend, together with a 46% increase in the share price, gave shareholders a very competitive return
in 2017.
GRI 201-1 Direct economic value generated and distributed.
Ambitions
15
g
g
g
Annual report 2017
About Storebrand c
Financial capital and our investment universe
Financial capital and our investment
universe
Principal goal - Competitive and sustainable returns to shareholders and customers
Financial capital is that which Storebrand manages for owners and for customers, and the Investment universe that this capital is invested in. The state of
the investment universe, i.e. the companies and markets Storebrand invests in, will influence Storebrand’s results. Storebrand’s goal is to create
competitive and sustainable returns.
Long-term value creation in the big picture
DELIVER RETURNS TO SHAREHOLDERS
WHY IS THIS IMPORTANT?
As a listed company, the most important objective of the Storebrand Group is to create returns for its shareholders. Returns shall be created in a
sustainable manner and contribute to positive ripple e�ects for society.
Storebrand’s strategy is to deliver pro�table growth within the focus areas Savings and Insurance through simple and sustainable
solutions, while we also manage our guaranteed portfolios in a capital-e�cient manner. Occupational pension is a core product in
both Norway and Sweden. In Norway, employees and former employees in companies with pension agreements at Storebrand are
also o�ered attractive solutions within the retail market. Our vision is simple: We are successful when recommended by our
Our approach
customers.
Our results
in 2017.
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The results are discussed in more detail in the Directors’ Report. Storebrand achieved a return on equity of 11 per cent and the Board
has proposed an ordinary dividend to the General Meeting of NOK 1,168 million, equivalent to an ordinary dividend of NOK 2.1 per
share, and an extraordinary dividend of NOK 0.4 per share for 2017. The extraordinary dividend is linked to the strong �nancial result
and strong after tax pro�t. The dividend, together with a 46% increase in the share price, gave shareholders a very competitive return
GRI 201-1 Direct economic value generated and distributed.
Ambitions
Storebrand’s ambition is to create attractive and competitive returns through dividends and value creation in the business activities.
Storebrand has the goal of paying a dividend in 2018 of more than 50% of the Group pro�t after tax. The Board has the ambition of
the ordinary dividend per share being at least at the same nominal level as the previous year. The ordinary dividend is paid out at a
sustainable solvency margin of over 150%. At a solvency margin over 180%, the Board’s intention is to propose extraordinary
dividends or the buy-back of shares. Furthermore, Storebrand has the ambition of achieving continued pro�table growth within
prioritised areas of growth.
DRIVING FORCE FOR SUSTAINABILITY AND RESTRUCTURING.
WHY IS THIS IMPORTANT?
Storebrand has the goal of creating a future that our customers can look forward to. Sustainability is therefore integrated into our investment
decisions. In this way we move money from activities with a major negative impact on the climate to companies that are part of the transition to
a greener economy. Adaptable companies can, for example, contribute to improved energy e�ciency, circular economy, emission-free transport,
renewable energy production and smart infrastructure.
When we know that half of the money on the world’s stock exchanges is pension capital, this demonstrates the possibilities of pension
management being a very e�ective means of contributing to more sustainable investments. Companies that are frugal with their own resources
and those of the rest of the world can contribute to the transition by, for example, emitting less CO2 and reducing water consumption. These
types of future-oriented companies are better positioned to meet global challenges. By investing in these, we achieve good �nancial returns
while also contributing to a sustainable transition.
Our approach
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Storebrand supports and participates in a number of global sustainable energy initiatives. Among other things, we have signed the
“Montreal Pledge” which concerns the reporting of our Group carbon footprint. In addition, we have joined “The Portfolio
Decarbonisation Coalition” which pledges to set targets for managing climate risk and reducing the carbon footprint from our
investments. We are also actively working on adapting our investment to meet future challenges and by exercising active ownership in
the companies in which we invest. This work is described in more detail below.
Storebrand, Paris Agreement and Task Force on Climate-related Financial disclosures (TCFD)
FACTS: TFCD
Working group established by the G20 Financial Stability Board in 2015.
Chaired by Michael Bloomberg.
The �nal report was presented in June 2017.
It is expected that the framework will be used extensively.
This is an important step in harmonising and standardising climate-related reporting.
The �nal report from the Task Force on Climate-related Financial Disclosures (TCFD) was presented in June 2017. TCFD is important for
Storebrand because we want to invest in a manner that supports the goals in the Paris Agreement. The recommendations from TCFD
enable the standardisation of important information that tells us how well-positioned the companies are in terms of managing climate
risk. We as investors can thereby obtain access to better information, thus improving the prerequisites for making well-informed
decisions. We are working for a future where both countries and companies make investment decisions in line with the Paris
Agreement. For �nancial reasons, it is therefore important to have quanti�able data that can be used in �nancial analyses and risk
assessments of the companies that we invest in.
In autumn 2017, Storebrand commenced work on assessing the adjustments that have to be made in our reporting in order to comply
with TCFD’s recommendations. In the long-term, the main lines will be integrated into the annual report through the four
recommended categories: Governance, strategy, risk management and performance indicators. During 2018 we will also produce new
material that is suitable for the more specialised recommendations, particularly in connection with scenario analyses and sensitivity
analyses.
16
Storebrand’s ambition is to create attractive and competitive returns through dividends and value creation in the business activities.
Storebrand has the goal of paying a dividend in 2018 of more than 50% of the Group pro�t after tax. The Board has the ambition of
the ordinary dividend per share being at least at the same nominal level as the previous year. The ordinary dividend is paid out at a
sustainable solvency margin of over 150%. At a solvency margin over 180%, the Board’s intention is to propose extraordinary
dividends or the buy-back of shares. Furthermore, Storebrand has the ambition of achieving continued pro�table growth within
prioritised areas of growth.
DRIVING FORCE FOR SUSTAINABILITY AND RESTRUCTURING.
WHY IS THIS IMPORTANT?
Storebrand has the goal of creating a future that our customers can look forward to. Sustainability is therefore integrated into our investment
decisions. In this way we move money from activities with a major negative impact on the climate to companies that are part of the transition to
a greener economy. Adaptable companies can, for example, contribute to improved energy e�ciency, circular economy, emission-free transport,
renewable energy production and smart infrastructure.
When we know that half of the money on the world’s stock exchanges is pension capital, this demonstrates the possibilities of pension
management being a very e�ective means of contributing to more sustainable investments. Companies that are frugal with their own resources
and those of the rest of the world can contribute to the transition by, for example, emitting less CO2 and reducing water consumption. These
types of future-oriented companies are better positioned to meet global challenges. By investing in these, we achieve good �nancial returns
while also contributing to a sustainable transition.
Our approach
g
Storebrand supports and participates in a number of global sustainable energy initiatives. Among other things, we have signed the
“Montreal Pledge” which concerns the reporting of our Group carbon footprint. In addition, we have joined “The Portfolio
Decarbonisation Coalition” which pledges to set targets for managing climate risk and reducing the carbon footprint from our
investments. We are also actively working on adapting our investment to meet future challenges and by exercising active ownership in
the companies in which we invest. This work is described in more detail below.
Storebrand, Paris Agreement and Task Force on Climate-related Financial disclosures (TCFD)
FACTS: TFCD
Working group established by the G20 Financial Stability Board in 2015.
Chaired by Michael Bloomberg.
The �nal report was presented in June 2017.
It is expected that the framework will be used extensively.
This is an important step in harmonising and standardising climate-related reporting.
The �nal report from the Task Force on Climate-related Financial Disclosures (TCFD) was presented in June 2017. TCFD is important for
Storebrand because we want to invest in a manner that supports the goals in the Paris Agreement. The recommendations from TCFD
enable the standardisation of important information that tells us how well-positioned the companies are in terms of managing climate
risk. We as investors can thereby obtain access to better information, thus improving the prerequisites for making well-informed
decisions. We are working for a future where both countries and companies make investment decisions in line with the Paris
Agreement. For �nancial reasons, it is therefore important to have quanti�able data that can be used in �nancial analyses and risk
assessments of the companies that we invest in.
In autumn 2017, Storebrand commenced work on assessing the adjustments that have to be made in our reporting in order to comply
with TCFD’s recommendations. In the long-term, the main lines will be integrated into the annual report through the four
recommended categories: Governance, strategy, risk management and performance indicators. During 2018 we will also produce new
material that is suitable for the more specialised recommendations, particularly in connection with scenario analyses and sensitivity
analyses.
Through the UN a�liated investor initiative, Principles of Responsible Investment (PRI), we are involved in a pilot project with the goal
of assessing the bene�t of the TCFD information the companies report to us as investors. In addition, Storebrand is involved in a joint
Through the UN a�liated investor initiative, Principles of Responsible Investment (PRI), we are involved in a pilot project with the goal
Through the UN a�liated investor initiative, Principles of Responsible Investment (PRI), we are involved in a pilot project with the goal
Through the UN a�liated investor initiative, Principles of Responsible Investment (PRI), we are involved in a pilot project with the goal
venture with Finance Norway through NORSIF’s ownership group. The purpose of this project is to determine the type of data that is
of assessing the bene�t of the TCFD information the companies report to us as investors. In addition, Storebrand is involved in a joint
of assessing the bene�t of the TCFD information the companies report to us as investors. In addition, Storebrand is involved in a joint
of assessing the bene�t of the TCFD information the companies report to us as investors. In addition, Storebrand is involved in a joint
relevant for investors to enable us to avoid setting unnecessary reporting requirements for companies. The project’s planning phase is
venture with Finance Norway through NORSIF’s ownership group. The purpose of this project is to determine the type of data that is
venture with Finance Norway through NORSIF’s ownership group. The purpose of this project is to determine the type of data that is
venture with Finance Norway through NORSIF’s ownership group. The purpose of this project is to determine the type of data that is
now over and the work will commence at the end of February 2018. The common feature of the projects with UN PRI and UNEP FI is
relevant for investors to enable us to avoid setting unnecessary reporting requirements for companies. The project’s planning phase is
relevant for investors to enable us to avoid setting unnecessary reporting requirements for companies. The project’s planning phase is
relevant for investors to enable us to avoid setting unnecessary reporting requirements for companies. The project’s planning phase is
that Storebrand works together with both the companies we invest in and other investors. By doing so we can set joint requirements
now over and the work will commence at the end of February 2018. The common feature of the projects with UN PRI and UNEP FI is
now over and the work will commence at the end of February 2018. The common feature of the projects with UN PRI and UNEP FI is
now over and the work will commence at the end of February 2018. The common feature of the projects with UN PRI and UNEP FI is
from the investor side that give clear signals about what constitutes meaningful reporting that creates added value.
that Storebrand works together with both the companies we invest in and other investors. By doing so we can set joint requirements
that Storebrand works together with both the companies we invest in and other investors. By doing so we can set joint requirements
that Storebrand works together with both the companies we invest in and other investors. By doing so we can set joint requirements
from the investor side that give clear signals about what constitutes meaningful reporting that creates added value.
from the investor side that give clear signals about what constitutes meaningful reporting that creates added value.
from the investor side that give clear signals about what constitutes meaningful reporting that creates added value.
In 2018, we will work purposefully with TCFD by participating in UNEP FI’s investor group for TCFD reporting. Together with a number
of other investors, we will reach an agreement about a joint reporting method for investors. The goal is to contribute to standardising
In 2018, we will work purposefully with TCFD by participating in UNEP FI’s investor group for TCFD reporting. Together with a number
In 2018, we will work purposefully with TCFD by participating in UNEP FI’s investor group for TCFD reporting. Together with a number
In 2018, we will work purposefully with TCFD by participating in UNEP FI’s investor group for TCFD reporting. Together with a number
practices, developing scenario analyses and ensuring constructive sharing of information relating to climate risk in our investments.
of other investors, we will reach an agreement about a joint reporting method for investors. The goal is to contribute to standardising
of other investors, we will reach an agreement about a joint reporting method for investors. The goal is to contribute to standardising
of other investors, we will reach an agreement about a joint reporting method for investors. The goal is to contribute to standardising
practices, developing scenario analyses and ensuring constructive sharing of information relating to climate risk in our investments.
practices, developing scenario analyses and ensuring constructive sharing of information relating to climate risk in our investments.
practices, developing scenario analyses and ensuring constructive sharing of information relating to climate risk in our investments.
Our results
Our results
Our results
Our results
In 2017, we started work on reporting in accordance with the so-called Task Force on Climate-related Financial Disclosures (TCFD), cf.
the description above. Storebrand also promotes sustainable investments by being a leader for the Norwegian Forum for Responsible
In 2017, we started work on reporting in accordance with the so-called Task Force on Climate-related Financial Disclosures (TCFD), cf.
In 2017, we started work on reporting in accordance with the so-called Task Force on Climate-related Financial Disclosures (TCFD), cf.
In 2017, we started work on reporting in accordance with the so-called Task Force on Climate-related Financial Disclosures (TCFD), cf.
and Sustainable Investment’s (Norsif) corporate governance and by discussing responsible investments with the authorities and
the description above. Storebrand also promotes sustainable investments by being a leader for the Norwegian Forum for Responsible
the description above. Storebrand also promotes sustainable investments by being a leader for the Norwegian Forum for Responsible
the description above. Storebrand also promotes sustainable investments by being a leader for the Norwegian Forum for Responsible
various organisations. For example, in 2017 we sent a letter to the governments in the G7 and G20 concerning climate change and the
and Sustainable Investment’s (Norsif) corporate governance and by discussing responsible investments with the authorities and
and Sustainable Investment’s (Norsif) corporate governance and by discussing responsible investments with the authorities and
and Sustainable Investment’s (Norsif) corporate governance and by discussing responsible investments with the authorities and
Paris Agreement. We had talks with Japanese and American authorities about climate change and fossil fuel-free investments. In
various organisations. For example, in 2017 we sent a letter to the governments in the G7 and G20 concerning climate change and the
various organisations. For example, in 2017 we sent a letter to the governments in the G7 and G20 concerning climate change and the
various organisations. For example, in 2017 we sent a letter to the governments in the G7 and G20 concerning climate change and the
Norway, Storebrand participates in the Norway 203040 project, which is a business-led climate initiative. The objective is to identify
Paris Agreement. We had talks with Japanese and American authorities about climate change and fossil fuel-free investments. In
Paris Agreement. We had talks with Japanese and American authorities about climate change and fossil fuel-free investments. In
Paris Agreement. We had talks with Japanese and American authorities about climate change and fossil fuel-free investments. In
new business opportunities on the path towards a low-emission society and to be a driving force behind Norway’s climate goals.
Norway, Storebrand participates in the Norway 203040 project, which is a business-led climate initiative. The objective is to identify
Norway, Storebrand participates in the Norway 203040 project, which is a business-led climate initiative. The objective is to identify
Norway, Storebrand participates in the Norway 203040 project, which is a business-led climate initiative. The objective is to identify
new business opportunities on the path towards a low-emission society and to be a driving force behind Norway’s climate goals.
new business opportunities on the path towards a low-emission society and to be a driving force behind Norway’s climate goals.
new business opportunities on the path towards a low-emission society and to be a driving force behind Norway’s climate goals.
GRI FS11 Percentage of assets subject to positive and negative environmental or social screening
GRI FS11 Percentage of assets subject to positive and negative environmental or social screening
GRI FS11 Percentage of assets subject to positive and negative environmental or social screening
GRI FS11 Percentage of assets subject to positive and negative environmental or social screening
GRI-412-3 Total number of investment and contracts that include human rights clauses or screening
GRI-412-3 Total number of investment and contracts that include human rights clauses or screening
GRI-412-3 Total number of investment and contracts that include human rights clauses or screening
GRI-412-3 Total number of investment and contracts that include human rights clauses or screening
GRI 305-4 GHG emissions intensity in the portfolio
GRI 305-4 GHG emissions intensity in the portfolio
GRI 305-4 GHG emissions intensity in the portfolio
GRI 305-4 GHG emissions intensity in the portfolio
Storebrand indicator: Compliance with TCFD
Storebrand indicator: Compliance with TCFD
Storebrand indicator: Compliance with TCFD
Storebrand indicator: Compliance with TCFD
Ambitions
Ambitions
Ambitions
Ambitions
Storebrand’s goal is to contribute to standardization, greater transparency and better data �ow in order to more clearly highlight the
company’s management of climate risk. The manner in which companies manage the need for restructuring through their strategies
Storebrand’s goal is to contribute to standardization, greater transparency and better data �ow in order to more clearly highlight the
Storebrand’s goal is to contribute to standardization, greater transparency and better data �ow in order to more clearly highlight the
Storebrand’s goal is to contribute to standardization, greater transparency and better data �ow in order to more clearly highlight the
and management systems will largely dictate how adaptable business and industry are at developing.
company’s management of climate risk. The manner in which companies manage the need for restructuring through their strategies
company’s management of climate risk. The manner in which companies manage the need for restructuring through their strategies
company’s management of climate risk. The manner in which companies manage the need for restructuring through their strategies
and management systems will largely dictate how adaptable business and industry are at developing.
and management systems will largely dictate how adaptable business and industry are at developing.
and management systems will largely dictate how adaptable business and industry are at developing.
ACTIVE OWNERSHIP
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WHY IS THIS IMPORTANT?
ACTIVE OWNERSHIP
ACTIVE OWNERSHIP
ACTIVE OWNERSHIP
Active ownership is an important part of Storebrand’s approach to sustainable investments. Through dialogue with the companies in which we
WHY IS THIS IMPORTANT?
WHY IS THIS IMPORTANT?
WHY IS THIS IMPORTANT?
invest, it is our goal to retain and create value for the shareholders. This includes awareness about environmental and social issues and
Active ownership is an important part of Storebrand’s approach to sustainable investments. Through dialogue with the companies in which we
Active ownership is an important part of Storebrand’s approach to sustainable investments. Through dialogue with the companies in which we
Active ownership is an important part of Storebrand’s approach to sustainable investments. Through dialogue with the companies in which we
questions relating to Environmental, Social and Governance (ESG) criteria. As a long-term owner, we have a particular interest in raising
invest, it is our goal to retain and create value for the shareholders. This includes awareness about environmental and social issues and
invest, it is our goal to retain and create value for the shareholders. This includes awareness about environmental and social issues and
invest, it is our goal to retain and create value for the shareholders. This includes awareness about environmental and social issues and
questions relating to the adaptability and sustainability of the companies’ business models. In this way, active ownership is also a means of
questions relating to Environmental, Social and Governance (ESG) criteria. As a long-term owner, we have a particular interest in raising
questions relating to Environmental, Social and Governance (ESG) criteria. As a long-term owner, we have a particular interest in raising
questions relating to Environmental, Social and Governance (ESG) criteria. As a long-term owner, we have a particular interest in raising
reducing risk and creating opportunities.
questions relating to the adaptability and sustainability of the companies’ business models. In this way, active ownership is also a means of
questions relating to the adaptability and sustainability of the companies’ business models. In this way, active ownership is also a means of
questions relating to the adaptability and sustainability of the companies’ business models. In this way, active ownership is also a means of
reducing risk and creating opportunities.
reducing risk and creating opportunities.
reducing risk and creating opportunities.
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Our approach
Our approach
Our approach
Our approach
Dialogue with companies is prioritised with regard to ownership, risk and/or relevance to value creation, including positive ESG e�ect.
We prioritise forward-looking dialogue in which we raise ESG issues with companies/industries that should be focussed on more and
Dialogue with companies is prioritised with regard to ownership, risk and/or relevance to value creation, including positive ESG e�ect.
Dialogue with companies is prioritised with regard to ownership, risk and/or relevance to value creation, including positive ESG e�ect.
Dialogue with companies is prioritised with regard to ownership, risk and/or relevance to value creation, including positive ESG e�ect.
devote fewer resources to talking to companies about controversial incidents such that they simply correct errors. We also prioritise
We prioritise forward-looking dialogue in which we raise ESG issues with companies/industries that should be focussed on more and
We prioritise forward-looking dialogue in which we raise ESG issues with companies/industries that should be focussed on more and
We prioritise forward-looking dialogue in which we raise ESG issues with companies/industries that should be focussed on more and
devote fewer resources to talking to companies about controversial incidents such that they simply correct errors. We also prioritise
devote fewer resources to talking to companies about controversial incidents such that they simply correct errors. We also prioritise
devote fewer resources to talking to companies about controversial incidents such that they simply correct errors. We also prioritise
dialogue in which we can join together with other investors in order to have greater in�uence.
Our results
17
In 2017, Storebrand was in contact with more than one hundred companies, both alone and in cooperation with other investors
through PRI. The focus in 2017 was the climate and Storebrand has therefore joined several new PRI climate initiatives. These include:
(1) for methane, whereby 42 companies in the oil and gas industry were contacted and asked to measure, manage and reduce
methane emissions and to improve the reporting of this, (2) letters to 24 banks asking them to report the extent to which they are
following up the TCFD report on climate reporting, and (3) Climate Action 100+ in which the companies with the highest emissions of
greenhouse gases within di�erent sectors were contacted with requests to reduce emissions, and to improve the management of
climate risk and reporting. See our website for more information about this and other dialogue.
GRI FS10 Percentage and number of companies held in the institutions portfolio with which the reporting organization has interacted on
environmental or social issues
Our ambition
Storebrand’s goal is to have a positive in�uence on companies. Therefore, in 2017 Storebrand prioritised dialogue with
companies/industries that are particularly exposed to climate risk. This is something we do together with other investors in order to
have the greatest possible impact. The focus on corporate governance linked to climate will continue.
Our ambition is to in�uence companies that have methane leaks in order so that they measure, manage and reduce such emissions.
We will be a driving force for reporting in accordance with TCFD’s guidelines. Therefore, Storebrand itself plans to report in accordance
with TCFD’s guidelines in the near future. Storebrand will follow up Climate Action 100+ to in�uence the companies and refer to
speci�c plans for reducing GHG emissions if they do not currently have results they can refer to.
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INVESTING IN THE WINNERS OF TOMORROW
WHY IS THIS IMPORTANT?
The Storebrand Group invests more than NOK 720 billion on behalf of our customers. We are responsible for creating the best possible return in
a sustainable manner. Part of what drives Storebrand is the desire to be a “brave pioneer” that dares to test out new solutions. This is one of the
reasons that we actively work towards investing more in the winners of tomorrow. By winners of tomorrow, we mean companies that contribute
to solving major societal challenges while also making good money in the process.
Our approach
We exclude the worst
“The Storebrand Standard” describes the companies that we do not want to invest in. The requirements apply to all of Storebrand’s
own investments, and include both shares and bonds. “The Storebrand Standard” includes the criteria of international law and human
rights, corruption and economic crime, serious environmental damage, controversial weapons, tobacco and low sustainability rating.
More information about the “Storebrand Standard” here.
The process of exclusion includes both internal and external data and assessments which are carried out by experts in these �elds.
Storebrand’s Investment universe consists of more than 3,000 companies. A company can be excluded in three ways, and the
following are our methods for exclusion:
1. Production-based exclusions: We exclude companies that produce tobacco or controversial weapons.
2. Performance-based exclusions: Our sustainability analyses identify high-risk industries. The 10% with the lowest sustainability
rating are excluded.
dialogue in which we can join together with other investors in order to have greater in�uence.
Our results
In 2017, Storebrand was in contact with more than one hundred companies, both alone and in cooperation with other investors
through PRI. The focus in 2017 was the climate and Storebrand has therefore joined several new PRI climate initiatives. These include:
(1) for methane, whereby 42 companies in the oil and gas industry were contacted and asked to measure, manage and reduce
methane emissions and to improve the reporting of this, (2) letters to 24 banks asking them to report the extent to which they are
following up the TCFD report on climate reporting, and (3) Climate Action 100+ in which the companies with the highest emissions of
greenhouse gases within di�erent sectors were contacted with requests to reduce emissions, and to improve the management of
climate risk and reporting. See our website for more information about this and other dialogue.
GRI FS10 Percentage and number of companies held in the institutions portfolio with which the reporting organization has interacted on
environmental or social issues
Our ambition
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Storebrand’s goal is to have a positive in�uence on companies. Therefore, in 2017 Storebrand prioritised dialogue with
companies/industries that are particularly exposed to climate risk. This is something we do together with other investors in order to
have the greatest possible impact. The focus on corporate governance linked to climate will continue.
Our ambition is to in�uence companies that have methane leaks in order so that they measure, manage and reduce such emissions.
We will be a driving force for reporting in accordance with TCFD’s guidelines. Therefore, Storebrand itself plans to report in accordance
with TCFD’s guidelines in the near future. Storebrand will follow up Climate Action 100+ to in�uence the companies and refer to
speci�c plans for reducing GHG emissions if they do not currently have results they can refer to.
INVESTING IN THE WINNERS OF TOMORROW
WHY IS THIS IMPORTANT?
The Storebrand Group invests more than NOK 720 billion on behalf of our customers. We are responsible for creating the best possible return in
a sustainable manner. Part of what drives Storebrand is the desire to be a “brave pioneer” that dares to test out new solutions. This is one of the
reasons that we actively work towards investing more in the winners of tomorrow. By winners of tomorrow, we mean companies that contribute
to solving major societal challenges while also making good money in the process.
Our approach
We exclude the worst
g
“The Storebrand Standard” describes the companies that we do not want to invest in. The requirements apply to all of Storebrand’s
own investments, and include both shares and bonds. “The Storebrand Standard” includes the criteria of international law and human
rights, corruption and economic crime, serious environmental damage, controversial weapons, tobacco and low sustainability rating.
More information about the “Storebrand Standard” here.
The process of exclusion includes both internal and external data and assessments which are carried out by experts in these �elds.
Storebrand’s Investment universe consists of more than 3,000 companies. A company can be excluded in three ways, and the
following are our methods for exclusion:
1. Production-based exclusions: We exclude companies that produce tobacco or controversial weapons.
2. Performance-based exclusions: Our sustainability analyses identify high-risk industries. The 10% with the lowest sustainability
rating are excluded.
18
3. Event-based exclusions: We assess companies on the basis of di�erent events associated with the violation of international laws
and conventions. The companies in our investment ecosystem are continuously monitored. If we observe any events that indicate
that a company is in violation of the “Storebrand Standard”, the company may be excluded. Exclusions are e�ectuated after a
process of anonymized assessment of the issue by Storebrand’s Investment Committee. The committee is comprised of several
representatives of executive management and other managers, who meet on a quarterly basis and process the cases anonymously.
If the excluded companies demonstrate changes to or improvements in their policies or business operations, they may potentially be
re-included in Storebrand’s investment ecosystem.
By conducting analyses we �nd the companies that are best equipped for the future. Future-oriented companies are better positioned
for global challenges, which is re�ected by lower risk and higher expected returns. Storebrand considers companies to be sustainable
We select the best
when:
1. Company position on global trends. The world is changing and we believe those companies that manage to adapt their business
models to increase production for more people, using fewer resources, will be the winners of tomorrow.
2. Sustainable business practices. Companies that proactively manage environmental challenges, human rights issues and corruption,
will be better prepared to meet future demands from consumers and authorities in a changing world.
3. Financially robust companies. We invest in companies that can demonstrate solid �nancial results. Since we have commitments to
our customers for many decades to come, we need to think long term.
More information on this can be found here.
Increased focus on companies that address the challenges of the future
One of the measures used for �nding such investments is to identify solution-oriented companies with a business model that
promotes sustainable development. We refer to these companies as “solution companies” because they develop good solutions to
important societal challenges. The total sum of good solutions in key sectors and the interaction between di�erent technologies will
pave the way for sustainable development in society. By systematically investing in solution-oriented companies, the capital �ows can
reduce capital expenditure for the companies that have the greatest ability to adapt. For example, solution companies can contribute
by producing new technology within renewable energy, energy e�ciency improvements, recycling and green transport. The winners of
tomorrow will adapt current business models or adopt new business models that use resources more e�ciently. Optimising the use of
resources and applied technology are both �nancially pro�table, but also a long-term investment for value creation to continue over
time.
HOW WE CHOOSE THE MOST SUSTAINABLE COMPANIES
Storebrand works every day for our customers’ funds to be placed in future �nancial winners. We have the Nordic region’s largest
competence environment for sustainable investments. Our analysts are specialists in everything from resource economics and
consumption, to innovation and political regulation.
3. Event-based exclusions: We assess companies on the basis of di�erent events associated with the violation of international laws
and conventions. The companies in our investment ecosystem are continuously monitored. If we observe any events that indicate
that a company is in violation of the “Storebrand Standard”, the company may be excluded. Exclusions are e�ectuated after a
process of anonymized assessment of the issue by Storebrand’s Investment Committee. The committee is comprised of several
representatives of executive management and other managers, who meet on a quarterly basis and process the cases anonymously.
If the excluded companies demonstrate changes to or improvements in their policies or business operations, they may potentially be
re-included in Storebrand’s investment ecosystem.
We select the best
By conducting analyses we �nd the companies that are best equipped for the future. Future-oriented companies are better positioned
for global challenges, which is re�ected by lower risk and higher expected returns. Storebrand considers companies to be sustainable
when:
1. Company position on global trends. The world is changing and we believe those companies that manage to adapt their business
models to increase production for more people, using fewer resources, will be the winners of tomorrow.
2. Sustainable business practices. Companies that proactively manage environmental challenges, human rights issues and corruption,
will be better prepared to meet future demands from consumers and authorities in a changing world.
3. Financially robust companies. We invest in companies that can demonstrate solid �nancial results. Since we have commitments to
our customers for many decades to come, we need to think long term.
More information on this can be found here.
Increased focus on companies that address the challenges of the future
One of the measures used for �nding such investments is to identify solution-oriented companies with a business model that
promotes sustainable development. We refer to these companies as “solution companies” because they develop good solutions to
important societal challenges. The total sum of good solutions in key sectors and the interaction between di�erent technologies will
pave the way for sustainable development in society. By systematically investing in solution-oriented companies, the capital �ows can
reduce capital expenditure for the companies that have the greatest ability to adapt. For example, solution companies can contribute
by producing new technology within renewable energy, energy e�ciency improvements, recycling and green transport. The winners of
tomorrow will adapt current business models or adopt new business models that use resources more e�ciently. Optimising the use of
resources and applied technology are both �nancially pro�table, but also a long-term investment for value creation to continue over
time.
HOW WE CHOOSE THE MOST SUSTAINABLE COMPANIES
Storebrand works every day for our customers’ funds to be placed in future �nancial winners. We have the Nordic region’s largest
competence environment for sustainable investments. Our analysts are specialists in everything from resource economics and
consumption, to innovation and political regulation.
19
3. Event-based exclusions: We assess companies on the basis of di�erent events associated with the violation of international laws
and conventions. The companies in our investment ecosystem are continuously monitored. If we observe any events that indicate
that a company is in violation of the “Storebrand Standard”, the company may be excluded. Exclusions are e�ectuated after a
process of anonymized assessment of the issue by Storebrand’s Investment Committee. The committee is comprised of several
representatives of executive management and other managers, who meet on a quarterly basis and process the cases anonymously.
If the excluded companies demonstrate changes to or improvements in their policies or business operations, they may potentially be
re-included in Storebrand’s investment ecosystem.
By conducting analyses we �nd the companies that are best equipped for the future. Future-oriented companies are better positioned
for global challenges, which is re�ected by lower risk and higher expected returns. Storebrand considers companies to be sustainable
We select the best
when:
1. Company position on global trends. The world is changing and we believe those companies that manage to adapt their business
models to increase production for more people, using fewer resources, will be the winners of tomorrow.
2. Sustainable business practices. Companies that proactively manage environmental challenges, human rights issues and corruption,
will be better prepared to meet future demands from consumers and authorities in a changing world.
3. Financially robust companies. We invest in companies that can demonstrate solid �nancial results. Since we have commitments to
our customers for many decades to come, we need to think long term.
More information on this can be found here.
Increased focus on companies that address the challenges of the future
One of the measures used for �nding such investments is to identify solution-oriented companies with a business model that
promotes sustainable development. We refer to these companies as “solution companies” because they develop good solutions to
important societal challenges. The total sum of good solutions in key sectors and the interaction between di�erent technologies will
pave the way for sustainable development in society. By systematically investing in solution-oriented companies, the capital �ows can
reduce capital expenditure for the companies that have the greatest ability to adapt. For example, solution companies can contribute
by producing new technology within renewable energy, energy e�ciency improvements, recycling and green transport. The winners of
tomorrow will adapt current business models or adopt new business models that use resources more e�ciently. Optimising the use of
resources and applied technology are both �nancially pro�table, but also a long-term investment for value creation to continue over
time.
HOW WE CHOOSE THE MOST SUSTAINABLE COMPANIES
Storebrand works every day for our customers’ funds to be placed in future �nancial winners. We have the Nordic region’s largest
competence environment for sustainable investments. Our analysts are specialists in everything from resource economics and
consumption, to innovation and political regulation.
Three sustainable steps
In Storebrand, sustainability analysis is a key part of how we �nd companies for our funds.
1. We exclude around 180 companies and have higher minimum requirements than anyone else in the industry. In this way we reduce
risk. But we will not stop there
2. We analyze companies’ ability to see opportunities and adapt to three sustainability trends. Based on this analysis, companies get a
score from 0-100, which tells us how sustainable companies appear.
3. We invest more in the future-oriented and sustainable companies, and less in those less sustainable. In this way we put together
funds and portfolios and label them according to their sustainability
Our results
100% of Storebrand’s assets under management are screened for �nancial and social factors, including human rights and social rights
and environmental criteria that together constitute Storebrand’s sustainability standard. We established two new funds in 2017: The
Storebrand Pluss standard, which is a fossil fuel free fund, and a new ESG fund that replaces companies with a poor environmental
record with more sustainable companies. During 2017, Storebrand published reports for reporting to Portfolio Decarbonisation
Coalition. These reports can be found at: https://www.storebrand.no/en/sustainability/reports/. In 2017, 1.8% (NOK 13 billion) of assets
under management were invested in solution companies and green bonds.
305-4 GHG emissions intensity in the portfolio
GRI FS11 Percentage of assets subject to positive and negative environmental or social screening
Storebrand indicator: Percentage of investments in sustainable solutions or green bonds
Ambition
g
g
When many of the world’s countries and companies work towards the realisation of the Paris Agreement and UN sustainable
development goals, new market opportunities will arise until 2030. Therefore, investments in companies that follow these trends can
both contribute to a positive change through sustainable value creation while also giving major �nancial gains. By investing in di�erent
20
3. Event-based exclusions: We assess companies on the basis of di�erent events associated with the violation of international laws
and conventions. The companies in our investment ecosystem are continuously monitored. If we observe any events that indicate
that a company is in violation of the “Storebrand Standard”, the company may be excluded. Exclusions are e�ectuated after a
process of anonymized assessment of the issue by Storebrand’s Investment Committee. The committee is comprised of several
representatives of executive management and other managers, who meet on a quarterly basis and process the cases anonymously.
If the excluded companies demonstrate changes to or improvements in their policies or business operations, they may potentially be
re-included in Storebrand’s investment ecosystem.
By conducting analyses we �nd the companies that are best equipped for the future. Future-oriented companies are better positioned
for global challenges, which is re�ected by lower risk and higher expected returns. Storebrand considers companies to be sustainable
We select the best
when:
1. Company position on global trends. The world is changing and we believe those companies that manage to adapt their business
models to increase production for more people, using fewer resources, will be the winners of tomorrow.
2. Sustainable business practices. Companies that proactively manage environmental challenges, human rights issues and corruption,
will be better prepared to meet future demands from consumers and authorities in a changing world.
3. Financially robust companies. We invest in companies that can demonstrate solid �nancial results. Since we have commitments to
our customers for many decades to come, we need to think long term.
More information on this can be found here.
Increased focus on companies that address the challenges of the future
One of the measures used for �nding such investments is to identify solution-oriented companies with a business model that
promotes sustainable development. We refer to these companies as “solution companies” because they develop good solutions to
important societal challenges. The total sum of good solutions in key sectors and the interaction between di�erent technologies will
pave the way for sustainable development in society. By systematically investing in solution-oriented companies, the capital �ows can
reduce capital expenditure for the companies that have the greatest ability to adapt. For example, solution companies can contribute
by producing new technology within renewable energy, energy e�ciency improvements, recycling and green transport. The winners of
tomorrow will adapt current business models or adopt new business models that use resources more e�ciently. Optimising the use of
resources and applied technology are both �nancially pro�table, but also a long-term investment for value creation to continue over
time.
HOW WE CHOOSE THE MOST SUSTAINABLE COMPANIES
Storebrand works every day for our customers’ funds to be placed in future �nancial winners. We have the Nordic region’s largest
competence environment for sustainable investments. Our analysts are specialists in everything from resource economics and
consumption, to innovation and political regulation.
solution companies from di�erent sectors, small amounts can thereby be invested in a long line of companies that work with di�erent
methods of achieving a low emission society. Collectively, capital can then be invested in work for �nancing solutions that are
bene�cial to society. Our ambition is that 2% of assets under management shall be invested in solution companies in 2018, 3% in 2020
and 4% in 2025. Storebrand reported indirect carbon emissions in the portfolio for the �rst time in 2017 as part of the reporting for
the Portfolio Decarbonisation Coalition. We will work towards further developing our reporting and ambitions in 2018.
GOALS AND RESULTS – FINANCIAL CAPITAL AND OUR INVESTMENT UNIVERSE
The table presents short and long-term goals and results for the input factor “Financial capital and our investment universe” that Storebrand
uses in its internal follow-up. The column on the right shows the desired positive impact on the UN sustainable development goals.
Innsatsfaktorer
Key Performance Indicator
ROE
Solvency
Dividend
AUM invested in solutions companies, cleantech and
renewable energy
New sustainability products -> NOK invested in sustainability
funds
annually
Goal 201
Goal
7
2017
>10%
>150%
>35%
Baseline
2016
9,5 %
157%
27%
Result
2017
11,30%
172%
40%
Goal 2018
>10%
Goal
2020
>10%
Goal 2025
>10%
>150%
>150%
>150%
>50%
>50%
>50%
1%
n/a
1,80%
2%
3%
4%
6,4bn
100 %
6bn
TBA
TBA
100 %
100 %
100 %
Percentage of assets screened for sustainability criteria
100 %
Indirect cliamte emission -> carbon intensity in:
Tonn CO2e per 1 MNOK sales income
– Equity Investments in mutual funds NO/SE
– Guaranteed portfolio NO/SE
– Fixed income
Compliance to the TCFD principles
[1]
Start
testing
28/18,3
18,8/12,5
Testing
started
Partly
compliant
Partly
compliant
Partly
compliant
Partly
compliant
Compliant Compliant
Publish new policy for sustainable investments
Implementert
Energy consumption real estate
[2]
Water consumption real estate
[3]
Certi�ed green real estate
[4]
Co2-emissions real estate
Waste recycling real estate (N)
194
0,34
29%
6,59
62%
197
0,35
23%
6,93
61%
191
0,35
26%
5,23
65%
191
185
174
0,34
0,33
0,32
35%
6,24
63%
48%
5,55
65%
74%
4,44
69%
All input factors relate to The Storebrand Group including subsidiaries unless otherwise spesi�ed in the de�nition. De�nitions can be found on
www.storebrand.no/en/sustainability/reports
[1]
TCFD: Task Force on Climate Related Financial Disclosures
[2]
New de�nition. Indicator also includes Sweden
[3]
New de�nition. Indicator also include Sweden
[4]
New de�nition. Number for 2016 is updated in accordance with new de�nition
21
Annual report 2017
About Storebrand c
Customers and community relations
Customers and community relations
Principal goal - Recommended by our customers
The opinions of customers and potential customers about Storebrand and the services offered in relation to the vision: Recommended by our customers.
Long-term value creation in the big picture
GOOD MONEY IN A SUSTAINABLE MANNER
WHY IS THIS IMPORTANT?
Storebrand manages the pensions of 1.2 million Norwegians. A large portion of their funds will be managed for 30, 40 perhaps even 50 years
into the future. Our job is to ensure the best possible return on these funds. We believe that we do this by integrating sustainability into all of
our asset management activities. We believe that our responsibility also extends beyond this: Our customers shall have a good world to retire in
and the manner in which we manage these funds will have an impact on that. We shall create good pensions and a good world in which to retire.
Our approach
g
We see that interest in sustainability is increasing among our customers. More customers are concerned about what their money is
not being invested in. At Storebrand we have the industry’s strictest exclusion list which evaluates human rights, employee rights, HSE,
external environment and climate, ethics and anti-corruption, weapons and tobacco. We focus on companies that are capable of
producing more, for more people, while using fewer resources. We exclude companies that violate international norms and
conventions, or that are involved in other unacceptable activities. By conducting analyses we �nd the companies that are best
equipped for the future. Future-oriented companies are better positioned for global challenges, which is re�ected by lower risk and
higher expected returns. We analyse all the companies we can invest in and invest more in those that are good at sustainability. This is
also something our customers are concerned about. They can see that their savings can actually contribute to something positive in
the world. Storebrand makes limited charitable contributions, but supports sustainable initiatives that contribute to the UN
sustainable development goals through, for example, the “Handshake of the year” prize.
In addition, Storebrand lobbies government authorities and other societal stakeholders to in�uence the regulatory framework for
long-term savings.
USEFUL FACTS
HANDSHAKE OF THE YEAR
In the beginning of November, for the �rst time the “Handshake of the Year” was awarded. The price is NOK 500,000 and is
Storebrand’s Sustainability Prize, and was awarded at Aftenposten’s climate conference ‘Our World’.
22
3. Event-based exclusions: We assess companies on the basis of di�erent events associated with the violation of international laws
and conventions. The companies in our investment ecosystem are continuously monitored. If we observe any events that indicate
that a company is in violation of the “Storebrand Standard”, the company may be excluded. Exclusions are e�ectuated after a
process of anonymized assessment of the issue by Storebrand’s Investment Committee. The committee is comprised of several
representatives of executive management and other managers, who meet on a quarterly basis and process the cases anonymously.
If the excluded companies demonstrate changes to or improvements in their policies or business operations, they may potentially be
re-included in Storebrand’s investment ecosystem.
By conducting analyses we �nd the companies that are best equipped for the future. Future-oriented companies are better positioned
for global challenges, which is re�ected by lower risk and higher expected returns. Storebrand considers companies to be sustainable
We select the best
when:
1. Company position on global trends. The world is changing and we believe those companies that manage to adapt their business
models to increase production for more people, using fewer resources, will be the winners of tomorrow.
2. Sustainable business practices. Companies that proactively manage environmental challenges, human rights issues and corruption,
will be better prepared to meet future demands from consumers and authorities in a changing world.
3. Financially robust companies. We invest in companies that can demonstrate solid �nancial results. Since we have commitments to
our customers for many decades to come, we need to think long term.
More information on this can be found here.
Increased focus on companies that address the challenges of the future
One of the measures used for �nding such investments is to identify solution-oriented companies with a business model that
promotes sustainable development. We refer to these companies as “solution companies” because they develop good solutions to
important societal challenges. The total sum of good solutions in key sectors and the interaction between di�erent technologies will
pave the way for sustainable development in society. By systematically investing in solution-oriented companies, the capital �ows can
reduce capital expenditure for the companies that have the greatest ability to adapt. For example, solution companies can contribute
by producing new technology within renewable energy, energy e�ciency improvements, recycling and green transport. The winners of
tomorrow will adapt current business models or adopt new business models that use resources more e�ciently. Optimising the use of
resources and applied technology are both �nancially pro�table, but also a long-term investment for value creation to continue over
time.
HOW WE CHOOSE THE MOST SUSTAINABLE COMPANIES
Storebrand works every day for our customers’ funds to be placed in future �nancial winners. We have the Nordic region’s largest
The purpose of the award is to honor individuals, companies or organizations that contribute to positive progress towards the UN’s
competence environment for sustainable investments. Our analysts are specialists in everything from resource economics and
sustainability goals. The winner of “Handshake of the Year” should make a di�erence.
consumption, to innovation and political regulation.
The purpose of the award is to honor individuals, companies or organizations that contribute to positive progress towards the UN’s
sustainability goals. The winner of “Handshake of the Year” should make a di�erence.
The solar power company Otovo won the sustainability award, which was awarded by climate minister Vidar Helgesen. The jury
justify’s the award to Otovo for its e�orts to remove barriers to small-scale solar energy in the Norwegian and Scandinavian markets.
The company represents a new way of thinking within its �eld, and through an innovative mindset, built on existing solutions. The
solution is aimed at the general population, has already begun well and has a great potential beyond Norway’s borders.
The solar power company Otovo won the sustainability award, which was awarded by climate minister Vidar Helgesen. The jury
g
g
justify’s the award to Otovo for its e�orts to remove barriers to small-scale solar energy in the Norwegian and Scandinavian markets.
Our results
The company represents a new way of thinking within its �eld, and through an innovative mindset, built on existing solutions. The
solution is aimed at the general population, has already begun well and has a great potential beyond Norway’s borders.
Over 90 per cent of our de�ned contribution pension customers are part of the pension solution known as Recommended Pension
(Anbefalt Pensjon). This solution is made up of di�erent funds. Our exclusion list applies of course to all of these funds, but over half of
the funds included also have a clear sustainability strategy in addition to this. In 2017 we included some of our fossil fuel free funds in
Our results
the solution to be able to e�ectively manage climate risk for customers. In addition to investing money in sustainable companies, we
also measure the degree to which our customers consider us to be a sustainable company through customer surveys conducted by a
Over 90 per cent of our de�ned contribution pension customers are part of the pension solution known as Recommended Pension
third party.
(Anbefalt Pensjon). This solution is made up of di�erent funds. Our exclusion list applies of course to all of these funds, but over half of
the funds included also have a clear sustainability strategy in addition to this. In 2017 we included some of our fossil fuel free funds in
Storebrand does not make contributions to political organisations and the work involved in in�uencing the regulatory framework
the solution to be able to e�ectively manage climate risk for customers. In addition to investing money in sustainable companies, we
principally takes place through national and international industry organisations.
also measure the degree to which our customers consider us to be a sustainable company through customer surveys conducted by a
third party.
GRI 305-4 GHG emissions intensity in the portfolio
Storebrand does not make contributions to political organisations and the work involved in in�uencing the regulatory framework
GRI FS8 Monetary value of products and services designed to deliver a specific environmental benefit for each business line broken down by
principally takes place through national and international industry organisations.
purpose
GRI 305-4 GHG emissions intensity in the portfolio
GRI 415-1 Political contributions and socioeconomic compliance
GRI 401-12 Political contributions and socioeconomic compliance
GRI FS8 Monetary value of products and services designed to deliver a specific environmental benefit for each business line broken down by
Storebrand indicator: Customer association with sustainability
purpose
ETHICAL BANKGUIDE: STOREBRAND BEST AMONG THE LARGEST
GRI 401-12 Political contributions and socioeconomic compliance
Once again, Storebrand is ranked as the country’s second most sustainable bank and is the best of the �ve largest banks. The future in
our Hands and Consumer Council is behind the analysis “Fair Finance Guide” which analyzes the ethical guidelines of 13 Norwegian
Storebrand indicator: Customer association with sustainability
banks.
ETHICAL BANKGUIDE: STOREBRAND BEST AMONG THE LARGEST
Fair Finance Guide looks at how sustainable the guidelines for the Norwegian banks are. The analysis covers both own business,
Once again, Storebrand is ranked as the country’s second most sustainable bank and is the best of the �ve largest banks. The future in
investments and lending in the corporate and private market.
our Hands and Consumer Council is behind the analysis “Fair Finance Guide” which analyzes the ethical guidelines of 13 Norwegian
banks.
Fair Finance Guide looks at how sustainable the guidelines for the Norwegian banks are. The analysis covers both own business,
investments and lending in the corporate and private market.
23
The purpose of the award is to honor individuals, companies or organizations that contribute to positive progress towards the UN’s
sustainability goals. The winner of “Handshake of the Year” should make a di�erence.
The purpose of the award is to honor individuals, companies or organizations that contribute to positive progress towards the UN’s
sustainability goals. The winner of “Handshake of the Year” should make a di�erence.
The purpose of the award is to honor individuals, companies or organizations that contribute to positive progress towards the UN’s
sustainability goals. The winner of “Handshake of the Year” should make a di�erence.
The solar power company Otovo won the sustainability award, which was awarded by climate minister Vidar Helgesen. The jury
justify’s the award to Otovo for its e�orts to remove barriers to small-scale solar energy in the Norwegian and Scandinavian markets.
The company represents a new way of thinking within its �eld, and through an innovative mindset, built on existing solutions. The
solution is aimed at the general population, has already begun well and has a great potential beyond Norway’s borders.
The solar power company Otovo won the sustainability award, which was awarded by climate minister Vidar Helgesen. The jury
justify’s the award to Otovo for its e�orts to remove barriers to small-scale solar energy in the Norwegian and Scandinavian markets.
The company represents a new way of thinking within its �eld, and through an innovative mindset, built on existing solutions. The
The solar power company Otovo won the sustainability award, which was awarded by climate minister Vidar Helgesen. The jury
solution is aimed at the general population, has already begun well and has a great potential beyond Norway’s borders.
Our results
justify’s the award to Otovo for its e�orts to remove barriers to small-scale solar energy in the Norwegian and Scandinavian markets.
The company represents a new way of thinking within its �eld, and through an innovative mindset, built on existing solutions. The
solution is aimed at the general population, has already begun well and has a great potential beyond Norway’s borders.
Over 90 per cent of our de�ned contribution pension customers are part of the pension solution known as Recommended Pension
Our results
(Anbefalt Pensjon). This solution is made up of di�erent funds. Our exclusion list applies of course to all of these funds, but over half of
the funds included also have a clear sustainability strategy in addition to this. In 2017 we included some of our fossil fuel free funds in
the solution to be able to e�ectively manage climate risk for customers. In addition to investing money in sustainable companies, we
Over 90 per cent of our de�ned contribution pension customers are part of the pension solution known as Recommended Pension
g
Our results
also measure the degree to which our customers consider us to be a sustainable company through customer surveys conducted by a
(Anbefalt Pensjon). This solution is made up of di�erent funds. Our exclusion list applies of course to all of these funds, but over half of
g
g
third party.
the funds included also have a clear sustainability strategy in addition to this. In 2017 we included some of our fossil fuel free funds in
Over 90 per cent of our de�ned contribution pension customers are part of the pension solution known as Recommended Pension
the solution to be able to e�ectively manage climate risk for customers. In addition to investing money in sustainable companies, we
(Anbefalt Pensjon). This solution is made up of di�erent funds. Our exclusion list applies of course to all of these funds, but over half of
also measure the degree to which our customers consider us to be a sustainable company through customer surveys conducted by a
Storebrand does not make contributions to political organisations and the work involved in in�uencing the regulatory framework
the funds included also have a clear sustainability strategy in addition to this. In 2017 we included some of our fossil fuel free funds in
principally takes place through national and international industry organisations.
third party.
the solution to be able to e�ectively manage climate risk for customers. In addition to investing money in sustainable companies, we
also measure the degree to which our customers consider us to be a sustainable company through customer surveys conducted by a
Storebrand does not make contributions to political organisations and the work involved in in�uencing the regulatory framework
GRI 305-4 GHG emissions intensity in the portfolio
third party.
principally takes place through national and international industry organisations.
GRI FS8 Monetary value of products and services designed to deliver a specific environmental benefit for each business line broken down by
Storebrand does not make contributions to political organisations and the work involved in in�uencing the regulatory framework
GRI 305-4 GHG emissions intensity in the portfolio
purpose
principally takes place through national and international industry organisations.
GRI 401-12 Political contributions and socioeconomic compliance
GRI FS8 Monetary value of products and services designed to deliver a specific environmental benefit for each business line broken down by
GRI 305-4 GHG emissions intensity in the portfolio
purpose
Storebrand indicator: Customer association with sustainability
GRI FS8 Monetary value of products and services designed to deliver a specific environmental benefit for each business line broken down by
GRI 401-12 Political contributions and socioeconomic compliance
purpose
ETHICAL BANKGUIDE: STOREBRAND BEST AMONG THE LARGEST
Storebrand indicator: Customer association with sustainability
Once again, Storebrand is ranked as the country’s second most sustainable bank and is the best of the �ve largest banks. The future in
GRI 401-12 Political contributions and socioeconomic compliance
our Hands and Consumer Council is behind the analysis “Fair Finance Guide” which analyzes the ethical guidelines of 13 Norwegian
ETHICAL BANKGUIDE: STOREBRAND BEST AMONG THE LARGEST
banks.
Storebrand indicator: Customer association with sustainability
Once again, Storebrand is ranked as the country’s second most sustainable bank and is the best of the �ve largest banks. The future in
our Hands and Consumer Council is behind the analysis “Fair Finance Guide” which analyzes the ethical guidelines of 13 Norwegian
Fair Finance Guide looks at how sustainable the guidelines for the Norwegian banks are. The analysis covers both own business,
ETHICAL BANKGUIDE: STOREBRAND BEST AMONG THE LARGEST
banks.
investments and lending in the corporate and private market.
Fair Finance Guide ser nærmere på hvor bærekraftig retningslinjene til de norske banker er. Analysen dekker både egen virksomhet,
Fair Finance Guide ser nærmere på hvor bærekraftig retningslinjene til de norske banker er. Analysen dekker både egen virksomhet,
Once again, Storebrand is ranked as the country’s second most sustainable bank and is the best of the �ve largest banks. The future in
Fair Finance Guide ser nærmere på hvor bærekraftig retningslinjene til de norske banker er. Analysen dekker både egen virksomhet,
Fair Finance Guide ser nærmere på hvor bærekraftig retningslinjene til de norske banker er. Analysen dekker både egen virksomhet,
Fair Finance Guide ser nærmere på hvor bærekraftig retningslinjene til de norske banker er. Analysen dekker både egen virksomhet,
Fair Finance Guide ser nærmere på hvor bærekraftig retningslinjene til de norske banker er. Analysen dekker både egen virksomhet,
Fair Finance Guide ser nærmere på hvor bærekraftig retningslinjene til de norske banker er. Analysen dekker både egen virksomhet,
Fair Finance Guide ser nærmere på hvor bærekraftig retningslinjene til de norske banker er. Analysen dekker både egen virksomhet,
Storebrand is by far the best player in the survey. It is only the challenger Cultura who gets a higher score than Storebrand. A bank
Fair Finance Guide ser nærmere på hvor bærekraftig retningslinjene til de norske banker er. Analysen dekker både egen virksomhet,
Fair Finance Guide ser nærmere på hvor bærekraftig retningslinjene til de norske banker er. Analysen dekker både egen virksomhet,
investeringer og utlån i bedrifts- og privatmarkedet.
investeringer og utlån i bedrifts- og privatmarkedet.
our Hands and Consumer Council is behind the analysis “Fair Finance Guide” which analyzes the ethical guidelines of 13 Norwegian
Fair Finance Guide ser nærmere på hvor bærekraftig retningslinjene til de norske banker er. Analysen dekker både egen virksomhet,
investeringer og utlån i bedrifts- og privatmarkedet.
investeringer og utlån i bedrifts- og privatmarkedet.
Fair Finance Guide ser nærmere på hvor bærekraftig retningslinjene til de norske banker er. Analysen dekker både egen virksomhet,
Fair Finance Guide ser nærmere på hvor bærekraftig retningslinjene til de norske banker er. Analysen dekker både egen virksomhet,
Fair Finance Guide ser nærmere på hvor bærekraftig retningslinjene til de norske banker er. Analysen dekker både egen virksomhet,
Fair Finance Guide ser nærmere på hvor bærekraftig retningslinjene til de norske banker er. Analysen dekker både egen virksomhet,
Fair Finance Guide looks at how sustainable the guidelines for the Norwegian banks are. The analysis covers both own business,
investeringer og utlån i bedrifts- og privatmarkedet.
investeringer og utlån i bedrifts- og privatmarkedet.
investeringer og utlån i bedrifts- og privatmarkedet.
investeringer og utlån i bedrifts- og privatmarkedet.
specializing in ethical banking.
investeringer og utlån i bedrifts- og privatmarkedet.
investeringer og utlån i bedrifts- og privatmarkedet.
Storebrand kommer desidert best ut av de store �nansaktørene i undersøkelsen. Det er kun utfordreren Cultura som får høyere score
Storebrand kommer desidert best ut av de store �nansaktørene i undersøkelsen. Det er kun utfordreren Cultura som får høyere score
banks.
investeringer og utlån i bedrifts- og privatmarkedet.
Storebrand kommer desidert best ut av de store �nansaktørene i undersøkelsen. Det er kun utfordreren Cultura som får høyere score
Storebrand kommer desidert best ut av de store �nansaktørene i undersøkelsen. Det er kun utfordreren Cultura som får høyere score
investeringer og utlån i bedrifts- og privatmarkedet.
investeringer og utlån i bedrifts- og privatmarkedet.
investeringer og utlån i bedrifts- og privatmarkedet.
investeringer og utlån i bedrifts- og privatmarkedet.
investments and lending in the corporate and private market.
Storebrand kommer desidert best ut av de store �nansaktørene i undersøkelsen. Det er kun utfordreren Cultura som får høyere score
Storebrand kommer desidert best ut av de store �nansaktørene i undersøkelsen. Det er kun utfordreren Cultura som får høyere score
Storebrand kommer desidert best ut av de store �nansaktørene i undersøkelsen. Det er kun utfordreren Cultura som får høyere score
Storebrand kommer desidert best ut av de store �nansaktørene i undersøkelsen. Det er kun utfordreren Cultura som får høyere score
Storebrand kommer desidert best ut av de store �nansaktørene i undersøkelsen. Det er kun utfordreren Cultura som får høyere score
Storebrand kommer desidert best ut av de store �nansaktørene i undersøkelsen. Det er kun utfordreren Cultura som får høyere score
enn Storebrand. En bank som spesialiserer seg innenfor etisk bankdrift.
enn Storebrand. En bank som spesialiserer seg innenfor etisk bankdrift.
Storebrand kommer desidert best ut av de store �nansaktørene i undersøkelsen. Det er kun utfordreren Cultura som får høyere score
enn Storebrand. En bank som spesialiserer seg innenfor etisk bankdrift.
enn Storebrand. En bank som spesialiserer seg innenfor etisk bankdrift.
Storebrand kommer desidert best ut av de store �nansaktørene i undersøkelsen. Det er kun utfordreren Cultura som får høyere score
Storebrand kommer desidert best ut av de store �nansaktørene i undersøkelsen. Det er kun utfordreren Cultura som får høyere score
Storebrand kommer desidert best ut av de store �nansaktørene i undersøkelsen. Det er kun utfordreren Cultura som får høyere score
Storebrand kommer desidert best ut av de store �nansaktørene i undersøkelsen. Det er kun utfordreren Cultura som får høyere score
enn Storebrand. En bank som spesialiserer seg innenfor etisk bankdrift.
enn Storebrand. En bank som spesialiserer seg innenfor etisk bankdrift.
enn Storebrand. En bank som spesialiserer seg innenfor etisk bankdrift.
enn Storebrand. En bank som spesialiserer seg innenfor etisk bankdrift.
enn Storebrand. En bank som spesialiserer seg innenfor etisk bankdrift.
enn Storebrand. En bank som spesialiserer seg innenfor etisk bankdrift.
enn Storebrand. En bank som spesialiserer seg innenfor etisk bankdrift.
Fair Finance Guide looks at how sustainable the guidelines for the Norwegian banks are. The analysis covers both own business,
enn Storebrand. En bank som spesialiserer seg innenfor etisk bankdrift.
enn Storebrand. En bank som spesialiserer seg innenfor etisk bankdrift.
enn Storebrand. En bank som spesialiserer seg innenfor etisk bankdrift.
enn Storebrand. En bank som spesialiserer seg innenfor etisk bankdrift.
investments and lending in the corporate and private market.
97%
79%
73%
62%
60%
59%
53%
47%
45%
42%
38%
35%
34%
20%
18%
Ambitions
Ambisjoner
Ambisjoner
Ambisjoner
Ambisjoner
Ambisjoner
Ambisjoner
Ambisjoner
Ambisjoner
Ambisjoner
Ambisjoner
Ambisjoner
Ambisjoner
Ambisjoner
Ambisjoner
Ambisjoner
24
We are known as a leader in the specialist �eld of sustainable investments. However, we shall now go a few steps further. When our
customers think about a sustainable savings and pensions provider, they shall think about Storebrand �rst. So simple and yet so
di�cult. To achieve this goal, we must both educate the regular saver about what sustainable saving is and we must clearly
g
g
g
g
g
g
g
g
g
g
g
g
g
g
g
g
Storebrand is by far the best player in the survey. It is only the challenger Cultura who gets a higher score than Storebrand. A bank
specializing in ethical banking.
Ambitions
g
We are known as a leader in the specialist �eld of sustainable investments. However, we shall now go a few steps further. When our
customers think about a sustainable savings and pensions provider, they shall think about Storebrand �rst. So simple and yet so
di�cult. To achieve this goal, we must both educate the regular saver about what sustainable saving is and we must clearly
communicate that Storebrand is a world leader in this �eld (Corporate Knight 2017). We have therefore introduced a new performance
indicator in the table at the end of the chapter that measures the degree to which customers associate Storebrand with sustainability
in comparison with other companies in the industry.
INFORMATION SECURITY AND DIGITAL TRUST FROM THE CUSTOMER
WHY IS THIS IMPORTANT?
Being aware of our customers’ needs and providing each customer with individualised services are key to us achieving our vision of our
customers recommending us. We shall be a reliable partner when our customers make �nancial choices that will impact their future. As part of
this, we process large amounts of personal data about our customers. The right to a private life is a fundamental human right, which we must do
our utmost to protect. Our customers can legitimately expect that their personal data is being processed with the greatest of care and in
accordance with their instructions. Storebrand takes this responsibility very seriously.
Our approach
Storebrand’s processing of personal data shall take place in accordance with applicable laws and international regulations. Among
other things, Storebrand’s guidelines for processing personal data include Storebrand’s principles for digital trust, fundamental privacy
principles such as legal and transparent processing, purpose limitation, the rights of the registered person and requirements for built-
in privacy protections. All of our employees receive training in these principles, regardless of where they work in the organisation.
When Storebrand enters into agreements for products and services, we always inform our customers about what personal data is
necessary to process and the purpose of this. In addition, our privacy statement is always available at storebrand.no.
Our results
As part of Storebrand’s assessment of operational risk, risks associated with the processing of personal data are identi�ed and
assessed. Storebrand has initiated a process for assessing the consequences for privacy when processing personal data that
represents a high privacy risk. In 2017, we reported 10 privacy enquiries to the Norwegian Data Protection Authority in accordance
with the requirements in Section 2-6 of the Personal Data Regulations. In all of these instances, the customers were informed about
the incident that had occurred. In one of the instances we received a serious complaint from the customer as a result of the incident.
In order to document and verify the e�ectiveness of our security work, we have implemented an internal control system for
information security throughout the entire value chain. Through this framework we set requirements for, verify and continually
improve the security in the entire Group: The manner in which we ourselves work and what we expect from our partners and in the
solutions we o�er to our customers.
GRI 418-1 Substansiated complaints concering breaches of customer privacy and losses of customer data
Ambitions
Intelligent use of information, and especially personal data, is vital in a digital world where the branches and traditional physical
customer meetings are disappearing. This increases the need to invest in digital trust such that Storebrand’s customers experience
that sharing information with us creates value for each individual, while at the same time we respect their privacy. Intelligent and
reliable use of customer data will create signi�cant opportunities for customers and Storebrand in the future. Creating digital trust
with our customers will be what guides Storebrand’s continued customer development work.
g
g
g
APPEALING AND SIMPLE CUSTOMER EXPERIENCES.
25
WHY IS THIS IMPORTANT?
g
g
g
Our approach
Our results
Ambitions
communicate that Storebrand is a world leader in this �eld (Corporate Knight 2017). We have therefore introduced a new performance
indicator in the table at the end of the chapter that measures the degree to which customers associate Storebrand with sustainability
in comparison with other companies in the industry.
INFORMATION SECURITY AND DIGITAL TRUST FROM THE CUSTOMER
WHY IS THIS IMPORTANT?
Being aware of our customers’ needs and providing each customer with individualised services are key to us achieving our vision of our
customers recommending us. We shall be a reliable partner when our customers make �nancial choices that will impact their future. As part of
this, we process large amounts of personal data about our customers. The right to a private life is a fundamental human right, which we must do
our utmost to protect. Our customers can legitimately expect that their personal data is being processed with the greatest of care and in
accordance with their instructions. Storebrand takes this responsibility very seriously.
Storebrand’s processing of personal data shall take place in accordance with applicable laws and international regulations. Among
other things, Storebrand’s guidelines for processing personal data include Storebrand’s principles for digital trust, fundamental privacy
principles such as legal and transparent processing, purpose limitation, the rights of the registered person and requirements for built-
in privacy protections. All of our employees receive training in these principles, regardless of where they work in the organisation.
When Storebrand enters into agreements for products and services, we always inform our customers about what personal data is
necessary to process and the purpose of this. In addition, our privacy statement is always available at storebrand.no.
As part of Storebrand’s assessment of operational risk, risks associated with the processing of personal data are identi�ed and
assessed. Storebrand has initiated a process for assessing the consequences for privacy when processing personal data that
represents a high privacy risk. In 2017, we reported 10 privacy enquiries to the Norwegian Data Protection Authority in accordance
with the requirements in Section 2-6 of the Personal Data Regulations. In all of these instances, the customers were informed about
the incident that had occurred. In one of the instances we received a serious complaint from the customer as a result of the incident.
In order to document and verify the e�ectiveness of our security work, we have implemented an internal control system for
information security throughout the entire value chain. Through this framework we set requirements for, verify and continually
improve the security in the entire Group: The manner in which we ourselves work and what we expect from our partners and in the
solutions we o�er to our customers.
GRI 418-1 Substansiated complaints concering breaches of customer privacy and losses of customer data
Intelligent use of information, and especially personal data, is vital in a digital world where the branches and traditional physical
customer meetings are disappearing. This increases the need to invest in digital trust such that Storebrand’s customers experience
that sharing information with us creates value for each individual, while at the same time we respect their privacy. Intelligent and
reliable use of customer data will create signi�cant opportunities for customers and Storebrand in the future. Creating digital trust
with our customers will be what guides Storebrand’s continued customer development work.
APPEALING AND SIMPLE CUSTOMER EXPERIENCES.
WHY IS THIS IMPORTANT?
Visions have a tendency to be fanciful. Our vision is very speci�c. We work hard to ensure that our customers will recommend us. We therefore
put the needs of the customers �rst in everything we do and following-up the feedback from customers is a core task in the Group.
Storebrand focusses on providing appealing and simple customer experiences – both to attract new customers and to ensure that our existing
customers are as satis�ed and loyal as possible.
Our approach
In 2017, several measures and improvements were implemented in our serviced channels such as “Customer �rst” (Kunden først),
“Right �rst time”, and “Sustainable settlement” (Bærekraftig oppgjør). At the same time, Storebrand has developed new and improved
digital services. Storebrand uses Net Promoter Score (NPS) to measure whether our customers will recommend us to others. NPS is a
standard method that shows the proportion of customers who answer 9 or 10 minus the proportion of customers who answer from 0
to 6 to the question: “On a scale from 0-10, to what extent would you recommend Storebrand to a family member, friend or
colleague?” The result is based on a 6 month continuous weighted average at year-end, ranked in comparison with speci�c
competitors.
Our results
Customer First is a programme and tool we have launched to improve customer orientation and to build an even stronger customer-
oriented culture. It is a basic tool that is a means of doing the correct things in such a way that nothing is left to chance when we
create good customer experiences. This is about the culture we strengthen internally and in contact with customers. A focus on
simplifying processes and an increased focus on “right �rst time” has given us shorter processing times and allows us to provide better
advice. Sustainable settlement (bærekraftige oppgjør) assists Storebrand customers in making the correct choice through discounts on
sustainable materials and solutions upon settlement, electric car insurance, and pilot programme for damage prevention dialogue. In
combination with transparent processes, this provides good customer experiences. The e�ect of this work is measured in a number of
di�erent ways, including through NPS. The purpose of NPS is to obtain feedback about whether Storebrand is providing its products
and services in such a positive manner that our customers recommend us to others. NPS is measured at two levels. The �rst is at an
operative, transaction-based level and the second is at a more overarching relationship level. Both areas showed positive
developments in 2017. Our NPS score increased by more than 3 per cent compared with the previous year for the transaction-based
measurement. The increase was especially strong within our digital services. The NLS score for the relationship-based measurement
had an even stronger increase in 2017 and ended at almost 9 per cent higher than the 2016 level.
Storebrand indicator: Results of surveys measuring customer satisfaction NPS Norway and Sweden
Storebrand indicator: Ranking in terms of customer satisfaction in Norway and Sweden
Ambitions
The Group’s ambitions are measured in relation to the Norwegian retail market and Swedish corporate market, something that
re�ects the most important strategic focus areas in the time ahead. Storebrand shall be among the top 3 in NPS (Net Promoter Score)
for both rankings. We are currently number 4 in the Norwegian retail market and number 8 in the Swedish corporate market.
INVOLVEMENT IN OWN PENSION AND SAVINGS
WHY IS THIS IMPORTANT?
Assisting customers in making the correct �nancial choices is important for them being able to have a secure pension and to maintain their
lifestyle and purchasing power when retirement commences.
26
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g
The Pension Reform from 2011 has made pensions an individual responsibility. The interest in pensions and savings has increased in line with
the population having begun to understand the importance of pension saving. In 2017 we saw several examples of major interest being shown
The Pension Reform from 2011 has made pensions an individual responsibility. The interest in pensions and savings has increased in line with
by our customers in their own pensions and savings. Pensions are at the heart of Storebrand’s work.
the population having begun to understand the importance of pension saving. In 2017 we saw several examples of major interest being shown
by our customers in their own pensions and savings. Pensions are at the heart of Storebrand’s work.
Occupational pension is our core product in both Norway and Sweden, and employees and former employees in our customer businesses in
Norway are also o�ered attractive solutions in the retail market for saving, insurance and banking. Our business strategy is to provide pro�table
Occupational pension is our core product in both Norway and Sweden, and employees and former employees in our customer businesses in
growth within these focus areas, while we also manage our historical portfolios in a capital-e�cient manner.
Norway are also o�ered attractive solutions in the retail market for saving, insurance and banking. Our business strategy is to provide pro�table
growth within these focus areas, while we also manage our historical portfolios in a capital-e�cient manner.
Our approach
Our approach
Storebrand works with digital tools and the improvement of our digital communications channels in order to increase our customers’
understanding of and interest in pension saving. The relationship between employer and employee is a joint platform for
Storebrand works with digital tools and the improvement of our digital communications channels in order to increase our customers’
understanding the importance of pension saving as an important employee bene�t to build upon.
understanding of and interest in pension saving. The relationship between employer and employee is a joint platform for
understanding the importance of pension saving as an important employee bene�t to build upon.
Our results
Our results
My Pension Figure (Mitt pensjonstall) is a tool that assists customers in calculating their total expected pension, with �gures obtained
from the National Insurance Scheme, private savings and employer. During 2017, almost 70,000 people accessed storebrand.no and
My Pension Figure (Mitt pensjonstall) is a tool that assists customers in calculating their total expected pension, with �gures obtained
found their pension �gure. A total of 335,000 pension �gures have been established since the launch in 2013. Our customer service
from the National Insurance Scheme, private savings and employer. During 2017, almost 70,000 people accessed storebrand.no and
centre received over 90,000 inquiries about pensions and savings in 2017. My pension �gure has increased from 55% in 2016 to 58% in
found their pension �gure. A total of 335,000 pension �gures have been established since the launch in 2013. Our customer service
2017. The �gure shows how much of your future income you will receive when you retire.
centre received over 90,000 inquiries about pensions and savings in 2017. My pension �gure has increased from 55% in 2016 to 58% in
2017. The �gure shows how much of your future income you will receive when you retire.
At the end of the year, we had two major new products in the Norwegian savings market: Equity savings account and individual
pension savings (IPS). More than 7,000 of our customers have opened an equity savings account at Storebrand, while 13,000 have
At the end of the year, we had two major new products in the Norwegian savings market: Equity savings account and individual
started IPS.
pension savings (IPS). More than 7,000 of our customers have opened an equity savings account at Storebrand, while 13,000 have
started IPS.
We have noted major interest in our fund savings products, not least Storebrand Global Multifactor, which, according to Morningstar,
is the global equity fund managed by a Norwegian asset management company that has given the best returns in the past three, �ve
We have noted major interest in our fund savings products, not least Storebrand Global Multifactor, which, according to Morningstar,
and seven years.
is the global equity fund managed by a Norwegian asset management company that has given the best returns in the past three, �ve
and seven years.
FS14: Initiatives to improve access to financial services for disadvantaged people.
FS14: Initiatives to improve access to financial services for disadvantaged people.
Storebrand indicator: Change in “my pension �gure” as a percentage.
Storebrand indicator: Change in “my pension �gure” as a percentage.
Ambitions
Ambitions
g
g
g
g
g
g
My pension �gure is the most important gateway we have for encouraging our customers to take responsibility for their own
pensions. It will continue to serve this purpose into the future. We have the goal of 100,000 customers making a pension-related
My pension �gure is the most important gateway we have for encouraging our customers to take responsibility for their own
transaction after having checked the pension �gure. My pension �gure will be vital to this work, and a great deal will be invested in
pensions. It will continue to serve this purpose into the future. We have the goal of 100,000 customers making a pension-related
getting our customers to set up the pension �gure, improving the customer experience and following up our customers. In 2018, the
transaction after having checked the pension �gure. My pension �gure will be vital to this work, and a great deal will be invested in
work will be expanded by increasing interest in �nances among young people by participating in “Young Entrepreneurship”(ungt
getting our customers to set up the pension �gure, improving the customer experience and following up our customers. In 2018, the
entreprenørskap).
work will be expanded by increasing interest in �nances among young people by participating in “Young Entrepreneurship”(ungt
entreprenørskap).
RELEVANT AND RESPONSIBLE CUSTOMER ADVICE.
WHY IS THIS IMPORTANT?
RELEVANT AND RESPONSIBLE CUSTOMER ADVICE.
Relevant and responsible customer advice is the cornerstone of customer satisfaction. The customer shall end up with products and services
WHY IS THIS IMPORTANT?
that are relevant and correct for them in the circumstances in which they are in. If we succeed with this, we are well on the way to achieving our
Relevant and responsible customer advice is the cornerstone of customer satisfaction. The customer shall end up with products and services
vision of “our customers recommending us”.
that are relevant and correct for them in the circumstances in which they are in. If we succeed with this, we are well on the way to achieving our
vision of “our customers recommending us”.
27
The Pension Reform from 2011 has made pensions an individual responsibility. The interest in pensions and savings has increased in line with
the population having begun to understand the importance of pension saving. In 2017 we saw several examples of major interest being shown
by our customers in their own pensions and savings. Pensions are at the heart of Storebrand’s work.
Occupational pension is our core product in both Norway and Sweden, and employees and former employees in our customer businesses in
Norway are also o�ered attractive solutions in the retail market for saving, insurance and banking. Our business strategy is to provide pro�table
growth within these focus areas, while we also manage our historical portfolios in a capital-e�cient manner.
Storebrand works with digital tools and the improvement of our digital communications channels in order to increase our customers’
understanding of and interest in pension saving. The relationship between employer and employee is a joint platform for
understanding the importance of pension saving as an important employee bene�t to build upon.
Our approach
Our results
started IPS.
and seven years.
Ambitions
My Pension Figure (Mitt pensjonstall) is a tool that assists customers in calculating their total expected pension, with �gures obtained
from the National Insurance Scheme, private savings and employer. During 2017, almost 70,000 people accessed storebrand.no and
found their pension �gure. A total of 335,000 pension �gures have been established since the launch in 2013. Our customer service
centre received over 90,000 inquiries about pensions and savings in 2017. My pension �gure has increased from 55% in 2016 to 58% in
2017. The �gure shows how much of your future income you will receive when you retire.
At the end of the year, we had two major new products in the Norwegian savings market: Equity savings account and individual
pension savings (IPS). More than 7,000 of our customers have opened an equity savings account at Storebrand, while 13,000 have
We have noted major interest in our fund savings products, not least Storebrand Global Multifactor, which, according to Morningstar,
is the global equity fund managed by a Norwegian asset management company that has given the best returns in the past three, �ve
FS14: Initiatives to improve access to financial services for disadvantaged people.
Storebrand indicator: Change in “my pension �gure” as a percentage.
My pension �gure is the most important gateway we have for encouraging our customers to take responsibility for their own
pensions. It will continue to serve this purpose into the future. We have the goal of 100,000 customers making a pension-related
transaction after having checked the pension �gure. My pension �gure will be vital to this work, and a great deal will be invested in
getting our customers to set up the pension �gure, improving the customer experience and following up our customers. In 2018, the
work will be expanded by increasing interest in �nances among young people by participating in “Young Entrepreneurship”(ungt
entreprenørskap).
RELEVANT AND RESPONSIBLE CUSTOMER ADVICE.
WHY IS THIS IMPORTANT?
vision of “our customers recommending us”.
Our approach
Our approach
Products and services linked to pensions and insurance are considered complicated. We take this seriously and work with making
them easier to understand. Finance Norway has the project “Out of the language fog” (Ut av språktåka). We are actively involved with
Products and services linked to pensions and insurance are considered complicated. We take this seriously and work with making
this and the goal is to establish language that is good and understandable.
them easier to understand. Finance Norway has the project “Out of the language fog” (Ut av språktåka). We are actively involved with
this and the goal is to establish language that is good and understandable.
Our advisors undergo an authorisation process and meet di�erent quality requirements each year. This shall also be re�ected in
the digital platforms on which customers meet with us. We therefore support the Finance Industry Authorisation Schemes in their
Our advisors undergo an authorisation process and meet di�erent quality requirements each year. This shall also be re�ected in
work on developing a quality standard for digital advice and look forward to being able to declare a robot as being “AFR” in the same
the digital platforms on which customers meet with us. We therefore support the Finance Industry Authorisation Schemes in their
way as an Authorised Financial Advisor (Autorisert Finansiell Rådgiver).
work on developing a quality standard for digital advice and look forward to being able to declare a robot as being “AFR” in the same
way as an Authorised Financial Advisor (Autorisert Finansiell Rådgiver).
Our results
Our results
In 2017 we continued the project of updating letters that are sent out using language that is clearer and more understandable.
According to the Norwegian Customer Satisfaction Barometer (Norsk Kundebarometer), we are at the top when concerning customer
In 2017 we continued the project of updating letters that are sent out using language that is clearer and more understandable.
satisfaction in the corporate market. One of the most important areas that contributes to us being ranked number 1 is that we are
According to the Norwegian Customer Satisfaction Barometer (Norsk Kundebarometer), we are at the top when concerning customer
considered to be the best at communicating information to the employees. This is at the very heart of the question concerning
satisfaction in the corporate market. One of the most important areas that contributes to us being ranked number 1 is that we are
customer advice.
considered to be the best at communicating information to the employees. This is at the very heart of the question concerning
customer advice.
417- 1: Requirements for products and service information labelling
417- 1: Requirements for products and service information labelling
417-2: Incidents of non-compliance concerning product and service information and labeling
417-2: Incidents of non-compliance concerning product and service information and labeling
417-3: Incidents of non-compliance concerning marketing communications
417-3: Incidents of non-compliance concerning marketing communications
Ambitions
Ambitions
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g
g
g
g
g
g
Relevant and responsible customer advice is the cornerstone of customer satisfaction. The customer shall end up with products and services
that are relevant and correct for them in the circumstances in which they are in. If we succeed with this, we are well on the way to achieving our
Providing relevant customer advice is vital to our business activities. We have a strong focus on digital channels and the interaction
between digital and physical operations will be extremely important. Success with this is re�ected in both customer satisfaction (NPS
Providing relevant customer advice is vital to our business activities. We have a strong focus on digital channels and the interaction
score) and that we achieve our sales ambitions.
between digital and physical operations will be extremely important. Success with this is re�ected in both customer satisfaction (NPS
score) and that we achieve our sales ambitions.
GOALS AND RESULTS – CUSTOMER AND COMMUNITY RELATIONS
The table presents short-term and long-term goals and results for the input factor “Customer and community relations” which Storebrand uses
GOALS AND RESULTS – CUSTOMER AND COMMUNITY RELATIONS
in its internal follow-up. The column on the right shows the desired positive impact of the UN sustainable development goals.
The table presents short-term and long-term goals and results for the input factor “Customer and community relations” which Storebrand uses
in its internal follow-up. The column on the right shows the desired positive impact of the UN sustainable development goals.
Value drivers
Result 2017 Goal 2018 Goal 2020 Goal 2025
Baseline 2016
Goal 2017
Dow Jones
Value drivers
Key Performance Indicator
NPS Norwegian pension marked
Dow Jones
NPS Swedish corporate marked
NPS Norwegian pension marked
Market share savings Norway
NPS Swedish corporate marked
Marked posision corporate marked occupational pension
Market share savings Norway
Financial litteracy -> Young entrepreneurship
Marked posision corporate marked occupational pension
Financial litteracy -> My pension �gure
Financial litteracy -> Young entrepreneurship
Sharity – > Handshake of the year
Financial litteracy -> My pension �gure
Retail market Norway (association to sustainability)
Sharity – > Handshake of the year
Charity
Corporate market Norway (association to sustainability)
Retail market Norway (association to sustainability)
SPP (association to sustainability)
Corporate market Norway (association to sustainability)
SAM (Institutional end-customer and suppliers, Prospera)
SPP (association to sustainability)
SAM (Institutional end-customer and suppliers, Prospera)
Included
Goal 2017
Top 3
Included
Top 3
Top 3
25%
Top 3
1
25%
N/A
1
N/A
N/A
N/A
Baseline 2016
#4
Included
Included Not included
#4
Included Not included
#8
#4
Included
Result 2017 Goal 2018 Goal 2020 Goal 2025
Top 3
Included
Top 3
Top 3
Top 3
Included
Top 3
Top 3
Top 3
Included
Top 3
Top 3
Included
#4
N/A
55%
N/A
N/A
55%
N/A
#8
N/A
58%
N/A
N/A
58%
N/A
Top 3
1
Top 3
1
Top 3
1
N/A
1
N/A
N/A
#1
N/A
#1
#1
#1
#1
#1
#1
#1
N/A
1
N/A
N/A
#1
N/A
#1
#1
#1
#1
#1
#1
#1
N/A
1
N/A
N/A
#1
N/A
#1
#1
#1
#1
#1
#1
#1
28
All input factors relate to The Storebrand Group including subsidiaries unless otherwise spesi�ed in the de�nition. De�nitions can be found on
www.storebrand.no/en/sustainability/reports
ORDER IN ONE’S OWN HOUSE
Storebrand shall be a “brave pioneer” within sustainability. This entails that we wish to show our environmental impact in our own operations
Value drivers
Key Performance Indicator
Goal 2017
Baseline 2016
Result 2017
Goal 2018
Goal 2020
Goal 2025
Flight pr FTE
Co2 emissions pr. FTE
Energy consumption main o�ce
Water consumption main o�ce
Waste recycling main o�ce
Paper consumption main o�ce
4,0
0,69
164
0,31
77%
55
4,1
0,7
165
0,32
76%
58
3,9
0,71
151
0,3
82%
50
3,9
0,68
162
0,31
78%
52
3,7
0,66
159
0,31
79%
47
3,4
0,61
152
0,30
82%
35
All input factors relate to The Storebrand Group including subsidiaries unless otherwise spesi�ed in the de�nition. De�nitions can be found on
www.storebrand.no/en/sustainability/reports
29
Annual report 2017
About Storebrand c
Our people and systems
Our people and systems
Principal goal - People first, digital always
Storebrand’s employees, their knowledge and expertise in the interaction with the systems and structures. Storebrand’s digital strategy differs from others
in that it, first and foremost, places a focus on people and their ability to use digital tools. People and systems and therefore proposed as being a
combined input factor in line with Storebrand’s approach.
GOOD ENVIRONMENTAL STANDARDS AND WORKING CONDITIONS THROUGHOUT THE ENTIRE VALUE CHAIN
WHY IS THIS IMPORTANT?
An increase in the outsourcing of work tasks sets stricter requirements for following up suppliers. The focus on working conditions, particularly
in the supplier chain, is important for ensuring good working conditions and protecting human rights.
Our approach
In addition to following the internal procurement policies, all purchases shall be carried out in such a way that they contribute to
reducing the environmental and climatic impact from goods and services that are purchased and support Storebrand’s commitment
to the environment and corporate social responsibility. This is done by establishing environmental requirements through Storebrand’s
own guidelines for suppliers of goods and services that have an impact on the environment aspects of the business activities, for
example, waste, packaging, energy, emissions and transport. In addition, Storebrand’s position as a role model to the rest of the world
must always be considered. This speci�cally entails that the supplier should have systems and guidelines for safeguarding
environmental aspects in its business activities, including a corporate social responsibility pro�le in its products and services. Using the
same criteria, Storebrand prioritises suppliers that are certi�ed in accordance with one or more of the following standards: ISO14001,
EMAS, Eco-Lighthouse, the Swan ecolabel and Green Dot. Storebrand ASA is a member of the UN Global Compact. All suppliers and
sub-contractors of goods and services to companies in the Storebrand Group shall comply with the same minimum standards when
concerning human rights, personnel and anti-corruption work. The supplier pledges to follow the principles in the UN Global Compact.
Insofar as this is possible, the supplier must still be able to document the products’ lifecycle costs and environmental characteristics.
The supplier shall generally have good internal guidelines for ethics and should, for example, follow the Initiative for Ethical Trade’s
guidelines or the standard for social accountability/corporate social responsibility (SA 8000). There must be no purchases from
companies that have been excluded under Storebrand’s minimum standards for sustainable investments. The analysis is conducted
by the department for sustainable investments and Sourcing is responsible for compliance.
Our results
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30
Annual report 2017
About Storebrand c
Our people and systems
Our people and systems
Principal goal - People first, digital always
Storebrand’s employees, their knowledge and expertise in the interaction with the systems and structures. Storebrand’s digital strategy differs from others
in that it, first and foremost, places a focus on people and their ability to use digital tools. People and systems and therefore proposed as being a
combined input factor in line with Storebrand’s approach.
GOOD ENVIRONMENTAL STANDARDS AND WORKING CONDITIONS THROUGHOUT THE ENTIRE VALUE CHAIN
An increase in the outsourcing of work tasks sets stricter requirements for following up suppliers. The focus on working conditions, particularly
in the supplier chain, is important for ensuring good working conditions and protecting human rights.
WHY IS THIS IMPORTANT?
Our approach
In addition to following the internal procurement policies, all purchases shall be carried out in such a way that they contribute to
reducing the environmental and climatic impact from goods and services that are purchased and support Storebrand’s commitment
to the environment and corporate social responsibility. This is done by establishing environmental requirements through Storebrand’s
own guidelines for suppliers of goods and services that have an impact on the environment aspects of the business activities, for
example, waste, packaging, energy, emissions and transport. In addition, Storebrand’s position as a role model to the rest of the world
must always be considered. This speci�cally entails that the supplier should have systems and guidelines for safeguarding
environmental aspects in its business activities, including a corporate social responsibility pro�le in its products and services. Using the
same criteria, Storebrand prioritises suppliers that are certi�ed in accordance with one or more of the following standards: ISO14001,
EMAS, Eco-Lighthouse, the Swan ecolabel and Green Dot. Storebrand ASA is a member of the UN Global Compact. All suppliers and
sub-contractors of goods and services to companies in the Storebrand Group shall comply with the same minimum standards when
concerning human rights, personnel and anti-corruption work. The supplier pledges to follow the principles in the UN Global Compact.
Insofar as this is possible, the supplier must still be able to document the products’ lifecycle costs and environmental characteristics.
The supplier shall generally have good internal guidelines for ethics and should, for example, follow the Initiative for Ethical Trade’s
guidelines or the standard for social accountability/corporate social responsibility (SA 8000). There must be no purchases from
companies that have been excluded under Storebrand’s minimum standards for sustainable investments. The analysis is conducted
by the department for sustainable investments and Sourcing is responsible for compliance.
Our results
In 2017, purchase contracts with suppliers of more than NOK 1 million amounted to NOK 2 billion in purchase volume, of which NOK
760 million was certi�ed. This means that 38% of the purchase volume over NOK 1 million was environmentally certi�ed in accordance
with the purchasing policy. There are a total of 285 suppliers, 66 of whom are certi�ed, which is 23% of the suppliers. All suppliers
pledges to follow the Principles of The UN Global Compact.
GRI 414-1 Percentage of new suppliers that were screened using environmental criteria
GRI 412-3 Significant investment agreements and contracts that include human rights clauses or that underwent human rights screening
GRI 412-1 Total number of significant investment agreements and contracts that include human rights clauses or that underwent human
Storebrand indicator: number and percentage of suppliers that have a certified environmental management system.
rights screening
Ambitions
Storebrand has the objective of ensuring optimal purchases in terms of costs, quality and user experience, and that this takes place in
accordance with laws, regulations and internal rules. Purchases shall take place in accordance with Storebrand’s core values and
comply with the requirements and expectations that are set for our business activities by our customers, suppliers, government
authorities, employees and partners. The Group shall not select suppliers or products that violate international agreements, national
laws or internal guidelines. Furthermore, Storebrand shall contribute to sustainable development and that human rights and labour
laws are not violated. Our ambition is to increase the proportion of certi�ed purchases to 40% in 2018 and up to 50% in 2025.
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EXPLOIT THE OPPORTUNITIES PRESENTED BY THE DIGITAL TRANSITION
WHY IS THIS IMPORTANT?
The digital transition has enabled the development of products and services at a pace that the �nance sector has never seen before. This
requires an organisation that has to both represent the long-term commitments Storebrand has to our customers and that must be in the
driving seat for digital improvements and innovation.
The digital transition has also meant major changes in how Storebrand meets customers and places an increased focus on digital customers.
This also requires a high level of digital expertise internally, i.e. knowledge of the solutions our customers prefer to use and where the market is
moving at any given time.
Our approach
With the assistance of the mobile-based “pull” learning pathway “Our driving force in the head and heart”, we were able in 2017 to
improve the general level of digital expertise in the organisation and enable all employees to learn to use multiple digital platforms
(mobile, tablet, PC) for learning, sharing and cooperation across the organisation and when meeting with customers.
A working life characterised by an increased pace requires a shift from hierarchy to a stronger focus on teams and networks. Modern
leadership is principally about coaching and inspiring employees such that they utilise their potential and exercise self-management,
i.e. that the individual is able to see opportunities and dares to take responsibility for his/her own decisions.
Our results
A new future-oriented and creative o�ce landscape with choice, variation and no �xed sitting areas was introduced in the Norwegian
part of the Group at the end of 2017 with the ambition of facilitating greater �exibility, sharing and learning in the organisation. For
many employees this is a new and di�erent way of working, while for others it is familiar. Storebrand has made just over 20 major
digital deliveries in 2017, which have improved the customer and sales experience and have helped support our vision of our
customers recommending us. In addition, about 10 production deployments are delivered every working day, which makes a
di�erence to the customer’s digital experience of Storebrand.
Storebrand indicator: Number of improvement projects that have resulted in a digital solution.
Ambitions
31
We will continue to o�er digital learning pathways to our employees into the future and an important, and not least, compulsory
course in 2018 will be “Training in the new Personal Data Act – (GDPR)” for which the goal is that we will satisfy the requirements such
that our customers can be assured that we correctly process their personal data.
Focus on teams and networks will be important for Storebrand going forward in order to ensure that we utilise our full potential. Our
managers will lead learning, lead networks and lead values and result. Teamwork across departments, units and the organisation will
therefore also be important in 2018.
In the future, the ability to manage rapid changes with the assistance of good processes and the right technology will apply. Therefore,
at Storebrand we will strive to work according to agile work methods in everything we do (Build, Measure, Learn) – what we call “agile
and smart”, and where we test, try and fail, provide feedback and then retest again and continue to build on this. This work method
has already been adopted by large parts of the organisation and will be applicable for more of them in the future.
At the start of 2018 we will introduce a new HR system known as “Workday” in the entire Group. With Workday, information about the
organisation will be re�ected in realtime and all HR processes will be digitalised. This means that we can equip our organisation for
speed, while also contributing to achieving our goal of “Paper-free Storebrand 2018” and will enable us to comply with the new GDPR
guidelines that also apply to own employees.
Storebrand is focussed on the organisation re�ecting our customers and the market in which the Group operates. Diversity contributes to
DIVERSITY AND EQUAL OPPORTUNITIES
WHY IS THIS IMPORTANT?
increased innovation and learning in the organisation.
Our approach
Storebrand has for several years worked systematically on identifying future managerial candidates and promoting even gender
distribution. There has been a focused e�ort on management development in the areas of strategic and operative management,
communication and change. The aim is to ensure that future competence requirements are met, and to develop Storebrand to meet
the changing needs of society and the market. The company seeks to ensure equal treatment and opportunities for all the internal
and external recruitment and development processes. We shall contribute to achieving sustainable development goal 5 for gender
equality and particularly the sub-goal of equal treatment at the workplace.
Storebrand has a zero tolerance policy towards harassment and we will continue with preventive work by increasing awareness that
we want to have a good and safe workplace where we have a pleasant environment and treat each other with respect. Storebrand has
the goal of equal pay for equal work.
The head o�ce has been adapted to meet individual needs. It is a universally designed building.
Our results
In 2017, Storebrand received 85 (83) out of a possible 100 points in the internal employee satisfaction survey that was conducted by
Ennova regarding the work with diversity and discrimination. The average age at the Storebrand Group is 44, and average seniority is
12 years in Norway and 9 years in Sweden. Storebrand had 1,773 employees in the Group at year end. 35% of the managers at
Storebrand Norway are women and the �gure is 47% at SPP. 45% of the employees in the Norwegian part and 55% of the employees
at SPP are women.
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Storebrand indicator: Number of improvement projects that have resulted in a digital solution.
Ambitions
We will continue to o�er digital learning pathways to our employees into the future and an important, and not least, compulsory
course in 2018 will be “Training in the new Personal Data Act – (GDPR)” for which the goal is that we will satisfy the requirements such
that our customers can be assured that we correctly process their personal data.
Focus on teams and networks will be important for Storebrand going forward in order to ensure that we utilise our full potential. Our
managers will lead learning, lead networks and lead values and result. Teamwork across departments, units and the organisation will
therefore also be important in 2018.
In the future, the ability to manage rapid changes with the assistance of good processes and the right technology will apply. Therefore,
at Storebrand we will strive to work according to agile work methods in everything we do (Build, Measure, Learn) – what we call “agile
and smart”, and where we test, try and fail, provide feedback and then retest again and continue to build on this. This work method
has already been adopted by large parts of the organisation and will be applicable for more of them in the future.
At the start of 2018 we will introduce a new HR system known as “Workday” in the entire Group. With Workday, information about the
organisation will be re�ected in realtime and all HR processes will be digitalised. This means that we can equip our organisation for
speed, while also contributing to achieving our goal of “Paper-free Storebrand 2018” and will enable us to comply with the new GDPR
guidelines that also apply to own employees.
DIVERSITY AND EQUAL OPPORTUNITIES
WHY IS THIS IMPORTANT?
Storebrand is focussed on the organisation re�ecting our customers and the market in which the Group operates. Diversity contributes to
increased innovation and learning in the organisation.
Our approach
Storebrand has for several years worked systematically on identifying future managerial candidates and promoting even gender
distribution. There has been a focused e�ort on management development in the areas of strategic and operative management,
communication and change. The aim is to ensure that future competence requirements are met, and to develop Storebrand to meet
the changing needs of society and the market. The company seeks to ensure equal treatment and opportunities for all the internal
and external recruitment and development processes. We shall contribute to achieving sustainable development goal 5 for gender
equality and particularly the sub-goal of equal treatment at the workplace.
Storebrand has a zero tolerance policy towards harassment and we will continue with preventive work by increasing awareness that
we want to have a good and safe workplace where we have a pleasant environment and treat each other with respect. Storebrand has
the goal of equal pay for equal work.
The head o�ce has been adapted to meet individual needs. It is a universally designed building.
Our results
In 2017, Storebrand received 85 (83) out of a possible 100 points in the internal employee satisfaction survey that was conducted by
Ennova regarding the work with diversity and discrimination. The average age at the Storebrand Group is 44, and average seniority is
12 years in Norway and 9 years in Sweden. Storebrand had 1,773 employees in the Group at year end. 35% of the managers at
Storebrand Norway are women and the �gure is 47% at SPP. 45% of the employees in the Norwegian part and 55% of the employees
at SPP are women.
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32
In 2017, 50 per cent of the board members at Storebrand ASA were women and the �gure for the subsidiaries was 43 per cent. The
�gure for executive management is 33 per cent. 37 per cent of the members of the executive management’s leadership teams are
women and the �gure is 29 per cent at the next level (3).
In cooperation with the union, an assessment and analysis have been carried out of the salary level to be able to even out di�erences
based on gender. Several initiatives were commenced in 2017 to increase awareness about gender equality, gender balance in the
workplace and an inclusive workplace.
FACTS
FiftyFifty 2017
FiftyFifty is based on UN sustainable development goal number 5, gender equality, and during 2017 women from some of the largest
companies in Norway and from di�erent industries met together with the goal of de�ning speci�c initiatives at individual, company
and society level as well as goals for how to succeed with recruiting more female managers to higher levels. 12 major enterprises
participated in the programme: Orkla, Yara, Posten Bring, Cognizant, Coop, Norwegian Armed Forces, ManpowerGroup, Evry,
Norwegian Bar Association, Veidekke, Norsk Tipping and Storebrand. A total of 100 women from these enterprises participated in the
programme and each company had participants from di�erent levels of the enterprise.
Through the programme, the participants established goals and measures for how the enterprises shall succeed in recruiting more
female managers to the top levels of the organisations. The debate on this often centres around whether the low percentage of
women at the top levels is the fault of the companies or the women themselves. In this programme we created an arena for
continuing the debate and focusing on speci�c measures that the participating enterprises pledge to implement in their own
operations. This has been collated in a report which also contains recommended measures at community level. This shall be
presented at a concluding arrangement in April 2018.
Storebrand took the initiative for FiftyFifty in connection with our 250 year anniversary in 2017 and has implemented the programme
in cooperation with the participating enterprises, AFF and the recruitment agency Flensby & Partners.
The mentor programme Catalysts
During 2017, twelve employees were given the opportunity to provide students from minority language backgrounds with a head start
as a discussion partner and advisor. Through workshops in diversity management and appreciative enquiry, the participants helped
the students and gave them an insight into working life, assistance in self-development and support in making sound choices in
relation to school and working life.
The mentor programme is a collaboration with the non-pro�t organisation Catalysts, headed by Lisa Cooper. Lisa Cooper and
Catalysts have several years of experience with operating mentor programmes in the public sector. They are now launching a
programme for business in cooperation with Storebrand. The objective is to prevent students from dropping out of high school
through inclusion in the local community. We at Storebrand are proud of being the �rst collaborative partner for Catalysts from the
business community.
Young Entrepreneurship
Storebrand entered into a strategic partnership with Young Entrepreneurship (Ungt Entreprenørskap) in 2017, a partnership that
makes it possible to meet young people between 16 and 19 years of age. The purpose of the partnership is to motivate young people
to choose sustainable and future-oriented solutions when they start companies.
Young Entrepreneurship is a non-pro�t, nationwide operator that works with promoting entrepreneurship at schools. The
organisation contributes to 150,000 students acquiring skills relating to entrepreneurship, innovation, cooperation and personal
�nances. Together with Young Entrepreneurship, Storebrand has created a website that provides guidance to students and teachers
about how sustainable youth businesses can be established.
GRI 405-02 Ratio of basis salary and remuneration of women to men
GRI 406 Incidents of discrimination and corrective actions taken
Storebrand indicator: Gender balanced management
Storebrand indicataor: Gender balanced recruitment
Ambitions
33
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Storebrand shall continue the development of own employees and promote individual development of management skills among
women. Storebrand shall endeavour to maintain the gender balance among key personnel who act on behalf of the company both
externally and internally. During the recruitment process, discrimination on the basis of, for example, gender, ethnic background and
disability must be avoided. We also wish to formulate new methods for measuring how we can contribute to sustainable development
goal number 5.
PURPOSE-DRIVEN CULTURE AND COMMITTED EMPLOYEES
WHY IS THIS IMPORTANT?
In order to achieve our objective of “A future to look forward to” we see that it is important to build a company culture in which people are the
most important element and the ingenious digital solutions are a given. Storebrand’s employees are our greatest source of innovation,
development and growth. Use of the right technology is something that we continually strive to develop and utilise in the best interests of the
customer. Our organisational structure is continually changing in the direction of a more value-based, agile and smart, customer centric work
culture, that focuses on the employee and that enables a higher pace and continual learning in teams and networks. Storebrand’s head o�ce
shall be a high-quality building with an indoor environment that promotes good health, recycling and adaptations that make it an enjoyable
workplace for employees and is a part of the sustainable Storebrand.
“People �rst, digital always” is Storebrand’s HR strategy for 2017-2020 and that is actively used to enable us to meet the company’s
need for an operative, strong and adaptable commercial organisation, with the employees at the centre, that allows for rapid changes
to be managed with the assistance of good processes and the right technology.
The Group’s business activities require trust from customers, government authorities, shareholders and society in general. In order to
gain trust we are dependent upon professionalism, expertise and high ethical standards in all aspects of our work. This applies to the
way the Group operates and to the conduct of each individual employee. Storebrand has separate guidelines for ethics, and the work
on ethics has a high priority at Storebrand. e-learning courses in ethics and anti-corruption have been prepared that all employees
must complete every three years. There is also regular ethical dilemma training in all departments. Ethics is a permanent topic in
management training as well in training programmes for new employees. In addition, we have a separate service on the intranet in
which employees can anonymously ask questions concerning ethical dilemmas such as discrimination, harassment, corruption etc.
This service can be used to obtain guidance in all types of ethical dilemmas and problems.
The Group has established systems for both internal and external whistleblowing. The external channel has been established through
an external law �rm. There are also extensive routines for handling harassment and improper behaviour.
Our approach
Our results
Improved satisfaction and better than the industry in general
The 2017 employee survey shows signi�cant progress compared with the previous year, and the results for Storebrand are better than
the benchmark total for Norway and for the banking and insurance industries.
Storebrand places considerable emphasis on creating and encouraging a feedback culture in order to continually develop the
organisation in the right direction. Therefore, up until now we have had annual employee surveys and in 2017 also conducted a pilot
programme that involved testing digital pulse readings (Pulsmålinger) every second week.
Storebrand indicator: Gender balanced management
Storebrand indicataor: Gender balanced recruitment
Ambitions
g
Storebrand shall continue the development of own employees and promote individual development of management skills among
women. Storebrand shall endeavour to maintain the gender balance among key personnel who act on behalf of the company both
externally and internally. During the recruitment process, discrimination on the basis of, for example, gender, ethnic background and
disability must be avoided. We also wish to formulate new methods for measuring how we can contribute to sustainable development
goal number 5.
PURPOSE-DRIVEN CULTURE AND COMMITTED EMPLOYEES
WHY IS THIS IMPORTANT?
In order to achieve our objective of “A future to look forward to” we see that it is important to build a company culture in which people are the
most important element and the ingenious digital solutions are a given. Storebrand’s employees are our greatest source of innovation,
development and growth. Use of the right technology is something that we continually strive to develop and utilise in the best interests of the
customer. Our organisational structure is continually changing in the direction of a more value-based, agile and smart, customer centric work
culture, that focuses on the employee and that enables a higher pace and continual learning in teams and networks. Storebrand’s head o�ce
shall be a high-quality building with an indoor environment that promotes good health, recycling and adaptations that make it an enjoyable
workplace for employees and is a part of the sustainable Storebrand.
Our approach
“People �rst, digital always” is Storebrand’s HR strategy for 2017-2020 and that is actively used to enable us to meet the company’s
need for an operative, strong and adaptable commercial organisation, with the employees at the centre, that allows for rapid changes
to be managed with the assistance of good processes and the right technology.
The Group’s business activities require trust from customers, government authorities, shareholders and society in general. In order to
gain trust we are dependent upon professionalism, expertise and high ethical standards in all aspects of our work. This applies to the
way the Group operates and to the conduct of each individual employee. Storebrand has separate guidelines for ethics, and the work
on ethics has a high priority at Storebrand. e-learning courses in ethics and anti-corruption have been prepared that all employees
must complete every three years. There is also regular ethical dilemma training in all departments. Ethics is a permanent topic in
management training as well in training programmes for new employees. In addition, we have a separate service on the intranet in
which employees can anonymously ask questions concerning ethical dilemmas such as discrimination, harassment, corruption etc.
This service can be used to obtain guidance in all types of ethical dilemmas and problems.
The Group has established systems for both internal and external whistleblowing. The external channel has been established through
an external law �rm. There are also extensive routines for handling harassment and improper behaviour.
Our results
Improved satisfaction and better than the industry in general
The 2017 employee survey shows signi�cant progress compared with the previous year, and the results for Storebrand are better than
the benchmark total for Norway and for the banking and insurance industries.
Storebrand places considerable emphasis on creating and encouraging a feedback culture in order to continually develop the
organisation in the right direction. Therefore, up until now we have had annual employee surveys and in 2017 also conducted a pilot
programme that involved testing digital pulse readings (Pulsmålinger) every second week.
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34
Job satisfaction is important for customer loyalty
The company believes that a focus on, among other things, job satisfaction, can contribute to in�uencing customer satisfaction, which
in turn in�uences customer loyalty and has a positive e�ect on the company’s bottom line. In addition, job satisfaction has a positive
e�ect on quality, productivity and absence due to illness.
The result for job satisfaction in this year’s employee survey, which is the sum total of satisfaction and motivation, increased by four
points from 2016 to 2017. The company also measures employee loyalty. The score for this area increased by three points from 2016
to 2017.
Major desire to continue the focus on sustainability
With regard to the question of whether employees think that it is valuable that the Storebrand Group desires to have a leading
position within sustainability, the point score increased from 87 to 89 and there is also a very high level of knowledge about the
Group’s sustainability work. This is also con�rmed by the many employees who signed their own private “Paris Agreement” in January
2018 in which they pledged to prioritise in the best interests of the agreement.
Good results for management and absence due to illness
The employee survey also shows progress in terms of questions regarding trust in immediate superiors, cooperation, job content, and
learning and development.
The Group’s absence due to illness has been at a stable low level for many years. Absence due to illness for the Group in 2017 was 3.5
per cent. That means the Group achieved its objective. This �gure was 3.5 per cent for the Norwegian part and 3.4 per cent for the
Swedish part.
Storebrand has been an “inclusive workplace” (IA) company since 2002, and the Group’s managers have over the years built up
inclusive routines for following up sick employees. All managers with Norwegian employees must complete a mandatory HSE course,
in which part of the training involves following up illnesses. Storebrand’s health clinics at the head o�ce in Norway, as well as good
health insurance for all employees, are positive contributors to Storebrand’s low rate of absence due to illness.
Storebrand’s head o�ce in Lysaker is environmentally certi�ed with the grade of “Excellent” in accordance with the international
environmental certi�cation standard BREEAM In-Use. BREEAM In-Use (Building Research Establishment’s Environmental Assessment
Method) for buildings in ordinary operation evaluates the quality of the building in terms of energy, water, use of materials, pollution,
transport, green areas and ecology, in addition to health/indoor environment and waste. Excellent is equivalent to a grade of 4 out of
5.
No injuries to people, property damage, or accidents were reported in the Storebrand Group in 2017.
Continual focus on ethics and anti-corruption in the follow-up of employees
136 courses in ethics and 148 courses in anti-corruption were conducted during 2017, and all employees must complete the course
every 3 years. In addition, a minimum of one review with ethical dilemma training is conducted per department per year.
GRI 205-2 Communication and training on anti-corruption policies and procedures.
GRI 403-2 Types of injury and rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities.
GRI 401-12 Political contributions and socioeconomic compliance.
Storebrand indicator: Engagement index.
Storebrand indicator: Employee satisfaction.
Storebrand indicator: Percentage of employees that view the sustainability focus as positive.
Ambitions
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35
Job satisfaction is important for customer loyalty
The company believes that a focus on, among other things, job satisfaction, can contribute to in�uencing customer satisfaction, which
in turn in�uences customer loyalty and has a positive e�ect on the company’s bottom line. In addition, job satisfaction has a positive
e�ect on quality, productivity and absence due to illness.
The result for job satisfaction in this year’s employee survey, which is the sum total of satisfaction and motivation, increased by four
points from 2016 to 2017. The company also measures employee loyalty. The score for this area increased by three points from 2016
to 2017.
Major desire to continue the focus on sustainability
With regard to the question of whether employees think that it is valuable that the Storebrand Group desires to have a leading
position within sustainability, the point score increased from 87 to 89 and there is also a very high level of knowledge about the
Group’s sustainability work. This is also con�rmed by the many employees who signed their own private “Paris Agreement” in January
2018 in which they pledged to prioritise in the best interests of the agreement.
Good results for management and absence due to illness
learning and development.
The employee survey also shows progress in terms of questions regarding trust in immediate superiors, cooperation, job content, and
The Group’s absence due to illness has been at a stable low level for many years. Absence due to illness for the Group in 2017 was 3.5
per cent. That means the Group achieved its objective. This �gure was 3.5 per cent for the Norwegian part and 3.4 per cent for the
Swedish part.
Storebrand has been an “inclusive workplace” (IA) company since 2002, and the Group’s managers have over the years built up
inclusive routines for following up sick employees. All managers with Norwegian employees must complete a mandatory HSE course,
in which part of the training involves following up illnesses. Storebrand’s health clinics at the head o�ce in Norway, as well as good
health insurance for all employees, are positive contributors to Storebrand’s low rate of absence due to illness.
Storebrand’s head o�ce in Lysaker is environmentally certi�ed with the grade of “Excellent” in accordance with the international
environmental certi�cation standard BREEAM In-Use. BREEAM In-Use (Building Research Establishment’s Environmental Assessment
Method) for buildings in ordinary operation evaluates the quality of the building in terms of energy, water, use of materials, pollution,
transport, green areas and ecology, in addition to health/indoor environment and waste. Excellent is equivalent to a grade of 4 out of
5.
No injuries to people, property damage, or accidents were reported in the Storebrand Group in 2017.
Continual focus on ethics and anti-corruption in the follow-up of employees
136 courses in ethics and 148 courses in anti-corruption were conducted during 2017, and all employees must complete the course
every 3 years. In addition, a minimum of one review with ethical dilemma training is conducted per department per year.
GRI 205-2 Communication and training on anti-corruption policies and procedures.
GRI 403-2 Types of injury and rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities.
GRI 401-12 Political contributions and socioeconomic compliance.
Storebrand indicator: Engagement index.
Storebrand indicator: Employee satisfaction.
Storebrand indicator: Percentage of employees that view the sustainability focus as positive.
Ambitions
g
Our focus on continous learning and feedback applies for everyone in the organisation and we place emphasis on the manager setting
the ambition and direction, but also giving employees as much opportunity as possible to select how they shall achieve these goals.
We are convinced that this contributes to more rewarding job tasks, learning and development for each individual. More than 1,000
employees in Norway and Sweden participated in a pilot programme in 2017 known as “Pulse Readings” (Pulsmålinger) where
managers received regular feedback from their employees and followed the trend in employee enthusiasm over time. This type of tool
gives managers the ability to more quickly involve their employees in ongoing improvement e�orts and in this way make continual
improvements. The pulse readings are well-integrated into the organisational development work at Storebrand and will be continued
in 2018 as a tool for all managers in Norway and Sweden
The goal is to increase the job satisfaction of each employee in 2018 and work towards gender balanced recruitment and
management. In order to utilise the link between people and the digital elements, the goal is to increase the proportion of digital
customers during 2018.
Storebrand was ahead of its time in setting high environmental standards for the renovation project at the head o�ce ten years ago
and has contributed to the development of BREEAM NOR, the Norwegian version of the certi�cation standard for renovations and new
builds. Storebrand is among the country’s leading property managers and uses BREEAM as an important tool for systematic
improvement of the environmental quality of our properties and management practices. The goal is therefore to have the entire
property portfolio environmentally certi�ed.
ORGANISATION WITH THE ABILITY TO LEARN AND ADAPT
WHY IS THIS IMPORTANT?
A high level of skill is one of Storebrand’s most important factors for success, and it forms the foundation for renewed growth. At Storebrand,
skills are de�ned as the ability that each individual employee has to perform and manage certain tasks and situations. This ability is based on
knowledge and experience, skills, motivation and personality.
At Storebrand, all of the employees should have an opportunity to develop in line with the company’s needs and the most important part of
skills development takes place through facilitating development as part of the everyday work at the workplace. Skills development should take
place by assigning challenging tasks to employees in their positions, and that they are allowed to develop themselves for new requirements and
tasks. The professional competence of employees must always be expanded, so that it can in turn contribute to growth, greater adaptability and
a greater restructuring capacity for the Group. Storebrand shall be an attractive workplace for skilled and competent employees and will strive to
accommodate the needs of all employees for continual learning in everyday work. We know this creates a sense of achievement and job
satisfaction.
The �nancial sector is being transformed. Organisations such as Storebrand require the ability to initiate quick and continual changes and
innovation. Therefore, in 2017 we raised our ambitions of building and strengthening our culture of learning. At Storebrand, we will learn every
day from everything we do. Continual learning shall be a part of our mindset – a part of our culture. Our ambition is to o�er an even better
learning environment with a “pull” instead of a “push” approach. This means fewer controlled learning activities and more facilitation for
employees to �nd the learning resources they need when they need these. We will support this with a modern and �exible learning platform
that also supports the establishment of a more digitally competent work force.
Our approach
g
In order to communicate to and involve employees in creating a joint understanding of our objective, strategy and culture, we invested
in new learning technology in 2017. This is new technology that supports the design of longer learning and change processes and
which enables �exible and easy access anywhere and at any time. Instead of just focussing on arrangements for involving employees
in our culture, we designed and launched a mobile-based learning pathway with a duration of one year. The learning pathway was
designed in four phases that are smooth and smart (agile) and open, such that learning from one phase was integrated into the next
phase to ensure that the content was always appealing and relevant. Each phase of the learning pathway consisted of videos, nano-
learning modules, social activities such as surveys, reviews and re�ection exercises. We also combined the digital part with physical
meetings at the departments that were chaired by the managers. We called the learning pathway “Our driving force in the head and
heart”.
36
Our results
The learning pathway “Our driving force in the head and heart” was launched for 1,773 employees in March 2017. 85% accessed the
solution either via mobile, tablet or PC during the �rst three months after its launch and 96% of those who accessed the solution said
they liked it and noted that it is very �exible and easily available.
All employees have at least two annual performance assessment interviews to follow-up deliveries and carreer development.
404-2 Programmes for upgrading employee skills and transition assistance programmes.
404-3 Percentage of employees receiving regular performance and career development reviews.
FACTS – OTHER PROGRAMMES AND INITIATIVES THAT PROMOTE LEARNING AND CULTURE BUILDING
The Storebrand Academy (Storebrand Akademiet). The Group’s management development programme. A new group of 20 managers
started the programme in 2017. The programme had four meetings during the year.
Storebrand Sandbox. The Group’s �ntech programme for students. 10 students were accepted from 300 applicants in 2017. The
students use Storebrand’s work methods to arrive at proposed solutions that are ready for the market. The students also take courses
in Lean Startup, presentation techniques and teambuilding.
Ambitions
Our industry is in a continual state of change. Storebrand therefore considers it to be of great bene�t to enter into partnerships in
order to promote personal development and continual improvement of our products. Being able to derive bene�ts from the
experiences, technology, customer insights and routines of others ensures �exibility, agility and prompt delivery when dealing with
customers. The Storebrand Academy shall be further developed and adapted to an agile organisation. The Group is focussed on
building relationships and employer branding in relation to existing and potential employees. Company presentations are held
regularly at universities and university colleges and the Group’s career pages at Storebrand.no, LinkedIn and Instagram are updated to
ensure that we are seen as an attractive employer for the employees of the future.
g
g
GOALS AND RESULTS – OUR PEOPLE AND SYSTEMS
The table presents short and long-term goals and results for the input factor “Our people and systems” that Storebrand uses in its internal follow-up. The
column on the right shows the desired positive impact of the UN sustainable development goals.
Value drivers
Key Performance Indicator
Goal 2017
Baseline 2016
Result 2017
Goal 2018
Goal 2020
Goal 2025
E-Learning course in ethics and anti-corruption
136/148
106/136
Sick leave
Job satisfaction
Gender balanced management
Gender balanced employment
Performance appraisals
Environmental requirements to suppliers
Increase in digital sales
3,50%
72/100
50/50
50/50
100%
3,70%
70/100
41%
48%
100%
30%
3,50%
74/100
38%
47%
100%
38%
3,50%
75/100
50/50
50/50
100%
40%
3,50%
75/101
50/50
50/50
100%
50%
3,50%
75/102
50/50
50/50
100%
50%
All input factors relate to The Storebrand Group including subsidiaries unless otherwise spesi�ed in the de�nition. De�nitions can be found on
www.storebrand.no/en/sustainability/reports
37
Annual report 2017
Annual report 2017
About Storebrand c
About Storebrand c
Shareholder matters
Shareholder matters
Shareholder matters
Shareholder matters
SHARE CAPITAL, RIGHTS ISSUES AND NUMBER OF SHARES
SHARE CAPITAL, RIGHTS ISSUES AND NUMBER OF SHARES
Shares in Storebrand are listed on Oslo Børs (Oslo Stock Exchange) with the ticker code STB. Storebrand ASA’s share capital at the start of 2017
Shares in Storebrand are listed on Oslo Børs (Oslo Stock Exchange) with the ticker code STB. Storebrand ASA’s share capital at the start of 2017
end of 2017
was NOK 2,339,070 million. The company has 467,813,982 shares with a par value of NOK 5. As at 31 December 2017, the company owned
was NOK 2,339,070 million. The company has 467,813,982 shares with a par value of NOK 5. As at 31 December 2017, the company owned
973,672 of its own shares, which corresponds to 0.21 per cent of the total share capital. The company has not issued any options that can dilute
973,672 of its own shares, which corresponds to 0.21 per cent of the total share capital. The company has not issued any options that can dilute
the existing share capital.
the existing share capital.
SHAREHOLDERS
SHAREHOLDERS
Storebrand ASA is among the largest companies listed on Oslo Børs measured by the number of shareholders. The company has shareholders
Storebrand ASA is among the largest companies listed on Oslo Børs measured by the number of shareholders. The company has shareholders
from almost all the municipalities in Norway and from 60 countries. In terms of market capitalisation, Storebrand was the 11th largest company
from almost all the municipalities in Norway and from 60 countries. In terms of market capitalisation, Storebrand was the 11th largest company
on Oslo Børs at the end of 2017.
on Oslo Børs at the end of 2017.
SHARE PURCHASE SCHEME FOR EMPLOYEES
SHARE PURCHASE SCHEME FOR EMPLOYEES
Every year since 1996 Storebrand ASA has given its employees an opportunity to purchase shares in the company through a share purchase
Every year since 1996 Storebrand ASA has given its employees an opportunity to purchase shares in the company through a share purchase
scheme. The purpose of the scheme is to involve the employees more closely in the company’s value creation. In June 2017, each employee was
scheme. The purpose of the scheme is to involve the employees more closely in the company’s value creation. In June 2017, each employee was
given the opportunity to purchase 250 shares in Storebrand at a price of NOK 55.41 per share. Around 60 per cent of the employees participated
given the opportunity to purchase 250 shares in Storebrand at a price of NOK 55.41 per share. Around 60 per cent of the employees participated
and subscribed for a total of 657,715 shares.
and subscribed for a total of 657,715 shares.
FOREIGN OWNERSHIP
FOREIGN OWNERSHIP
As at 31 December 2017, total foreign ownership amounted to 57.1 per cent, compared with 55.6 per cent at the end of 2016.
As at 31 December 2017, total foreign ownership amounted to 57.1 per cent, compared with 55.6 per cent at the end of 2016.
TRADING VOLUME FOR SHARES IN STOREBRAND
TRADING VOLUME FOR SHARES IN STOREBRAND
A total of 614 million shares in Storebrand were traded in 2017, compared with 703 million in 2016. The trading volume in monetary terms
A total of 614 million shares in Storebrand were traded in 2017, compared with 703 million in 2016. The trading volume in monetary terms
totalled NOK 25,359 million in 2017, an increase from NOK 21,248 million in 2016. In monetary terms, Storebrand was the 10th most traded
totalled NOK 25,359 million in 2017, an increase from NOK 21,248 million in 2016. In monetary terms, Storebrand was the 10th most traded
share on Oslo Børs in 2017. In relation to the average total number of shares, the turnover rate for shares in Storebrand was 95 per cent.
share on Oslo Børs in 2017. In relation to the average total number of shares, the turnover rate for shares in Storebrand was 95 per cent.
SHARE PRICE PERFORMANCE
SHARE PRICE PERFORMANCE
Storebrand generated a total return (including dividends) of 49,08 per cent in 2017. During the corresponding period, the Oslo Børs OSEBX index
Storebrand generated a total return (including dividends) of 49,08 per cent in 2017. During the corresponding period, the Oslo Børs OSEBX index
49.1
rose 19,1 per cent, while the European insurance index Beinsur showed a return of 6,2 per cent for the corresponding period.
rose 19,1 per cent, while the European insurance index Beinsur showed a return of 6,2 per cent for the corresponding period.
DIVIDEND POLICY 2017
DIVIDEND POLICY 2017
Storebrand has the goal of paying a dividend of more than 35% of the Group pro�t after tax, but before amortisation costs. The dividend policy
Storebrand has the goal of paying a dividend of more than 35% of the Group pro�t after tax, but before amortisation costs. The dividend policy
is conditional upon a sustainable solvency margin of more than 150%, including a minimum solvency margin of 110% without the use of
is conditional upon a sustainable solvency margin of more than 150%, including a minimum solvency margin of 110% without the use of
transitional rules.
transitional rules.
DIVIDEND POLICY 2018
DIVIDEND POLICY 2018
Storebrand aims to pay a dividend of more than 50% of Group result after tax. The Board of Directors ambition is to pay ordinary dividends per
Storebrand aims to pay a dividend of more than 50% of Group result after tax. The Board of Directors ambition is to pay ordinary dividends per
share of at least the same nominal amount as the previous year. Ordinary dividends are subject to a sustainable solvency margin of above 150%.
share of at least the same nominal amount as the previous year. Ordinary dividends are subject to a sustainable solvency margin of above 150%.
If the solvency margin is above 180%, the Board of Directors intends to propose special dividends or share buy backs.
If the solvency margin is above 180%, the Board of Directors intends to propose special dividends or share buy backs.
CAPITAL GAINS TAXATION
CAPITAL GAINS TAXATION
From 2016, new rules came into force in Norway concerning the taxation of dividends and gains on shares held by private individuals. The
From 2016, new rules came into force in Norway concerning the taxation of dividends and gains on shares held by private individuals. The
shareholder model entails that share dividends exceeding a shielding deduction multiplied by an upward adjustment factor (1.33 for the 2018
shareholder model entails that share dividends exceeding a shielding deduction multiplied by an upward adjustment factor (1.33 for the 2018
�nancial year) is taxed as general income for the personal shareholder (the tax rate is 23% for the 2018 �nancial year, which together with the
�nancial year) is taxed as general income for the personal shareholder (the tax rate is 23% for the 2018 �nancial year, which together with the
adjustment factor gives an actual tax rate of 30.59%).
adjustment factor gives an actual tax rate of 30.59%).
38
Share dividends within the shielding deduction are tax free. The shielding deduction is calculated by multiplying the share’s shielding basis by a
Share dividends within the shielding deduction are tax free. The shielding deduction is calculated by multiplying the share’s shielding basis by a
shielding interest. The shielding interest is set by the Norwegian Directorate of Taxes in January the year following the �nancial year and is based
shielding interest. The shielding interest is set by the Norwegian Directorate of Taxes in January the year following the �nancial year and is based
Share dividends within the shielding deduction are tax free. The shielding deduction is calculated by multiplying the share’s shielding basis by a
on the average 3 month interest rate on treasury bills (with an addition of 0.5 percentage points from the 2017 �nancial year) reduced by tax.
Share dividends within the shielding deduction are tax free. The shielding deduction is calculated by multiplying the share’s shielding basis by a
on the average 3 month interest rate on treasury bills (with an addition of 0.5 percentage points from the 2017 �nancial year) reduced by tax.
shielding interest. The shielding interest is set by the Norwegian Directorate of Taxes in January the year following the �nancial year and is based
shielding interest. The shielding interest is set by the Norwegian Directorate of Taxes in January the year following the �nancial year and is based
on the average 3 month interest rate on treasury bills (with an addition of 0.5 percentage points from the 2017 �nancial year) reduced by tax.
COMPLIANCE
on the average 3 month interest rate on treasury bills (with an addition of 0.5 percentage points from the 2017 �nancial year) reduced by tax.
COMPLIANCE
As one of the country’s leading �nancial institutions, Storebrand is dependent on maintaining an orderly relationship with the �nancial markets
As one of the country’s leading �nancial institutions, Storebrand is dependent on maintaining an orderly relationship with the �nancial markets
COMPLIANCE
and supervisory authorities. The company therefore places particular emphasis on ensuring that its routines and guidelines satisfy the formal
COMPLIANCE
and supervisory authorities. The company therefore places particular emphasis on ensuring that its routines and guidelines satisfy the formal
As one of the country’s leading �nancial institutions, Storebrand is dependent on maintaining an orderly relationship with the �nancial markets
requirements imposed by the authorities on securities trading. In this context the company has prepared internal guidelines for insider trading
As one of the country’s leading �nancial institutions, Storebrand is dependent on maintaining an orderly relationship with the �nancial markets
requirements imposed by the authorities on securities trading. In this context the company has prepared internal guidelines for insider trading
and supervisory authorities. The company therefore places particular emphasis on ensuring that its routines and guidelines satisfy the formal
and own account trading based on the current legislation and regulations. The company has its own compliance system to ensure that the
and supervisory authorities. The company therefore places particular emphasis on ensuring that its routines and guidelines satisfy the formal
and own account trading based on the current legislation and regulations. The company has its own compliance system to ensure that the
requirements imposed by the authorities on securities trading. In this context the company has prepared internal guidelines for insider trading
guidelines are observed.
requirements imposed by the authorities on securities trading. In this context the company has prepared internal guidelines for insider trading
guidelines are observed.
and own account trading based on the current legislation and regulations. The company has its own compliance system to ensure that the
and own account trading based on the current legislation and regulations. The company has its own compliance system to ensure that the
guidelines are observed.
INVESTOR RELATIONS
guidelines are observed.
INVESTOR RELATIONS
Storebrand attaches importance to comprehensive and e�cient communication with �nancial markets. Maintaining a continuous dialogue with
Storebrand attaches importance to comprehensive and e�cient communication with �nancial markets. Maintaining a continuous dialogue with
INVESTOR RELATIONS
shareholders, investors and analysts both in Norway and internationally is a high priority. The group has a special investor relations unit
INVESTOR RELATIONS
shareholders, investors and analysts both in Norway and internationally is a high priority. The group has a special investor relations unit
Storebrand attaches importance to comprehensive and e�cient communication with �nancial markets. Maintaining a continuous dialogue with
responsible for establishing and coordinating contact between the company and external parties such as the stock exchange, analysts,
Storebrand attaches importance to comprehensive and e�cient communication with �nancial markets. Maintaining a continuous dialogue with
responsible for establishing and coordinating contact between the company and external parties such as the stock exchange, analysts,
shareholders, investors and analysts both in Norway and internationally is a high priority. The group has a special investor relations unit
shareholders and other investors. All interim reports, press releases and presentations of interim reports are published on Storebrand’s website.
shareholders, investors and analysts both in Norway and internationally is a high priority. The group has a special investor relations unit
shareholders and other investors. All interim reports, press releases and presentations of interim reports are published on Storebrand’s website.
responsible for establishing and coordinating contact between the company and external parties such as the stock exchange, analysts,
responsible for establishing and coordinating contact between the company and external parties such as the stock exchange, analysts,
shareholders and other investors. All interim reports, press releases and presentations of interim reports are published on Storebrand’s website.
GENERAL MEETING
shareholders and other investors. All interim reports, press releases and presentations of interim reports are published on Storebrand’s website.
GENERAL MEETING
Storebrand has one class of shares, each share carrying one vote. The company holds its AGM each year by the end of June. Shareholders who
Storebrand has one class of shares, each share carrying one vote. The company holds its AGM each year by the end of June. Shareholders who
GENERAL MEETING
wish to attend the general meeting must notify the company no later than 4:00 p.m. three business days before the general meeting.
GENERAL MEETING
wish to attend the general meeting must notify the company no later than 4:00 p.m. three business days before the general meeting.
Storebrand has one class of shares, each share carrying one vote. The company holds its AGM each year by the end of June. Shareholders who
Shareholders who do not give notice of attendance before the deadline expires will be able to attend the general meeting, but not vote.
Storebrand has one class of shares, each share carrying one vote. The company holds its AGM each year by the end of June. Shareholders who
Shareholders who do not give notice of attendance before the deadline expires will be able to attend the general meeting, but not vote.
wish to attend the general meeting must notify the company no later than 4:00 p.m. three business days before the general meeting.
wish to attend the general meeting must notify the company no later than 4:00 p.m. three business days before the general meeting.
Shareholders who do not give notice of attendance before the deadline expires will be able to attend the general meeting, but not vote.
SHAREHOLDERS’ CONTACT WITH THE COMPANY
Shareholders who do not give notice of attendance before the deadline expires will be able to attend the general meeting, but not vote.
SHAREHOLDERS’ CONTACT WITH THE COMPANY
Shareholders should generally contact the operator of their securities account for questions or noti�cation of changes, such as address changes.
Shareholders should generally contact the operator of their securities account for questions or noti�cation of changes, such as address changes.
SHAREHOLDERS’ CONTACT WITH THE COMPANY
SHAREHOLDERS’ CONTACT WITH THE COMPANY
Shareholders should generally contact the operator of their securities account for questions or noti�cation of changes, such as address changes.
Storebrand share
2014
2017
2016
2015
2013
2012
Shareholders should generally contact the operator of their securities account for questions or noti�cation of changes, such as address changes.
Storebrand share
2017
Highest closing price (NOK)
70.45
2014
40.65
2016
47.10
2015
35.98
2012
31,02
2013
39
31,02
2012
16,62
2012
16,62
31,02
26,82
31,02
26,82
16,62
12 067
16,62
12 067
26,82
881 216
26,82
881 216
12 067
3 511
12 067
3 511
881 216
21 924
881 216
21 924
3 511
195,9
3 511
195,9
21 924
449 910
21 924
449 910
195,9
2,25
195,9
2,25
449 910
0
449 910
0
2,25
-14
2,25
-14
0
0
-14
-14
Highest closing price (NOK)
Storebrand share
Lowest closing price (NOK)
Storebrand share
Lowest closing price (NOK)
Highest closing price (NOK)
Closing price on 31/12 (NOK)
Highest closing price (NOK)
Closing price on 31/12 (NOK)
Lowest closing price (NOK)
Market cap 31/12 (NOK million)
Lowest closing price (NOK)
Market cap 31/12 (NOK million)
Closing price on 31/12 (NOK)
Annual turnover (1000s of shares)
Closing price on 31/12 (NOK)
Annual turnover (1000s of shares)
Market cap 31/12 (NOK million)
Average daily turnover (1000s of shares)
Market cap 31/12 (NOK million)
Average daily turnover (1000s of shares)
Annual turnover (1000s of shares)
Annual turnover (NOK million)
Annual turnover (1000s of shares)
Annual turnover (NOK million)
Average daily turnover (1000s of shares)
Rate of turnover (%)
Average daily turnover (1000s of shares)
Rate of turnover (%)
Annual turnover (NOK million)
Number of ordinary shares 31/12 (1000s of shares)
Annual turnover (NOK million)
Number of ordinary shares 31/12 (1000s of shares)
Rate of turnover (%)
Earnings per ordinary share (NOK)
Rate of turnover (%)
Earnings per ordinary share (NOK)
Number of ordinary shares 31/12 (1000s of shares)
Dividend per ordinary share (NOK)
Number of ordinary shares 31/12 (1000s of shares)
Dividend per ordinary share (NOK)
Earnings per ordinary share (NOK)
Extraordinary dividend per share
Total return (%)
Earnings per ordinary share (NOK)
Total return (%)
Dividend per ordinary share (NOK)
Dividend per ordinary share (NOK)
Total return (%)
70.45
2017
46.97
2017
46.97
70.45
66.9
70.45
66.9
46.97
31,296
46.97
31,296
66.9
614,991
66.9
614,991
31,296
2,450
31,296
2,450
614,991
25,359
614,991
25,359
2,450
94.9
2,450
94.9
25,359
467,814
25,359
467,814
94.9
5.28
94.9
5.28
467,814
2.1
467,814
2.1
5.28
0.4
49.08
49.1
5.28
49.08
2.1
2.1
49.08
47.10
2016
28.45
2016
28.45
47.10
45.92
47.10
45.92
28.45
20,660
28.45
20,660
45.92
703,382
45.92
703,382
20,660
2,780
20,660
2,780
703,382
21,249
703,382
21,249
2,780
131
2,780
131
21,249
449,910
21,249
449,910
131
4.73
131
4.73
449,910
1.55
449,910
1.55
4.73
31.4
4.73
31.4
1.55
1.55
31.4
35.98
2015
23.21
2015
23.21
35.98
34.95
35.98
34.95
23.21
15,724
23.21
15,724
34.95
707,870
34.95
707,870
15,724
2,820
15,724
2,820
707,870
20,907
707,870
20,907
2,820
157.3
2,820
157.3
20,907
449,910
20,907
449,910
157.3
2.63
157.3
2.63
449,910
0
449,910
0
2.63
19.7
2.63
19.7
0
0
19.7
40.65
2014
27.52
2014
27.52
40.65
29.9
40.65
29.9
27.52
13,137
27.52
13,137
29.9
546,156
29.9
546,156
13,137
2,185
13,137
2,185
546,156
19,123
546,156
19,123
2,185
121.4
2,185
121.4
19,123
449,910
19,123
449,910
121.4
4.61
121.4
4.61
449,910
0
449,910
0
4.61
-23
4.61
-23
0
0
-23
39
2013
22.39
2013
22.39
39
37.9
39
37.9
22.39
17,052
22.39
17,052
37.9
569,138
37.9
569,138
17,052
2,286
17,052
2,286
569,138
17,067
569,138
17,067
2,286
126.5
2,286
126.5
17,067
449,910
17,067
449,910
126.5
4.41
126.5
4.41
449,910
0
449,910
0
4.41
41.3
4.41
41.3
0
0
41.3
Total return (%)
Historical share prices have been adjusted to take account of the split between shares and subscription rights carried out in 2007.
49.08
31.4
19.7
41.3
-23
Historical share prices have been adjusted to take account of the split between shares and subscription rights carried out in 2007.
Historical share prices have been adjusted to take account of the split between shares and subscription rights carried out in 2007.
Historical share prices have been adjusted to take account of the split between shares and subscription rights carried out in 2007.
39
History of Storebrand
”Den almindelige
Brand-Forsikrings-
Anstalt” is established in
Copenhagen.
Storebrand’s ownders
estaablish Norway’s first
privately owned insurance
company “Idun”
1760
1780
1800
1820
1840
1860
1767–1919: ROOTS
1767
”Den almindelige Brand-Forsikrings-
Anstalt” is established in Copenhagen.
1814
Following the split from Denmark,
management of the fire insurance scheme
is transferred to Christiania, as the capital
of Norway was called at that time. In 1913
the scheme is converted into a public sector
company called Norges Brannkasse.
1847
On 4 May 1847, the P&C insurance company
”Christiania Almindelige Brand-
forsikrings-Selskab for Varer og Effecter”
is incorporated by private subscription.
The company is referred to as Storebrand.
1861
Storebrand’s owners establish Idun, the
first privately owned life insurance company
in Norway.
1867
The P&C insurance company Norden is
established as a competitor to Storebrand.
1917
The life insurance company Norske Folk is
established.
1920–1969: GROWTH AND
CONSOLIDATION
1923
Storebrand acquires nearly all of the shares
in Idun. The rest, with a couple of exceptions,
are acquired during the 1970s.
1925
Storebrand changes its name from ”Chris-
tiania Almindelige Forsikrings-Aksjeselskap”
(renamed in 1915) to ”Christiania Almindelige
Forsikrings-Aksjeselskap Storebrand”. This
name is kept until 1971.
1990–1999: CRISIS AND CHANGE
1990
Storebrand and UNI Forsikring agree to
merge, and the merger receives official
permission in January 1991.
1936
Storebrand acquires Europeiske, the leading
travel insurance company in Norway.
1992
UNI Storebrand’s negotiations with Skandia
concerning establishing a major Nordic
company fail to reach agreement.
1962
Storebrand initiates a new wave of acqui-
sitions and mergers by acquiring Norrøna,
which was experiencing financial problems.
1963
Storebrand acquires Norske Fortuna. Brage
and Fram merge to become the country’s
largest life insurance company. Storebrand
and Idun move into their own new premises
in the restored Vest-Vika area of Oslo. Brage-
Fram and Norske Folk follow their lead.
1996
The company changes its name to
Storebrand ASA and establishes
Storebrand Bank ASA.
1999
Storebrand, Skandia and Pohjola consolidate
their P&C insurance activities in the new
Nordic, Swedish registered company,
If Skadeförsäkring AB. Storebrand sells its
stake five years later.
1970–1989: GROUP FORMATION
2000-2011: NEW CHALLENGES
1978
Storebrand changes its logo and introduces
“the link” as an easily recognisable trademark.
The formal name of the holding company is
changed to A/S Storebrand-gruppen.
2000
Norwegian and international stock markets
fall sharply from September 2000 to
February 2003.
1983
The Norden Group and Storebrand merge.
1984
Norske Folk and Norges Brannkasse
market themselves as a single entity under
the name UNI Forsikring.
2005
The Storting, the Norwegian parliament,
rules that all companies must have an
occupational pension scheme in place by 2007.
Storebrand responds to the challenge with its
new product, Storebrand Folkepensjon.
2006
Storebrand decides to return to P&C-
insurance.
40
Storebrand acquires
Europeiske, Norways
leading provider of travel
insurance.
Storebrand
Aquires SPP
1900
1920
1940
1960
1980
2000
2007
Storebrand acquires SPP, the Swedish life
insurance and pensions provider, from
Handelsbanken and forms the leading life
insurance and pensions provider in the
Nordic region.
2008
The financial crisis in the USA spreads to
the global financial markets and during
2008 the New York Stock Exchange (Dow
Jones DJIA) falls by 34 per cent and the
Oslo Stock Exchange by 54 per cent.
Odd Arild Grefstad is appointed as the new
CEO. Comprehensive change work associated
with capital effectiveness, cost reductions,
customer orientation and commercialization
is initiated. The measures will ensure that the
Group generates value for customers,
employees and shareholders.
2013
A new group organisation is presented in
June. Nordic units and distinguishing
between business in growth and business
with guarantees are key elements.
2010
Storebrand’s new energy efficient head
office gains a lot of attention. The building is
awarded the acclaimed 2010 City Prize by the
real estate industry. The head office receives
eco-lighthouse certification.
2014
New regulatory framework for private
occupational pensions in Norway is intro-
duced on 1 January. New maximum rates
for defined contribution pensions are
significantly higher.
2011
A new group organisation lays the ground-
work to make it easier to be a customer in
Storebrand. The debt crisis and uncertainty in
the eurozone are causing considerable
anxiety and turbulence in the financial
markets. Storebrand’s results for the year
have been affected by these disturbances.
Storebrand Asset Management surpasses NOK
500 billion in assets under management for the
first time.
The Act on paid-up policies with investment
choice entered into force on 1 September.
Storebrand is the only provider of paid up
policies.
2012: OUR CUSTOMERS RECOMMEND US
Storebrand launches a new vision: “Our
customers recommend us”, six customer
promises, a new position and adjusted core
values.
2015
Storebrand enters into new agreements for
providing defined contribution pensions to
major players such as NHO, NRK and Statoil.
In November, Storebrand signs a strategic
partnership agreement with the American IT
company Cognizant, who at the same time
purchase 66 per cent of Storebrand Baltic.
The partnership will form the basis for an
even more customer-oriented development
of the Group’s IT solutions. Storebrand is
chosen by Akademikerne (Federation of
Norwegian Professional Associations) as their
new partner for insurance.
2016
The Confederation of Unions for
Professionals (Unio) and Storebrand enter
into an agreement that offers Unio's
members home loans at one the best
borrowing rates in the market. The objective
is that this shall contribute to increased
growth for the bank. We launch Pluss-fond
in Sweden, which are fossil fuel free, near-
index linked funds with a high sustainability
rating - and the funds sell extremely well.
Storebrand launches "Our driving force". Our
driving force is what Storebrand stands for.
We provide security today and a future you
can look forward to.
2017
Storebrand celebrates its 250 year
anniversary and takes over Silver's pension
customers and acquires Skagen.
41
The Board of Directors
DIDRIK MUNCH (1956)
HÅKON REISTAD FURE (1987)
LAILA S. DAHLEN (1968)
CHAIRMAN OF THE BOARD
BOARD MEMBER STOREBRAND ASA
BOARD MEMBER STOREBRAND ASA
STOREBRAND ASA SINCE 2017
SINCE 2015
SINCE 2013
Position
CEO of Schibsted Norway
Position
Partner, Magni Partners
Position
SVP Product and UX, Schibsted Marketplaces
Education
Norwegian Police University College
Education
MSc in Economics and Business
Education
State Authorised Accountant (NHH)
Law degree (cand. jur.)
Administration (siviløkonom) with
MSc in Economics and Business
Previous positions
CEO, Bergens Tidende 1997-2008
Division Director, DnB 1994-1997
Bank Director, DnB 1990-1994
Lawyer, Nevi/Bergen Bank 1987-1990
Company Secretary, Kyrre AS 1986-1987
Police Intendant I/II 1984-1986
Police Inspector 1979-1984
Positions of trust
Lerøy Seafood Group
Grieg Star Shipping
Nye Wermlands Tidningen AB
Ownership in Storebrand
Number of shares as of 31.12.2017: 0
specialisation in finance (BI Norwegian
Administration (siviløkonom) (BI Norwegian
Business School)
Business School)
Master of Science in Finance (University
Previous positions
Equity research in DNB Markets (2007–2014)
of Wisconsin)
Tillitsverv
Styremedlem i Avida AB
Ownership in Storebrand
Number of shares as of 31.12.2017: 18,500
Previous positions
Product Director, Finn.no AS (2011-2017)
COO in Kelkoo/Yahoo, London (2007-2009)
VP Marketplace in Yahoo Europe,
London (2006-2007)
Regional Manager Scandinavia and the Neth-
erlands in Kelkoo/Yahoo,
Stockholm (2003-2006)
VP International Operations in Kelkoo,
Paris (2000-2001)
Manager in PricewaterhouseCoopers,
Oslo (1993-2000)
Positions of trust
Board Member of FINN.no AS
Ownership in Storebrand
Number of shares as of 31.12.2017: 10,500
42
GYRID SKALLEBERG INGERØ (1967)
MARTIN SKANCKE (1966)
JAN CHR. OPSAHL (1949)
BOARD MEMBER STOREBRAND ASA
BOARD MEMBER STOREBRAND ASA
BOARD MEMBER STOREBRAND ASA
SINCE 2013
SINCE 2014
SINCE 2016
Position
EVP & Group CFO Kongsberg Gruppen ASA
Position
Independent Consultant
Position
Chairman of Dallas Asset Management AS
Education
State Authorised Accountant (NHH)
Education
Authorised Financial Analyst (Norwegian
Education
Sloan Fellow (London Business School)
Previous positions
CFO Telenor Digital Businesses (2016-2019)
School of Economics)
Computer Science (University of Strathclyde)
MSc Econ (London School of Economics and
Bachelor of Arts (University of Strathclyde)
Political Science)
CFO Telenor Norge AS (2012-2016)
Intermediate level Russian (University of Oslo)
Restructuring of Expertkjeden (2011-2012)
International Finance Programme
CFO Opplysningen 1881 AS (2008-2010)
(Handelshögskolan Stockholm)
Previous positions
Senior Executive of Tandberg/
Cisco Systems Inc. (2010–2012)
CFO/IR Head at Komplett ASA (2003-2008)
MSc in Economics and Business
CEO of Tandberg ASA (1989–1997)
CFO at Reiten & Co. ASA (2000-2003)
Administration (siviløkonom) (Norwegian
CEO of Tomra Systems ASA (1986–1988)
Senior Manager at KPMG (1992-2000)
School of Economics)
Corporate audit unit at Nordea (1990-1993)
Positions of trust
Board Member of Flytoget AS
Board Member of ITERA ASA
Previous positions
Special Adviser at Storebrand (2011-2013)
Deputy Director General and Director Gene-
ral at the Ministry of Finance
Executive VP of Unitor ASA (1983–1986)
Sales and Marketing Director of Dyno
Industries AS (1980–1983)
Positions of trust
Board Member of Hidden ASA
Chairman, Kongsberg Teknologipark AS
(1994-2001,2006-2011)
Chairman of Dallas Asset Management AS
Board Member of Sporveien i AS
Director General at the Prime Minister’s
Member of the Norwegian Academy of
CFO of Opplysningen 1881 AS
Office (2002-2006)
Technological Sciences
Ownership in Storebrand
Number of shares as of 31.12.2017: 5,000
Management Consultant at McKinsey &
Board Member of NEL Hydrogen ASA
Company (2001-2002)
(2014-2017)
Positions of trust
Chairman of the Board of Principles of
Board Member of Rec Solar ASA (2013-2015)
Chairman of Tomra Systems ASA (1989-2008)
Chairman of Tandberg Television ASA
Responsible Investments (PRI)
(1989-2007)
Board member in Kommunalbanken AS,
Deputy Board Chairman of Komplett ASA
Norfund and beCuriou Private Travel
(1996-2003)
Ownership in Storebrand
Number of shares as of 31.12.2017: 16,414
Ownership in Storebrand
Number of shares as of 31.12.2017:
1,100,000
43
KARIN BING ORGLAND (1959)
ARNE FREDRIK HÅSTEIN (1973)
HEIDI STORRUSTE (1965)
INGVILD PEDERSEN (1985)
BOARD MEMBER
STOREBRAND ASA SINCE 2015
EMPLOYEE-ELECTED BOARD
MEMBER STOREBRAND ASA
SINCE 2014
EMPLOYEE ELECTED BOARD
MEMBER STOREBRAND ASA
SINCE 2013
EMPLOYEE-ELECTED BOARD
MEMBER STOREBRAND ASA
SINCE 2017
Position
Customer Insight Manager at
Storebrand Livsforsikring AS
Education
Authorised Portfolio Manager
(NHH/NFF)
Masters Degree in Economics
(University of Bergen)
Previous positions
Product Specialist, Asset
Management, Storebrand
Livsforsikring AS (2015-2017)
Investment Manager at
Storebrand Livsforsikring AS
(2011-2015)
Group Trainee at Storebrand
Livsforsikring AS (2009-2011)
Ownership in Storebrand
Number of shares as of
31.12.2017: 1,684
Position
Team Champion, Digital
Business Development,
Storebrand Livsforsikring AS
Education
Bachelor of Management (BI)
Certified Executive Coach
(Coach Team AS)
DNCF Certified Coach
(Metaresource AS)
Business Economist (BI)
Previous positions
Senior Employee
Representative, Storebrand
Livsforsikring AS (2013-2017)
Project Manager at Storebrand
Bank ASA (2011-2013)
Project Owner at Storebrand
Bank ASA (2008-2011)
Senior Consultant, Retail Market
Credit at Storebrand Bank ASA
(1998-2008)
Financial Consultant, Retail
Market Credit at Gjensidige
Bank AS (1996-1998)
Customer Consultant at
Sparebankenes Kreditt-
selskap AS (1987-1996)
Ownership in Storebrand
Number of shares as of
31.12.2017: 3,365
Position
Self-employed
Education
MSc in Economics and Business
Administration (siviløkonom)
(Norwegian School of
Economics)
Various management
programmes (IMD, BI and Mana-
gement at Lund)
Previous positions
Executive Vice President at DnB
and various other managerial
positions in the same group
(1985-2013)
Consultant at the Norwegian
Ministry of Trade and Shipping
(1983-1985)
Positions of trust
Chairman of GIEK
Chairman of Entur AS
Board Member of
Grieg Seafood ASA
Board Member and Head of
Audit Committee at KID ASA
Chairman of Røisheim Hotell AS
and Board Member at Røisheim
Eiendom AS
Chairman of Visit Jotunheimen AS
Board Member of HAV Eiendom AS
Board Member of Boligselskapet
INI AS, Grønland
Member of the Nomination
Committee at Orkla ASA and
Arcus ASA
Ownership in Storebrand
Number of shares as of
31.12.2017: 15,000
Position
Senior Employee
Representative, Storebrand
Livsforsikring AS
Education
Masters Degree in International
Finance and Accounting
(University of
Newcastle upon Tyne)
Bachelor of Business
Administration (BI Norwegian
Business School/University of
Texas at Austin)
Authorised Portfolio Manager
(Norwegian School of
Economics/Norwegian Society
of Financial Analysts)
Specialization in valuation
(Norwegian School of
Economics/Norwegian Society
of Financial Analysts)
Previous positions
Product Specialist, Savings and
Pension, Storebrand
Livsforsikring AS (2014-2017)
Sales Manager and Product
Manager at Delphi Fondene
(2009-2014)
Sales Manager and Key Account
Manager at Storebrand Kapital-
forvaltning AS (2005-2009)
Senior Financial Advisor at Focus
Bank AS (2003-2005
Senior Financial Advisor at
Storebrand Livsforsikring AS
(1999-2003)
Positions of trust
Board Member of the Store-
brand Finance Association
Board Member of the Store-
brand Art Society
Ownership in Storebrand
Number of shares as of
31.12.2017: 4,144
44
Annual report 2017
Directors report and Corporate Governance c
Directors report
Directors report
HIGHLIGHTS
MAIN FEATURES
Storebrand provides better pensions – simple and sustainable. Total savings and pension are the sum total of many minor and major �nancial
decisions and the Group o�ers products within savings, insurance and banking to private individuals, companies and public sector entities. The
Group is divided into the segments Savings, Insurance, Guaranteed Pension and Other. Savings and Insurance are the Group’s focus areas, while
Guaranteed Pension is in long-term decline.
Storebrand’s strategy is to provide pro�table growth within focus areas through simple and sustainable solutions, while we also manage our
guaranteed portfolios in a capital-e�cient manner. Occupational pension is a core product in both Norway and Sweden. In Norway, employees
and former employees of companies that have a pension agreement with Storebrand are also o�ered attractive retail market solutions. Our
vision is simple: We are successful when recommended by our customers. Therefore, the follow-up of feedback from customers is a priority.
Storebrand’s goal is to create, through our business activities, a future to look forward to. Our sustainable solutions not only contribute to better
pensions, but also to a better world in which to retire. For several decades, it has been our ambition to be bold trailblazers within sustainable
investments. We take an active position on the companies in which we invest both our own capital and that of our customers. We believe that
companies that integrate environmental, social and good corporate governance considerations in their business activities will be part of creating
better returns over time, both through reducing risk and creating new opportunities. This focus is further reinforced by more thorough reporting
and the integration of sustainability into all parts of the value chain.
The Guaranteed Pensions area is in long-term decline. Companies are requesting products with guaranteed interest rates to a lesser extent, and
these products are capital-intensive for the life insurance companies during periods of low interest rates. The customers’ accrued pension rights
are secured through a solid solvency position and robust systems for risk-taking in the business.
During 2017, Storebrand continued to work at being the best provider of pension savings, in combination with further capital e�ciency
improvements and cost reductions. Continued strong growth within fund-based savings, and competitive and sustainable returns to customers
contribute to increased assets under management. The Group’s position in the savings market has been further strengthened by the
acquisitions of Skagen and Silver. Assets under management are now NOK 721 billion.
GROWTH IN SAVINGS AND INSURANCE
Companies and their current and former employees are the Group’s main target group. Most de�ned bene�t based pension schemes in the
private sector have been discontinued and new earnings principally occur in the de�ned contribution based schemes. In the corporate market,
Storebrand has maintained its position as the market leader for de�ned contribution pensions in Norway with a market share of 32%. In
Sweden, SPP has a strong challenger role with a market share of 14% within occupational pensions outside the collective agreements.
During 2017, Storebrand took important steps in its work on highlighting long-term value creation as part of the continued development of the
sustainability work. This involves a broader view of sustainability by linking the �nancial and non-�nancial objectives to long-term sustainable
value creation. Storebrand and SPP’s sustainability work strengthens the Group’s competitive position and constructs a business model that
creates value for shareholders and has positive repercussions for the society we operate and invest in.
MANAGEMENT OF GUARANTEED PENSION
STRENGTHENING OF RESERVES FOR INCREASED LONGEVITY
In the 4th quarter of 2015, Storebrand decided to charge the remaining estimated direct contribution to strengthen reserves for expected
increased longevity. At the end of 2016, NOK 0.4 billion of the reserve strengthening remained. The remaining strengthening of reserves is
expected to be covered by the surplus return and loss of pro�t sharing. The strengthening of reserves for increased longevity was concluded in
2017.
45
FINANCIAL TARGETS
DIVIDEND FOR 2017
Storebrand has the goal of paying a dividend of more than 35% of the Group pro�t after tax, but before amortisation costs. The dividend policy
is conditional upon a sustainable solvency margin of more than 150%, including a minimum solvency margin of 110% without the use of
transitional rules. The Board has proposed an ordinary dividend to the General Meeting of NOK 1,168 million, equivalent to an ordinary dividend
of NOK 2.1 per share, and an extraordinary dividend of NOK 0.4 per share for 2017. The extraordinary dividend is linked to the strong �nancial
result and strong after tax pro�t.
DIVIDEND POLICY FROM 2018
The Board proposes a new dividend policy that will be applicable from and including the 2018 �nancial year. The purpose of the proposed
dividend policy is to re�ect the strong growth in fee-based earnings, more volatile �nancial market related earnings and future release of capital
from business operations with guarantees. To re�ect this, the Board’s ambition is to pay a stable and increasing ordinary dividend, combined
with extraordinary dividends to re�ect the volatility in the �nancial markets and release of capital. The expected release of capital will result in an
increased pay- out ratio over time.
Storebrand’s dividend policy from 2018:
Storebrand has the goal of paying a dividend of more than 50% of the Group pro�t after tax. The Board has the ambition of the ordinary
dividend per share being at least at the same nominal level as the previous year. The normal dividend is paid out at a sustainable solvency
margin of over 150%. At a solvency margin over 180%, the Board’s intention is to propose extraordinary dividends or the buy-back of shares.
Storebrand has the following �nancial targets:
Return on equity
[1]
Dividend ratio
[2]
Solvency ratio (Storebrand Group)
Targets
>10%
>35%
>150%
Status 2017
11.0%
40%
172%
GROUP FINANCIAL RESULTS FOR 2017
The Storebrand Group prepares its consolidated �nancial statements in accordance with the International Financial Reporting Standards (IFRS).
Storebrand’s business is divided into the following segments: Savings, Insurance, Guaranteed Pension and Other.
Group pro�t [3]
Group profit [3] of NOK 2,940 million for 2017.
of NOK 2,940 million for 2017.
Acquisition of Skagen and Silver completed.
Solvency margin of 172%.
The board proposes a dividend of NOK 2.50 per share (NOK 2.1 in ordinary dividend, NOK 0.4 in extraordinary dividend).
New dividend policy from 2018.
Storebrand acquired Skagen and Silver in 2017. Storebrand is Norway’s largest private asset manager and a leading provider of occupational
pensions. Skagen has a strong position in the Norwegian savings market, with a clear management philosophy and a strong brand. Skagen has
approximately NOK 80 billion under management and is one of Norway’s leading active asset managers with an international presence. The
market for long term savings is growing and is becoming increasingly more individualised. It is also becoming more important for customers to
have an overview of their overall savings for both pensions and other purposes.
Storebrand Livsforsikring AS has entered into an agreement with the administration board of Silver to take over the company’s insurance
portfolios and, as Norway’s leading Group within savings, o�er a good solution for Silver’s pension customers. Silver’s 21,000 agreements and
NOK 10 billion in pension assets shall be transferred to Storebrand. NOK 8.5 billion of the portfolio consists of pension products with no interest
rate guarantee. The remainder is related to risk coverage.
46
GROUP RESULT
NOK million
Fee and administration income
Insurance result
Operational cost
Operating profit
Financial items and risk result life
Profit before amortisation and longevity
Amortisation and write-downs of intangible assets
Profit before tax
Tax
Profit after tax
Full year
2017
4,779
1,146
-3,498
2,427
513
2,940
-536
2,404
2
2,405
2016
4,294
945
-3,250
1,989
924
2,913
-406
-2,506
-364
2,143
Storebrand achieved a Group pro�t before amortisation and reserve strengthening of NOK 2,940 million (NOK 2,913 million) for 2017. The Group
pro�t after tax was NOK 2,405 million (2,143 million). The �gures in brackets show comparative �gures for the same period last year.
Fee and administration income [4]
increased 5% in 2017. The underlying income performance is marked by higher income from products
without guaranteed interest rates and a decline in income from products with guaranteed interest rates. The insurance result had a combined
ratio of 89% (91%).
Adjusted for increased �nancial tax, special items and consolidation of Skagen, the Group’s operating costs increased 3% compared to the
previous year. The �nancial tax on work increased costs by NOK 60 million, compared with the previous year. This has resulted in a nominal
increase of 1.9% compared to the same
period last year [5]
. The goal of reduced costs in 2018 compared to 2015 remains in place, adjusted for
costs from Skagen.
On the whole, the operating result for 2017 increased by 22%, and this was driven by revenues from the consolidation of Skagen and growth in
actively sold products. The �nancial result has decreased, and this was primarily due to a provision of NOK 200 million in anticipation of a
regulatory reduction in the ultimate forward rate at SPP.
Amortisation of NOK 136 million of excess value associated with the acquisition of Skagen increased the level of amortisation in the 4th quarter
and in 2017. Ordinary depreciation of intangible assets is expected to be approximately NOK 100 million per quarter in 2018.
The Group had a taxable accounting income of NOK 2 million for 2017. The e�ective tax rate is in�uenced by the fact that the Group has
operations in countries with tax rates that are di�erent from Norway, and it varies from quarter to quarter depending on each legal entity’s
contribution to the Group result. The tax rate is estimated at between 19-23% for 2018.
A reduction in the corporate tax rate from 24% to 23%, e�ective from 1 January 2018, will have an impact on Group companies that are not
subject to the 25% �nancial tax. The Group’s investment properties are owned by companies that receive a reduced tax rate from 2018,
something that means lower deferred tax on temporary di�erences relating to the investment properties of NOK 105 million. In addition, sales
of properties have resulted in the reversal of associated taxable temporary di�erences, which gives a reduction in the tax expense for the year of
approximately NOK 750 million.
Storebrand Livsforsikring AS has received notice of an adjustment to the 2015 tax assessment. Based on the notice, a provision was made in the
annual �nancial statements for 2017 for an uncertain tax position. Storebrand disagrees with the arguments that were put forward and will
submit its reply to the tax authorities by the deadline that has been set. For more information about the size of the amount and related
uncertainty see Note 27.
GROUP RESULT BY BUSINESS AREA
NOK million
Savings (non-guaranteed)
Insurance
Guaranteed pension
Other
Profit before amortisation and longevity
Full year
2017
1,511
608
766
Full year
55
2017
2,940
2016
1,063
575
870
405
2016
2,913
The Savings segment experienced growth in fee and administration income of 22% from 2016 to 2017. The result was NOK 1,511 million in 2017
(NOK 1,063 million in 2016). The improvement in the result was primarily due to income consolidated from Skagen. Growth in assets under
management in pensions and asset management, as well as growth in bank lending contributed to the earnings growth. The costs increase as a
result of acquisition costs and the development and marketing of new product lines.
47
Insurance reported 1% growth in premium income. The insurance result was NOK 608 million for the year (NOK 575 million in 2016) with a total
combined ratio of 89% (91% in 2016). The combined risk result gave a claims ratio of 70% (75% in 2016). Increased volumes, increased allocated
costs and ambitions of growth explain the higher costs in the insurance segment. The �nancial result was negatively in�uenced by a weak
booked return in the 4th quarter, with an equivalent increase in bu�ers for future returns.
Fee and administration income in the Guaranteed Pension segment has developed in line with the fact that a large part of the portfolio is mature
and in long-term decline. Administration income fell 5.3%. Operating costs are being reduced over time as a result of the area being in long-term
decline. The result was NOK 766 million in 2017 (NOK 870 million in 2016). The fall in earnings was due to reduced pro�t sharing and includes
the strengthening of reserves in the Swedish business by approximately NOK 200 million as a result of the transition to a new UFR (Ultimate
The Savings business area includes products for retirement savings with no interest rate guarantees. The business area consists of de�ned
contribution pensions in Norway and Sweden, asset management and retail banking products.
2017
3,402
-1,899
1,503
8
1,511
2016
2,758
-1,700
1,058
5
1,063
Forward Rate).
BUSINESS AREAS
SAVINGS
NOK million
Fee and administration income
Operational cost
Operating profit
Financial items and risk result life
Profit before amortisation
Results
The result for Savings includes the result from Skagen of NOK 259 million and amounts to a total of NOK 1,511 million in 2017. Adjusted for
Skagen, there was earnings growth of 18% from 2016 to 2017. The earnings improvement is driven by volume and income growth. Skagen was
acquired on 7 December 2017. Most of the result performance at Skagen was achieved before the Group’s ownership period. NOK 136 million is
amortised in the consolidated �nancial statements in 2017 to re�ect allocated excess value associated with the acquisition and Skagen’s
expected variable income on the acquisition date.
Total fee and administrative income increased by 13% from 2016 to 2017, adjusted for income from Skagen (NOK 294 million). Income growth is
driven by the customers’ conversion from de�ned-bene�t to de�ned-contribution pension schemes in combination with new business and
higher savings rates. In addition, volume growth and transaction-based fees in asset management contributed to growth. Improved lending
margins give higher net interest income in the bank. Net interest income for the year was 1.20% of average total assets compared with 1.16%
last year. For the Norwegian Unit Linked products, increased competition contributes to pressure on margins, while there are relatively stable
margins in the Swedish business and Asset Management.
Adjusted for special items in 2016 and 2017, the nominal cost level increased in accordance with the volume growth, which is attributed to
investments in new products (IPS and ASK), higher distribution costs and other volume-related costs.
De�ned contribution pensions continue to show strong growth due to most companies now having chosen to convert from de�ned bene�t
schemes to de�ned contribution-based schemes. This increases both the number of members and the current premium payments and
management volume in the de�ned contribution-based pension schemes in both Norway and Sweden, in addition to growth through the return
on premium reserves. Growth in customer assets was 23% in Norway and 17% in Sweden compared with the previous year.
Profit before amortisation and longevity
Full year
2017
2,940
2016
2,913
The Savings segment experienced growth in fee and administration income of 22% from 2016 to 2017. The result was NOK 1,511 million in 2017
(NOK 1,063 million in 2016). The improvement in the result was primarily due to income consolidated from Skagen. Growth in assets under
management in pensions and asset management, as well as growth in bank lending contributed to the earnings growth. The costs increase as a
result of acquisition costs and the development and marketing of new product lines.
Insurance reported 1% growth in premium income. The insurance result was NOK 608 million for the year (NOK 575 million in 2016) with a total
combined ratio of 89% (91% in 2016). The combined risk result gave a claims ratio of 70% (75% in 2016). Increased volumes, increased allocated
costs and ambitions of growth explain the higher costs in the insurance segment. The �nancial result was negatively in�uenced by a weak
booked return in the 4th quarter, with an equivalent increase in bu�ers for future returns.
Fee and administration income in the Guaranteed Pension segment has developed in line with the fact that a large part of the portfolio is mature
and in long-term decline. Administration income fell 5.3%. Operating costs are being reduced over time as a result of the area being in long-term
decline. The result was NOK 766 million in 2017 (NOK 870 million in 2016). The fall in earnings was due to reduced pro�t sharing and includes
the strengthening of reserves in the Swedish business by approximately NOK 200 million as a result of the transition to a new UFR (Ultimate
Forward Rate).
BUSINESS AREAS
SAVINGS
The Savings business area includes products for retirement savings with no interest rate guarantees. The business area consists of de�ned
contribution pensions in Norway and Sweden, asset management and retail banking products.
NOK million
Fee and administration income
Operational cost
Operating profit
Financial items and risk result life
Profit before amortisation
Results
2017
3,402
-1,899
1,503
8
1,511
2016
2,758
-1,700
1,058
5
1,063
The result for Savings includes the result from Skagen of NOK 259 million and amounts to a total of NOK 1,511 million in 2017. Adjusted for
Skagen, there was earnings growth of 18% from 2016 to 2017. The earnings improvement is driven by volume and income growth. Skagen was
acquired on 7 December 2017. Most of the result performance at Skagen was achieved before the Group’s ownership period. NOK 136 million is
amortised in the consolidated �nancial statements in 2017 to re�ect allocated excess value associated with the acquisition and Skagen’s
expected variable income on the acquisition date.
Total fee and administrative income increased by 13% from 2016 to 2017, adjusted for income from Skagen (NOK 294 million). Income growth is
driven by the customers’ conversion from de�ned-bene�t to de�ned-contribution pension schemes in combination with new business and
higher savings rates. In addition, volume growth and transaction-based fees in asset management contributed to growth. Improved lending
margins give higher net interest income in the bank. Net interest income for the year was 1.20% of average total assets compared with 1.16%
last year. For the Norwegian Unit Linked products, increased competition contributes to pressure on margins, while there are relatively stable
margins in the Swedish business and Asset Management.
Adjusted for special items in 2016 and 2017, the nominal cost level increased in accordance with the volume growth, which is attributed to
investments in new products (IPS and ASK), higher distribution costs and other volume-related costs.
De�ned contribution pensions continue to show strong growth due to most companies now having chosen to convert from de�ned bene�t
schemes to de�ned contribution-based schemes. This increases both the number of members and the current premium payments and
management volume in the de�ned contribution-based pension schemes in both Norway and Sweden, in addition to growth through the return
on premium reserves. Growth in customer assets was 23% in Norway and 17% in Sweden compared with the previous year.
48
Return on defined contribution pension standard portfolios in ITP scheme
Return on defined contribution pension standard portfolios in ITP scheme
19.3%
17.6%
12.7%
8.0%
7.1%
10.7%
8.4%
14.6%
11.3%
6.8%
5.3%
4.9%
3.2%
2.9% 2.4%
Extra Low Risk Pension
Low Risk Pension
Balanced Pension
Offensive Pension
Extra Offensive Pension
2017
3 years From startup*
* Low Risk, Balanced and Offensive Pension was established in March 2004. Extra Low Risk and Extra Offensive Pension
was established in December 2011.
BALANCE SHEET AND MARKET TRENDS
Premium income amounted to NOK 15 billion in 2017, which is NOK 0.9 billion higher than in 2016. Total reserves for non-guaranteed life
insurance-related savings have grown by 22% to NOK 147 billion since 2016.
In the Norwegian market, Storebrand maintained its position as the market leader for de�ned contribution schemes, with around 32% of the
market. Premium growth for de�ned contribution occupational pensions was 7% in Norway in 2017. The growth is driven by sales to new
customers, conversion from de�ned bene�t pensions and sales of higher savings rates, in addition to growth from wage adjustments. There is
strong competition in the market for de�ned contribution pensions, and Storebrand expects that this will continue.
SPP has a market share of 14% in the Swedish market for other occupational pensions. Premium income was 3% higher than in 2016. The
transfer balance and new sales improved on the previous year.
The asset management business increased assets under management by NOK 53 billion in 2016 (excluding Skagen). This growth is primarily
attributed to good new business and good returns on the customer assets. At year end, assets under management (excluding Skagen)
amounted to NOK 644 billion, comprising mutual funds and funds-in-funds, as well as individual portfolios for insurance companies, pension
funds, municipalities, institutional investors and investment companies. For assets under management, see the graph below.
49
Asset under management (NOK bn)
17.8%
18.5%
19.6%
22.3%
23.2%
23.2%
442
82
487
96
535
119
567
131
577
136
721
76
167
+68
(12%)
361
392
415
436
441
477
414
74
340
Key figures – Savings
Key figures – Savings
NOK mill
Unit linked reserves
Unit linked premiums
NOK mill
Unit linked reserves
Unit linked premiums
*Exclusive Skagen
Key figures – Savings
Key figures – Savings
NOK mill
NOK million
NOK mill
Unit linked reserves
Unit linked reserves
Unit linked premiums
Unit linked premiums
Full year
Full year
Full year
Full year
2017
2017
2017
2017
2017
2016
2016
2016
167,849
167,849
167,849
167,849
167,849
139,822
139,822
139,822
2016
139,822
3,981
3,981
3,981
3,981
3,981
3,466
3,466
3,466
3,466
Assets under management
Assets under management
Assets under management
Assets under management
721,165
721,165
721,165
721,165
721,165
576,704
576,704
576,704
Retail lending
Retail lending
Retail lending
Retail lending
42,133
42,133
42,133
42,133
42,133
35,400
35,400
35,400
35,400
INSURANCE
INSURANCE
INSURANCE
INSURANCE
Insurance is responsible for the Group’s risk products in Norway and Sweden.[1] The unit provides health insurance in the Norwegian and
Insurance is responsible for the Group’s risk products in Norway and Sweden.[1] The unit provides health insurance in the Norwegian and
Insurance is responsible for the Group’s risk products in Norway and Sweden.[1] The unit provides health insurance in the Norwegian and
Insurance is responsible for the Group’s risk products in Norway and Sweden.[1] The unit provides health insurance in the Norwegian and
Swedish corporate and retail markets, P&C insurance and personal risk products in the Norwegian retail market and employer’s liability
Swedish corporate and retail markets, P&C insurance and personal risk products in the Norwegian retail market and employer’s liability
Swedish corporate and retail markets, P&C insurance and personal risk products in the Norwegian retail market and employer’s liability
Swedish corporate and retail markets, P&C insurance and personal risk products in the Norwegian retail market and employer’s liability
insurance and pension-related insurance in the Norwegian and Swedish corporate markets.
insurance and pension-related insurance in the Norwegian and Swedish corporate markets.
insurance and pension-related insurance in the Norwegian and Swedish corporate markets.
insurance and pension-related insurance in the Norwegian and Swedish corporate markets.
2011
2012
2013
2014
2015
2016
2017
Skagen
External funds Internal funds External share, %*
Insurance premiums f.o.a.
Insurance premiums f.o.a.
Results
NOK mill
Claims f.o.a.
Operational cost
Operating profit
Financial result
Results
NOK mill
Claims f.o.a.
Operational cost
Operating profit
Financial result
Results
Results
NOK mill
NOK million
NOK mill
Insurance premiums f.o.a.
Insurance premiums f.o.a.
Claims f.o.a.
Claims f.o.a.
Operational cost
Operational cost
Operating profit
Operating profit
Financial result
Financial result
Contribution from SB Helseforsikring AS
Contribution from SB Helseforsikring AS
Profit before amortisation
Profit before amortisation
Contribution from SB Helseforsikring AS
Contribution from SB Helseforsikring AS
Profit before amortisation
Profit before amortisation
Full year
Full year
Full year
Full year
2017
2017
2017
2017
2016
2016
2016
3,872
3,872
-2,726
-2,726
3,872
3,872
3,828
3,828
3,828
-2,726
-2,726
-2,883
-2,883
-2,883
-711
-711
-711
-711
-602
-602
-602
435
435
173
173
39
39
608
608
435
173
39
608
342
435
342
342
233
173
233
233
39
39
39
39
575
608
575
575
576,704
2016
3,828
-2,883
-602
342
233
39
575
The Insurance result was NOK 608 million (NOK 575 million) for the full year with an overall combined ratio of 89% (91% in 2016). The insurance
The Insurance result was NOK 608 million (NOK 575 million) for the full year with an overall combined ratio of 89% (91% in 2016). The insurance
The Insurance result was NOK 608 million (NOK 575 million) for the full year with an overall combined ratio of 89% (91% in 2016). The insurance
The Insurance result was NOK 608 million (NOK 575 million) for the full year with an overall combined ratio of 89% (91% in 2016). The insurance
premiums increased by 1% in 2017. Growth in premiums decreased in comparison with the previous year due to greater competition in the
premiums increased by 1% in 2017. Growth in premiums decreased in comparison with the previous year due to greater competition in the
premiums increased by 1% in 2017. Growth in premiums decreased in comparison with the previous year due to greater competition in the
premiums increased by 1% in 2017. Growth in premiums decreased in comparison with the previous year due to greater competition in the
market. The claims ratio has decreased and this is principally due to satisfactory risk development and gains from dissolution for P&C and
market. The claims ratio has decreased and this is principally due to satisfactory risk development and gains from dissolution for P&C and
market. The claims ratio has decreased and this is principally due to satisfactory risk development and gains from dissolution for P&C and
market. The claims ratio has decreased and this is principally due to satisfactory risk development and gains from dissolution for P&C and
personal insurance. As planned, increased volumes, increased allocations and ambitions of growth have resulted in higher costs for the
personal insurance. As planned, increased volumes, increased allocations and ambitions of growth have resulted in higher costs for the
personal insurance. As planned, increased volumes, increased allocations and ambitions of growth have resulted in higher costs for the
personal insurance. As planned, increased volumes, increased allocations and ambitions of growth have resulted in higher costs for the
insurance area. The underlying pro�tability and e�ciency are good and show a satisfactory development.
insurance area. The underlying pro�tability and e�ciency are good and show a satisfactory development.
insurance area. The underlying pro�tability and e�ciency are good and show a satisfactory development.
insurance area. The underlying pro�tability and e�ciency are good and show a satisfactory development.
Key figures – Insurance
Key figures – Insurance
Key figures – Insurance
Key figures – Insurance
Claims ratio
Cost ratio
Claims ratio
Cost ratio
Claims ratio
Claims ratio
Cost ratio
Cost ratio
Combined ratio
2017
2017
2017
70 %
70 %
70 %
18 %
18 %
18 %
2017
70 %
2017
18 %
89 %
2016
75 %
16 %
2016
2016
75 %
75 %
2016
16 %
16 %
91 %
2016
75 %
16 %
The combined risk result gives a claims ratio of 70% (75% in 2016) and the underlying risk development is satisfactory. Health insurance has
50
delivered a good result due to good claims development. High �nancial income and the dissolution of reserves for personal insurance contribute
to a good result. P&C insurance delivers lower underlying results, but achieves a good level of pro�tability due to gains from dissolution. Group
disability pensions delivered a lower result than the previous year, which was primarily due to the �nancial result passing to the customer.
Personal insurance maintains a good level of pro�tability with marginal portfolio growth. The result for the Swedish risk products was lower as a
result of the drop in premium income.
The cost percentage was 18% (16%) for the year. As planned, increased volumes and ambitions of growth have resulted in higher allocated costs
for the insurance area. Work is being carried out with cost e�ciency measures in order to reduce the cost percentage. In addition, a general
increase in costs and increased allocated costs have resulted in a higher cost percentage.
The investment portfolio of Insurance in Norway amounts to NOK 8.3 billion, which is primarily invested in �xed income securities with a short or
medium duration. The return was good, but lower than the previous year due to lower booked return.
BALANCE SHEET AND MARKET TRENDS
The insurance area o�ers a broad range of products to the retail market in Norway, as well as the corporate market in both Norway and
Sweden. Pro�tability in the retail market is generally considered to be good, while the margins in the corporate market are consistently low. We
see this in connection with both personal insurance and risk cover related to de�ned contribution pensions in Norway, where the competition is
strong and price is an important competition parameter. Total annual premiums at the end of 2017 amounted to NOK 4.5 million, NOK 1.7
million of which is from the retail market and NOK 2.8 million of which is from the corporate market.
Storebrand enjoys a well-established position in the retail market for personal insurance and is in a challenger position within P&C insurance.
Storebrand’s growth in the retail market has stagnated due to greater competition and a shift in distribution strategy. The Akademiker portfolio
is an important driver of growth and the rate of sales is stable. REMA Forsikring was launched as white label in autumn 2016 and is experiencing
growth. The partner strategy delivered satisfactory sales during 2017. The growth in personal insurance was stable and in line with general
market growth.
The corporate market is generally a more mature market with lower margins and stronger focus on price. The pro�tability of group disability
pension has been weak over an extended period, however recent initiatives have signi�cantly improved pro�tability. However, tough
competition places pressure on the margins for individual customers. Health insurance is a growth market. Measured in terms of premiums
written, Storebrand is one of the market leaders in health insurance, which also has a good level of pro�tability. Storebrand is a relatively small
player within personal insurance, but pro�tability is satisfactory. In Sweden, the disability trend has been downward for a long period of time,
The Guaranteed Pension business area includes long-term pension savings products that give customers a guaranteed rate of return. The
business area covers de�ned bene�t pensions in Norway and Sweden, paid-up policies and individual capital and pension insurance.
which has led to reduced premiums in general.
GUARANTEED PENSION
Results
NOK million
Fee and administration income
Operating cost
Operating results
Risk result life & pensions
Financial results and risk result life
Results before amortisation
Full year
2017
1,483
-889
595
67
104
766
2016
1,566
-981
585
-37
322
870
The result for Guaranteed Pension before amortisation totalled NOK 766 million in 2017, which was a decrease of NOK 104 million compared
with 2016. The fall in earnings was due to reduced pro�t sharing in SPP as a result of the strengthening of reserves of approximately NOK 200
million in connection with the transition to a new UFR.
Combined ratio
2017
89 %
2016
91 %
The combined risk result gives a claims ratio of 70% (75% in 2016) and the underlying risk development is satisfactory. Health insurance has
delivered a good result due to good claims development. High �nancial income and the dissolution of reserves for personal insurance contribute
to a good result. P&C insurance delivers lower underlying results, but achieves a good level of pro�tability due to gains from dissolution. Group
disability pensions delivered a lower result than the previous year, which was primarily due to the �nancial result passing to the customer.
Personal insurance maintains a good level of pro�tability with marginal portfolio growth. The result for the Swedish risk products was lower as a
result of the drop in premium income.
The cost percentage was 18% (16%) for the year. As planned, increased volumes and ambitions of growth have resulted in higher allocated costs
for the insurance area. Work is being carried out with cost e�ciency measures in order to reduce the cost percentage. In addition, a general
increase in costs and increased allocated costs have resulted in a higher cost percentage.
The investment portfolio of Insurance in Norway amounts to NOK 8.3 billion, which is primarily invested in �xed income securities with a short or
medium duration. The return was good, but lower than the previous year due to lower booked return.
BALANCE SHEET AND MARKET TRENDS
The insurance area o�ers a broad range of products to the retail market in Norway, as well as the corporate market in both Norway and
Sweden. Pro�tability in the retail market is generally considered to be good, while the margins in the corporate market are consistently low. We
see this in connection with both personal insurance and risk cover related to de�ned contribution pensions in Norway, where the competition is
strong and price is an important competition parameter. Total annual premiums at the end of 2017 amounted to NOK 4.5 million, NOK 1.7
million of which is from the retail market and NOK 2.8 million of which is from the corporate market.
Storebrand enjoys a well-established position in the retail market for personal insurance and is in a challenger position within P&C insurance.
Storebrand’s growth in the retail market has stagnated due to greater competition and a shift in distribution strategy. The Akademiker portfolio
is an important driver of growth and the rate of sales is stable. REMA Forsikring was launched as white label in autumn 2016 and is experiencing
growth. The partner strategy delivered satisfactory sales during 2017. The growth in personal insurance was stable and in line with general
market growth.
The corporate market is generally a more mature market with lower margins and stronger focus on price. The pro�tability of group disability
pension has been weak over an extended period, however recent initiatives have signi�cantly improved pro�tability. However, tough
competition places pressure on the margins for individual customers. Health insurance is a growth market. Measured in terms of premiums
written, Storebrand is one of the market leaders in health insurance, which also has a good level of pro�tability. Storebrand is a relatively small
player within personal insurance, but pro�tability is satisfactory. In Sweden, the disability trend has been downward for a long period of time,
which has led to reduced premiums in general.
GUARANTEED PENSION
The Guaranteed Pension business area includes long-term pension savings products that give customers a guaranteed rate of return. The
business area covers de�ned bene�t pensions in Norway and Sweden, paid-up policies and individual capital and pension insurance.
Results
NOK million
Fee and administration income
Operating cost
Operating results
Risk result life & pensions
Financial results and risk result life
Results before amortisation
Full year
2017
1,483
-889
595
67
104
766
2016
1,566
-981
585
-37
322
870
The result for Guaranteed Pension before amortisation totalled NOK 766 million in 2017, which was a decrease of NOK 104 million compared
with 2016. The fall in earnings was due to reduced pro�t sharing in SPP as a result of the strengthening of reserves of approximately NOK 200
million in connection with the transition to a new UFR.
51
During 2017, fee and administration income developed in line with the fact that a large part of the portfolio is mature and in long-term decline.
During 2017, fee and administration income developed in line with the fact that a large part of the portfolio is mature and in long-term decline.
During 2017, fee and administration income developed in line with the fact that a large part of the portfolio is mature and in long-term decline.
During 2017, fee and administration income developed in line with the fact that a large part of the portfolio is mature and in long-term decline.
Income was NOK 1,483 million in 2017, compared with NOK 1,566 million in the previous year. In 2017, income fell by 5.3% compared with 2016.
Income was NOK 1,483 million in 2017, compared with NOK 1,566 million in the previous year. In 2017, income fell by 5.3% compared with 2016.
Income was NOK 1,483 million in 2017, compared with NOK 1,566 million in the previous year. In 2017, income fell by 5.3% compared with 2016.
Income was NOK 1,483 million in 2017, compared with NOK 1,566 million in the previous year. In 2017, income fell by 5.3% compared with 2016.
New subscriptions for guaranteed pensions have been closed for most products, however, premium payments and the accumulation of returns
New subscriptions for guaranteed pensions have been closed for most products, however, premium payments and the accumulation of returns
New subscriptions for guaranteed pensions have been closed for most products, however, premium payments and the accumulation of returns
New subscriptions for guaranteed pensions have been closed for most products, however, premium payments and the accumulation of returns
for existing customers mean that it takes time before the reserves are nominally reduced.
for existing customers mean that it takes time before the reserves are nominally reduced.
for existing customers mean that it takes time before the reserves are nominally reduced.
for existing customers mean that it takes time before the reserves are nominally reduced.
Operating costs were NOK 889 million in 2017, which is NOK 92 million less than in 2016. Operating costs are being reduced over time as a result
Operating costs were NOK 889 million in 2017, which is NOK 92 million less than in 2016. Operating costs are being reduced over time as a result
Operating costs were NOK 889 million in 2017, which is NOK 92 million less than in 2016. Operating costs are being reduced over time as a result
Operating costs were NOK 889 million in 2017, which is NOK 92 million less than in 2016. Operating costs are being reduced over time as a result
of the area being in long-term decline.
of the area being in long-term decline.
of the area being in long-term decline.
The risk result was NOK 67 million in 2017, compared with minus NOK 37 million in the previous year. Changes were made to the reserves at the
The risk result was NOK 67 million in 2017, compared with minus NOK 37 million in the previous year. Changes were made to the reserves at the
The risk result was NOK 67 million in 2017, compared with minus NOK 37 million in the previous year. Changes were made to the reserves at the
The risk result was NOK 67 million in 2017, compared with minus NOK 37 million in the previous year. Changes were made to the reserves at the
start of 2017 to strengthen the result and this had an impact in 2017. The risk result is largely generated in the Swedish business. The risk result
start of 2017 to strengthen the result and this had an impact in 2017. The risk result is largely generated in the Swedish business. The risk result
start of 2017 to strengthen the result and this had an impact in 2017. The risk result is largely generated in the Swedish business. The risk result
start of 2017 to strengthen the result and this had an impact in 2017. The risk result is largely generated in the Swedish business. The risk result
in the Norwegian business was restricted as a result of the business volume decreasing, reserve strengthening due to the introduction of new
in the Norwegian business was restricted as a result of the business volume decreasing, reserve strengthening due to the introduction of new
in the Norwegian business was restricted as a result of the business volume decreasing, reserve strengthening due to the introduction of new
in the Norwegian business was restricted as a result of the business volume decreasing, reserve strengthening due to the introduction of new
collective disability pension and general disability developments in the portfolio during this period.
collective disability pension and general disability developments in the portfolio during this period.
collective disability pension and general disability developments in the portfolio during this period.
collective disability pension and general disability developments in the portfolio during this period.
The result from pro�t sharing and loan losses in the Guaranteed Pension segment consists of pro�t sharing and �nancial e�ects. The result was
The result from pro�t sharing and loan losses in the Guaranteed Pension segment consists of pro�t sharing and �nancial e�ects. The result was
The result from pro�t sharing and loan losses in the Guaranteed Pension segment consists of pro�t sharing and �nancial e�ects. The result was
The result from pro�t sharing and loan losses in the Guaranteed Pension segment consists of pro�t sharing and �nancial e�ects. The result was
NOK 104 million in 2017, compared with minus NOK 322 million in the previous year. The underlying pro�t-sharing results were satisfactory.
NOK 104 million in 2017, compared with minus NOK 322 million in the previous year. The underlying pro�t-sharing results were satisfactory.
NOK 104 million in 2017, compared with minus NOK 322 million in the previous year. The underlying pro�t-sharing results were satisfactory.
NOK 104 million in 2017, compared with minus NOK 322 million in the previous year. The underlying pro�t-sharing results were satisfactory.
However, earnings were reduced by the strengthening of reserves in the Swedish business of approximately NOK 200 million due to the
However, earnings were reduced by the strengthening of reserves in the Swedish business of approximately NOK 200 million due to the
However, earnings were reduced by the strengthening of reserves in the Swedish business of approximately NOK 200 million due to the
However, earnings were reduced by the strengthening of reserves in the Swedish business of approximately NOK 200 million due to the
transition to a new UFR.
transition to a new UFR.
transition to a new UFR.
transition to a new UFR.
Balance sheet and market trends
Balance sheet and market trends
Balance sheet and market trends
Balance sheet and market trends
Customer reserves for guaranteed pensions amounted to NOK 264 billion at the end of 2017, which was the level at the start of the year,
Customer reserves for guaranteed pensions amounted to NOK 264 billion at the end of 2017, which was the level at the start of the year,
Customer reserves for guaranteed pensions amounted to NOK 264 billion at the end of 2017, which was the level at the start of the year,
Customer reserves for guaranteed pensions amounted to NOK 264 billion at the end of 2017, which was the level at the start of the year,
adjusted for the exchange rate. In the Norwegian business, paid-up policies were the only guaranteed pension portfolio experiencing growth
adjusted for the exchange rate. In the Norwegian business, paid-up policies were the only guaranteed pension portfolio experiencing growth
adjusted for the exchange rate. In the Norwegian business, paid-up policies were the only guaranteed pension portfolio experiencing growth
adjusted for the exchange rate. In the Norwegian business, paid-up policies were the only guaranteed pension portfolio experiencing growth
and amounted to NOK 128 billion at the end of 2017, representing an increase of NOK 14 billion in 2017, which is the equivalent of 12% during
and amounted to NOK 128 billion at the end of 2017, representing an increase of NOK 14 billion in 2017, which is the equivalent of 12% during
and amounted to NOK 128 billion at the end of 2017, representing an increase of NOK 14 billion in 2017, which is the equivalent of 12% during
and amounted to NOK 128 billion at the end of 2017, representing an increase of NOK 14 billion in 2017, which is the equivalent of 12% during
the year. From the end of 2014, the customers were given an o�er to convert from traditional paid-up policies to paid-up policies with
the year. From the end of 2014, the customers were given an o�er to convert from traditional paid-up policies to paid-up policies with
the year. From the end of 2014, the customers were given an o�er to convert from traditional paid-up policies to paid-up policies with
the year. From the end of 2014, the customers were given an o�er to convert from traditional paid-up policies to paid-up policies with
investment options, and insurance reserves for paid-up policies with investment options amounted to NOK 6.8 billion at the end of 2017 and are
investment options, and insurance reserves for paid-up policies with investment options amounted to NOK 6.8 billion at the end of 2017 and are
investment options, and insurance reserves for paid-up policies with investment options amounted to NOK 6.8 billion at the end of 2017 and are
investment options, and insurance reserves for paid-up policies with investment options amounted to NOK 6.8 billion at the end of 2017 and are
included in the Savings segment.
included in the Savings segment.
included in the Savings segment.
included in the Savings segment.
The premium income for Guaranteed Pension (excluding transfers) was NOK 4.7 billion in 2017. This represents a decline of 15%, compared with
The premium income for Guaranteed Pension (excluding transfers) was NOK 4.7 billion in 2017. This represents a decline of 15%, compared with
The premium income for Guaranteed Pension (excluding transfers) was NOK 4.7 billion in 2017. This represents a decline of 15%, compared with
The premium income for Guaranteed Pension (excluding transfers) was NOK 4.7 billion in 2017. This represents a decline of 15%, compared with
2016. The majority of products are closed for new business and the customers’ choices about transferring from guaranteed to non-guaranteed
2016. The majority of products are closed for new business and the customers’ choices about transferring from guaranteed to non-guaranteed
2016. The majority of products are closed for new business and the customers’ choices about transferring from guaranteed to non-guaranteed
2016. The majority of products are closed for new business and the customers’ choices about transferring from guaranteed to non-guaranteed
products are in line with the Group’s strategy.
products are in line with the Group’s strategy.
products are in line with the Group’s strategy.
Premium income
Premium income
Premium income
Premium income
Full year
Full year
Full year
Full year
NOK million
NOK million
NOK million
NOK million
2017
2017
2017
2017
2016
2016
2016
2016
De�ned Bene�t (fee based), Norway
De�ned Bene�t (fee based), Norway
De�ned Bene�t (fee based), Norway
De�ned Bene�t (fee based), Norway
Paid-up policies, Norway
Paid-up policies, Norway
Paid-up policies, Norway
Paid-up policies, Norway
Individual life pension, Norway
Individual life pension, Norway
Individual life pension, Norway
Individual life pension, Norway
Guaranteed products, Sweden
Guaranteed products, Sweden
Guaranteed products, Sweden
Guaranteed products, Sweden
2,723
2,723
2,723
2,723
3,484
3,484
3,484
3,484
117
117
117
117
183
183
183
183
105
105
105
105
195
195
195
195
1,662
1,662
1,662
1,662
1,741
1,741
1,741
1,741
Total
Total
Total
Total
4,684
4,684
4,684
4,684
5,524
5,524
5,524
5,524
of the area being in long-term decline.
products are in line with the Group’s strategy.
Guaranteed reserves in % of total reserves
Bu�er capital as a % of customer assets SBL
Bu�er capital as a % of customer assets SPP
Key figures – Guaranteed Pension
Key figures – Guaranteed Pension
Key figures – Guaranteed Pension
Key figures – Guaranteed Pension
NOK million
NOK million
NOK million
NOK million
Guaranteed reserves
Guaranteed reserves
Guaranteed reserves
Guaranteed reserves
Transfer of guaranteed reserves
Transfer of guaranteed reserves
Transfer of guaranteed reserves
Transfer of guaranteed reserves
Bu�er capital as a % of customer assets SBL
Bu�er capital as a % of customer assets SBL
Bu�er capital as a % of customer assets SBL
Bu�er capital as a % of customer assets SPP
Bu�er capital as a % of customer assets SPP
Bu�er capital as a % of customer assets SPP
Guaranteed reserves in % of total reserves
Guaranteed reserves in % of total reserves
Guaranteed reserves in % of total reserves
-3,306
-3,306
-3,306
-3,306
5.7 %
5.7 %
5.7 %
5.7 %
6.7 %
6.7 %
6.7 %
6.7 %
264,320
264,320
264,320
264,320
61.2 %
61.2 %
61.2 %
61.2 %
2016
2016
2016
2016
Full year
Full year
Full year
Full year
258,723
258,723
64.9 %
64.9 %
7.2 %
9.0 %
2017
-959
7.2 %
9.0 %
258,723
258,723
2017
64.9 %
64.9 %
-959
7.2 %
9.0 %
7.2 %
9.0 %
2017
2017
-959
-959
OTHER RESULTS
OTHER RESULTS
OTHER RESULTS
OTHER RESULTS
The result for Storebrand ASA is reported under Other, as well as the result for the company portfolios and small subsidiaries of Storebrand Life
The result for Storebrand ASA is reported under Other, as well as the result for the company portfolios and small subsidiaries of Storebrand Life
The result for Storebrand ASA is reported under Other, as well as the result for the company portfolios and small subsidiaries of Storebrand Life
The result for Storebrand ASA is reported under Other, as well as the result for the company portfolios and small subsidiaries of Storebrand Life
Insurance and SPP.
Insurance and SPP.
Insurance and SPP.
Insurance and SPP.
Result for Other
NOK million
Result for Other
NOK million
Result for Other
Result for Other
NOK million
NOK million
Full year
Full year
Full year
Full year
52
During 2017, fee and administration income developed in line with the fact that a large part of the portfolio is mature and in long-term decline.
During 2017, fee and administration income developed in line with the fact that a large part of the portfolio is mature and in long-term decline.
Income was NOK 1,483 million in 2017, compared with NOK 1,566 million in the previous year. In 2017, income fell by 5.3% compared with 2016.
Income was NOK 1,483 million in 2017, compared with NOK 1,566 million in the previous year. In 2017, income fell by 5.3% compared with 2016.
New subscriptions for guaranteed pensions have been closed for most products, however, premium payments and the accumulation of returns
New subscriptions for guaranteed pensions have been closed for most products, however, premium payments and the accumulation of returns
for existing customers mean that it takes time before the reserves are nominally reduced.
for existing customers mean that it takes time before the reserves are nominally reduced.
Operating costs were NOK 889 million in 2017, which is NOK 92 million less than in 2016. Operating costs are being reduced over time as a result
Operating costs were NOK 889 million in 2017, which is NOK 92 million less than in 2016. Operating costs are being reduced over time as a result
of the area being in long-term decline.
of the area being in long-term decline.
The risk result was NOK 67 million in 2017, compared with minus NOK 37 million in the previous year. Changes were made to the reserves at the
The risk result was NOK 67 million in 2017, compared with minus NOK 37 million in the previous year. Changes were made to the reserves at the
start of 2017 to strengthen the result and this had an impact in 2017. The risk result is largely generated in the Swedish business. The risk result
start of 2017 to strengthen the result and this had an impact in 2017. The risk result is largely generated in the Swedish business. The risk result
in the Norwegian business was restricted as a result of the business volume decreasing, reserve strengthening due to the introduction of new
in the Norwegian business was restricted as a result of the business volume decreasing, reserve strengthening due to the introduction of new
collective disability pension and general disability developments in the portfolio during this period.
collective disability pension and general disability developments in the portfolio during this period.
The result from pro�t sharing and loan losses in the Guaranteed Pension segment consists of pro�t sharing and �nancial e�ects. The result was
The result from pro�t sharing and loan losses in the Guaranteed Pension segment consists of pro�t sharing and �nancial e�ects. The result was
NOK 104 million in 2017, compared with minus NOK 322 million in the previous year. The underlying pro�t-sharing results were satisfactory.
NOK 104 million in 2017, compared with minus NOK 322 million in the previous year. The underlying pro�t-sharing results were satisfactory.
However, earnings were reduced by the strengthening of reserves in the Swedish business of approximately NOK 200 million due to the
However, earnings were reduced by the strengthening of reserves in the Swedish business of approximately NOK 200 million due to the
transition to a new UFR.
transition to a new UFR.
Balance sheet and market trends
Balance sheet and market trends
Customer reserves for guaranteed pensions amounted to NOK 264 billion at the end of 2017, which was the level at the start of the year,
Customer reserves for guaranteed pensions amounted to NOK 264 billion at the end of 2017, which was the level at the start of the year,
adjusted for the exchange rate. In the Norwegian business, paid-up policies were the only guaranteed pension portfolio experiencing growth
adjusted for the exchange rate. In the Norwegian business, paid-up policies were the only guaranteed pension portfolio experiencing growth
and amounted to NOK 128 billion at the end of 2017, representing an increase of NOK 14 billion in 2017, which is the equivalent of 12% during
and amounted to NOK 128 billion at the end of 2017, representing an increase of NOK 14 billion in 2017, which is the equivalent of 12% during
the year. From the end of 2014, the customers were given an o�er to convert from traditional paid-up policies to paid-up policies with
the year. From the end of 2014, the customers were given an o�er to convert from traditional paid-up policies to paid-up policies with
investment options, and insurance reserves for paid-up policies with investment options amounted to NOK 6.8 billion at the end of 2017 and are
investment options, and insurance reserves for paid-up policies with investment options amounted to NOK 6.8 billion at the end of 2017 and are
included in the Savings segment.
included in the Savings segment.
The premium income for Guaranteed Pension (excluding transfers) was NOK 4.7 billion in 2017. This represents a decline of 15%, compared with
The premium income for Guaranteed Pension (excluding transfers) was NOK 4.7 billion in 2017. This represents a decline of 15%, compared with
2016. The majority of products are closed for new business and the customers’ choices about transferring from guaranteed to non-guaranteed
2016. The majority of products are closed for new business and the customers’ choices about transferring from guaranteed to non-guaranteed
products are in line with the Group’s strategy.
products are in line with the Group’s strategy.
Premium income
Premium income
NOK million
NOK million
De�ned Bene�t (fee based), Norway
De�ned Bene�t (fee based), Norway
Paid-up policies, Norway
Paid-up policies, Norway
Individual life pension, Norway
Individual life pension, Norway
Guaranteed products, Sweden
Guaranteed products, Sweden
Total
Total
Key figures – Guaranteed Pension
Key figures – Guaranteed Pension
NOK million
NOK million
Guaranteed reserves
Guaranteed reserves
Guaranteed reserves in % of total reserves
Guaranteed reserves in % of total reserves
Transfer of guaranteed reserves
Transfer of guaranteed reserves
Bu�er capital as a % of customer assets SBL
Bu�er capital as a % of customer assets SBL
Bu�er capital as a % of customer assets SPP
Bu�er capital as a % of customer assets SPP
Full year
Full year
2017
2017
2,723
2,723
117
117
183
183
1,662
1,662
4,684
4,684
Full year
Full year
2017
2017
264,320
264,320
61.2 %
61.2 %
-959
-959
7.2 %
7.2 %
9.0 %
9.0 %
2016
2016
3,484
3,484
105
105
195
195
1,741
1,741
5,524
5,524
2016
2016
258,723
258,723
64.9 %
64.9 %
-3,306
-3,306
5.7 %
5.7 %
6.7 %
6.7 %
OTHER RESULTS
OTHER RESULTS
The result for Storebrand ASA is reported under Other, as well as the result for the company portfolios and small subsidiaries of Storebrand Life
The result for Storebrand ASA is reported under Other, as well as the result for the company portfolios and small subsidiaries of Storebrand Life
Insurance and SPP.
Insurance and SPP.
Result for Other
NOK million
Result for Other
NOK million
NOK million
Fee and administration income
Operating cost
Operating profit
Financial items and risk result life
Profit before amortisation
1) Excludes eliminations
Eliminations
NOK million
Fee and administration income
Operating cost
Finacial result
Result before amortisation
2017
Full year
Full year
Full year
2017
83
-188
-105
161
55
Full year
2017
-190
190
0
0
2016
2016
145
-141
4
401
405
2016
-174
174
0
0
The result before amortisation for the Other segment activities was NOK 83 million for 2017, compared with NOK 145 million for 2016. The
operating costs are in�uenced by transaction costs associated with the acquisition of Skagen and Silver.
The Storebrand Life Insurance Group is funded by a combination of equity and subordinated loans. With the interest rate levels at the end of
2017, quarterly interest expenses of approximately NOK 80 million are expected.
The �nancial result includes the return on the company portfolios in Storebrand Life Insurance and SPP, as well as the �nancial result of
Storebrand ASA. The �nancial result is weaker due to a lower return in the company portfolios.
CAPITAL SITUATION, RATING AND RISK
CAPITAL SITUATION
Storebrand pays particular attention to the levels of equity and loans in the Group, which are continually and systematically optimised. The level
is adjusted for the �nancial risk and capital requirements. The growth and composition of business segments will be important driving forces
behind the need for capital. The purpose of capital management is to ensure an e�cient capital structure and ensure an appropriate balance
between internal goals and regulatory requirements. The Group’s target is to achieve a solvency margin ratio in accordance with Solvency II of at
least 150%. Storebrand Livsforsikring AS also aims to achieve an A level rating. The Group’s parent company has established a goal to achieve a
net debt-equity ratio of zero over time. Storebrand ASA has only one class of share. All shares have equal rights and are freely negotiable. The
company is not aware of the existence of agreements between shareholders that limit rights to sell shares or to exercise related voting rights.
The Group’s target solvency margin in accordance with the Solvency II regulations is a minimum of 150%, including use of the transitional rules.
The solvency margin for the Storebrand Group was calculated at 172% at the end of 2017, including the transitional rule. Without transitional
rules, the solvency margin was 155%. Storebrand uses the standard model for the calculation of Solvency II. The solvency margin without
transitional rules was strengthened due to strong investment results, withheld pro�ts, the issuing of a subordinated loan and certain
modi�cations to the modelling. The changes result in decreased equity that was fully compensation by the transitional provisions and thereby
explain the increased value of the transitional amounts.
The Storebrand Livsforsikring Group’s solvency capital consists of equity, subordinated loan capital, market value adjustment reserves,
additional statutory reserves, conditional bonus and risk equalisation reserves. Solvency capital totalled NOK 64.5 billion at the end of the year,
an increase of NOK 7.4 billion in 2017. The market value adjustment reserve increased by NOK 1.0 million and amounted to NOK 3.7 million at
the end of the year. Conditional bonus increased by NOK 1.9 million and amounted to NOK 9.2 million. A good booked return has contributed to
increasing the additional statutory reserves. The additional statutory reserves totalled NOK 8.3 million at the end of the year, an increase of NOK
1.5 million for the year. The excess value of bonds and loans valued at amortised cost declined due to higher interest rates by NOK 0.3 million
for the year and amounted to NOK 8.5 million as at 31 December. The excess value of bonds and loans at amortised cost is not included in the
�nancial statements.
53
At the end of 2017, the Storebrand Bank Group had pure core capital adequacy of 14.8% and a capital adequacy of 18.9%. The bank group has
adapted to the new capital requirements. The company has satisfactory �nancial strength and liquidity based on its operations. The lending
portfolio consists primarily of low-risk home mortgages.
Storebrand ASA (holding) held liquid assets of NOK 1.4 billion at the end of the year. Liquid assets consist primarily of short-term �xed income
securities with a good credit rating. Storebrand ASA’s (holding) total interest-bearing liabilities were NOK 2.3 billion at the end of the year. This
corresponds to a net debt-equity ratio of 4.4%. The next maturity date for bond debt in Storebrand ASA is in October 2018. In addition to the
liquidity portfolio, the company has an unused credit facility of EUR 240 million that runs until December 2019. Storebrand ASA recognised
dividends and group contributions of NOK 2,154 million for 2017. Provisions for share dividends to the shareholders amounted to NOK 1,168
million.
RATING
There are four companies in the Storebrand Group that issue debt securities. Storebrand Livsforsikring AS issues subordinated loans,
Storebrand ASA issues senior debt, Storebrand Bank ASA issues senior debt and subordinated loans, while Storebrand Boligkreditt AS issues
covered bonds. All four companies are rated by the credit rating agency Standard & Poor’s. There were changes to the credit rating during the
year, which involved the future prospects of Storebrand Livsforsikring AS and Storebrand Bank ASA being changed from stable to positive.
Company
Storebrand Livsforsikring AS
Storebrand Livsforsikring AS
Storebrand Livsforsikring AS
Storebrand ASA
Storebrand ASA
Storebrand Bank ASA
Storebrand Bank ASA
Storebrand boligkreditt AS
RISK
Rating
BBB+
BBB+
BBB –
BBB –
BBB –
BBB+
A-2
AAA
Outlook
Positive
Positive
Positive
Positive
Positive
Stable
Rating type
Insurance �nancial strenght
Counterparty credit
Subordinated debt
Counterparty credit
Senior unsecured debt
Counterparty credit rating (long term)
Counterparty credit rating (short term)
Covered Bond Programme
Storebrand’s business is to assume and manage various risks in a deliberate, controlled and responsible manner, at the expense of both the
customers and the owners.
For insurance and pension products, Storebrand receives payment from companies and individuals to assume the risk that various insured
events will occur. For pension products, it is necessary to assume �nancial market risk to create a return on pension assets. The banking
business entails a risk of loan losses. In all parts of the business, operational risk arises due to errors that can in�ict losses on customers and/or
costs on Storebrand.
Storebrand is dependent on large amounts of customer data for managing business operations and creating value. The management of
information shall entail that there is a low risk of customer data or other sensitive information being abused or misplaced.
Risk management is about looking at both the positive and negative aspects of risk. Risk-taking should contribute to Storebrand achieving its
strategic and commercial targets, including customers receiving a competitive return on their pension assets and that Storebrand receives
adequate payment for assuming risk in relation to de�ned rates of return.
As a business requiring a licence, the Storebrand Group and the individual companies are subject to supervision by the Financial Supervisory
Authority of Norway and the Swedish Financial Supervisory Authority. Storebrand must also comply with requirements from other public
supervisory authorities, including the Norwegian Consumer Authority and the Norwegian Data Protection Authority. Risk management must
satisfy the formal requirements pursuant to legislation and other regulations. The level of risk-taking shall be in accordance with the regulatory
requirements and other needs of customers, shareholders, lenders, rating companies, etc. Undesired incidents shall be limited.
The majority of Storebrand’s risk is from liabilities related to the products. The Group’s result and risk are followed up and reported as four areas
with very di�erent result and risk drivers: Savings, Insurance, Guaranteed Pension and Other. The di�erent business areas are described under
the section Business Areas.
SAVINGS
Savings consists of unit linked insurance, asset management business and the retail market part of the banking business.
54
For unit linked insurance, the customer bears the �nancial market risk. The disbursements are generally time limited, and therefore Storebrand
bears low risk from increased life expectancy.
For Storebrand, the risk for unit linked insurance is primarily related to future income and cost changes. There is therefore an indirect market
risk, because negative investment returns will reduce future income, without a corresponding reduction in costs. Incomes are also reduced if the
customer chooses to leave. Market risk, particularly equity price risk and exit risk are therefore the greatest risks to unit linked insurance. There
is also a risk that costs may increase.
The asset management business o�ers active and passive management and the management of fund-in-fund structures for the customer‘s
account and risk. Operational risks, including compliance with regulations, are regarded as the greatest risks.
The greatest risks for the banking business are credit risk and liquidity risk. Practically the entire lending portfolio to private individuals is
secured by a mortgage on real property.
INSURANCE
Insurance consists of risk products and property and casualty insurance. The price can normally be changed on an annual basis if there are any
changes in the risk situation.
The greatest risk is the disability risk. Storebrand has the risk of there being more disability cases than expected and/or that fewer disabled
persons will be able to work again. The restructuring of disability cover in Norway’s National Insurance Scheme from 1 January 2016 has for
many given better cover from the National Insurance Scheme for new incidents of disability. All else being equal, this will reduce the scope of
Storebrand’s disability risk. Storebrand also provides cover with death bene�ts, but Storebrand’s risk from this is very limited.
In property and casualty insurance, most of the risk is linked to the development of claims payments from car and home insurance.
GUARANTEED PENSION
Guaranteed Pension comprises savings and pension products with guaranteed interest rates in Norway and Sweden. The greatest risks are
�nancial market risk and life expectancy risk.
A common feature of the products is that Storebrand guarantees a minimum return. In Norway, the return must exceed the guarantee in each
year, while in Sweden it is su�cient to achieve the guaranteed return as an average. In Sweden, new premiums generally have a guarantee of
1.25% for 85% of the premium, whereas existing reserves have a guaranteed annual return of up to a 5.2%. In Norway, new premiums are
included with a 2.0% guaranteed return and increase in bene�ts due to a surplus exceeding the interest rate guarantee occurring with a 0.5%
guarantee. The existing portfolio primarily has guarantee levels ranging from 3 to 4%. Over time, new premiums and possible upward
adjustment will contribute to the average guarantee level falling.
Due to pension customers living longer on average, a new mortality tari� was introduced in Norway for de�ned bene�t pensions and paid-up
policies from 2014. For the existing reserves, the Financial Supervisory Authority of Norway has approved a seven-year escalation plan, and
customer returns exceeding the guarantee can contribute to reserve strengthening. Storebrand’s contribution must be at least 20% of the
overall reserve strengthening. Storebrand completed the entire strengthening of reserves by the end of 2017.
To achieve adequate returns from the customer portfolios, it is necessary to take investment risks (market risks). This is primarily done by
investing in equities, property and corporate bonds.
Interest rate risk is in a special position because changes in interest rates also a�ect the value of the insurance liability in the solvency accounts.
Since pension disbursements may be many years in the future, the insurance liabilities are particularly sensitive to changes in interest rates, and
they should ideally be balanced with the equivalent interest rate sensitivity for the assets. It is not possible to eliminate the interest rate risk in
Norway, but accounting at amortised cost reduces the solvency risk without increasing the risk from the annual guarantee. In Sweden, there is
good correlation between the interest rate sensitivity of assets and liabilities.
There were goods returns for guaranteed customer portfolios in 2017. Good equity markets and high returns on property have made a positive
contribution. In addition, reduced credit spreads have given good returns for bonds. In Norway, the return has been more than adequate to
cover the guarantee plus completing the strengthening of reserves for increased longevity. In Sweden, the return on assets has been better than
the increase in value of insurance liabilities and has contributed to strengthening the consolidation.
55
Interest rates at the end of 2017 were at approximately the same level now as at the start of the year in both Norway and Sweden. In Sweden,
the money market rate is negative. Low interest rates increase Storebrand’s risk, because this reduces the probability of achieving a return
higher than the guarantee. In Norway, the e�ect will be dampened in the coming years by a large proportion of the investments being bonds
held at amortised cost that will greatly bene�t from securities purchased at interest rate levels higher than the current levels.
Changes in occupational pension schemes in Norway will reduce the risk of low interest rates over time, since de�ned bene�t-based schemes
are replaced by de�ned contribution pensions or hybrid schemes without a guaranteed return over zero per cent. The change has the greatest
e�ect on new premiums, while existing reserves will continue as paid-up policies.
The bulk of guaranteed pension agreements have lifelong disbursements. These give higher disbursements if life span increases more than
expected. The risk is reduced by the use of dynamic tari�s that include an increased longevity trend.
OTHER
Other comprises Storebrand ASA, as well as the company portfolios and smaller subsidiaries in Storebrand Livsforsikring and SPP. In addition,
this segment comprises lending to commercial enterprises by Storebrand Bank and the activities of BenCo.
The assets in Storebrand ASA and the company portfolios are invested at low risk, primarily in short-term interest-bearing securities with a high
credit rating. Lending to commercial enterprises in Storebrand Bank will be discontinued and the remaining exposure in the bank’s balance
sheet is low.
REGULATORY CHANGES
The regulations that are adopted by the authorities are of great importance to Storebrand. The Board considers the company to be fully in
compliance with the applicable regulations and well-prepared for impending changes.
There are several processes taking place that may be of major importance to the occupational pension market in the future. The Ministry has
sent draft legislation for a separate pension account for consultation. The AFP scheme was evaluated in 2017, and work is being carried out on a
new public service occupational pension scheme.
New EU rules concerning customer information and advisory services enter into force in 2018.
EUROPEAN REGULATIONS
Solvency II
The standard model that is used for the calculation of capital requirements under Solvency II shall be revised by the end of 2018. In connection
with this, the European supervisory authority (EIOPA) has conducted a consultation process as the basis for advice to the Commission. Among
the questions raised in the consultation process have been the treatment of the loss-absorbing ability of deferred tax, the risk margin and the
risk module for interest rate risk. EIOPA will provide its recommendations to the Commission by the end of February 2018.
Information and advisory services
A number of EU regulations linked to customer protection will be introduced in 2018.
PRIIPs (Packaged Retail and Insurance-based Investment Products), MIFID II (Markets in Financial Instruments Directive) and IDD (Insurance
Distribution Directive) are EU rules that harmonise requirements for information and advisory services.
PRIIPS sets requirements for customers to receive standardised product information (key information document) when purchasing complex and
insurance-based investment products. The requirements for the document are fully harmonised, but the regulation permits national choice
concerning the products that should be included. In its proposal for implementation into Norwegian law, the Financial Supervisory Authority of
Norway has proposed that the rules should apply to multiple products (paid-up policies with choice of investment, pension capital certi�cates
and individual pension savings) in Norway. This has been sent for consultation, but the Ministry of Finance has yet to submit draft legislation to
the Norwegian Parliament.
MIFID II and IDD are directives that stipulate rules for sales and advisory services, requirements for quali�cations and further education, product
development processes and managing of con�icts of interest for investment services and insurance products. MiFID II entered into force in
Norwegian law on 1 January and Swedish law on 3 January 2018. Sweden has also introduced a ban on broker commissions.
The Commission has decided to postpone the introduction of IDD until 1 October 2018.
56
New rules for privacy and money laundering will also be introduced from 2018.
The General Data Protection Regulation (GDPR) sets stricter requirements for the business when concerning the use and reuse of personal data
and grants customers the right to data portability (being able to take their data to another provider) and to object to some types of pro�ling,
when their personal data is used to analyse and predict their behaviour.
The money laundering directive sets new requirements for identifying, understanding and initiating measures to counteract the risk of money
laundering and terrorist �nancing. Among other things, requirements are set for the business to implement control measures for all customers
and strengthen customer control measures through increased identi�ed risk of money laundering and terrorist �nancing.
NORWEGIAN REGULATIONS
Separate pension account
The Norwegian Ministry of Finance proposal for legislation regarding pension accounts is subject to consultation until 21 February 2018. It is
expected that the Ministry will promptly follow this up with proposed legislation to the Norwegian Parliament.
The introduction of a system with a separate pension account in which one is able to combine de�ned contribution-based pension earnings
from current and former employers has been discussed in several rounds since this was raised by the Confederation of Norwegian Enterprise
(NHO) in connection with the annual wage settlement in spring 2014.
The Ministry now proposes a scheme for a separate pension account that is based on existing pension accounts in active de�ned contribution
schemes. De�ned contribution plan statements issued by previous employers would be transferred into the active scheme based on a principle
of “negative acceptance”.
The costs should be divided between employer and employee, as they are at present, i.e. that the employer covers the costs associated with the
active part, and the employee covers the cost of earnings from previous employment. It is proposed that the employer should pay for
administration in its entirety, i.e. both for the active part and for earnings from previous employment.
The employer will continue to be responsible for ensuring that, at a minimum, the company’s pension scheme meets the OTP requirements. The
risk coverage (waiver and disability pension) is continued as collective coverage.
All employees should be members of the company’s scheme, but it should be possible to opt to transfer retirement pension capital to be
managed by other providers. An individual right to transfer of this kind that also applies to the active part of the pension account will be
administratively demanding, and the ministry is asking as part of its consultation whether the individual right to transfer should only apply to
previous earnings until further notice.
The repeal of the requirement for at least 12 months’ service prior to gaining pension entitlement has been proposed.
The proposal for a separate pension account aims to ensure easier and more e�cient management of the pension schemes. For Storebrand it is
expected that the revenues from pension capital certi�cates will decrease considerably when these are transferred to active schemes in the
companies. If introduced, the individual transfer rights for the active part of the pension account will entail greater complexity and costs relating
to system solutions required for managing this. The market for occupational pensions will become more individualised. Based on the manner in
which the transition to a separate pension account has been proposed, the market position in the corporate market will be decisive for the net
transfer balance when the transfer of pension capital certi�cates based on negative acceptance shall be implemented.
Evaluation of AFP
The AFP scheme has been evaluated by the parties in business and industry and a report was submitted on 7 December 2017. The parties are of
the view that the scheme contributes to more people working longer, but also made note of weaknesses in the scheme. Among other things,
strict quali�cation requirements make the scheme unpredictable for employees.
The evaluation report does not propose changes to the scheme. It is expected that the parties will discuss this in connection with the wage
settlement in spring 2018. Potential changes to the AFP scheme which make this more predictable for employees may in�uence the companies’
assessments when concerning the level of occupational pension coverage.
57
The �nancial services industry has noted that a transition to de�ned contribution based AFP could solve many of the challenges associated with
the scheme: There will be greater predictability for employees while the company will also have predictable costs and not run the risk of not
recognising the liabilities. Time-limited bene�ts can provide a better distribution pro�le. A transition from “pay as you go” with partial funding to
a fully funded scheme will be demanding. At the same time, liabilities are currently being postponed and, according to NHO, the scheme will not
be sustainable in the long-term.
New public service pension
The Ministry of Labour and Social A�airs has reached agreement with all parties to initiate a �nal process to agree to changes to public sector
employee occupational pension schemes. The ministry is aiming to have an agreement in place by 1 March 2018. Legislative work must
subsequently be carried out before new legislation can take e�ect.
Longevity adjustments and lower regulation of pensions being paid out have already been introduced for public service occupational pensions.
However, the scheme is still based on the �nal salary and is not adapted to the new National Insurance all year principle. Public AFP is still an
early retirement scheme that cannot be combined with work without reducing the pension.
A report from the Ministry of Labour and Social A�airs has assumed that the new scheme shall be a net scheme such as in the private sector,
without coordination with the National Insurance Scheme’s retirement pension. A hybrid product has been proposed, but with considerably
greater complexity when compared with existing hybrid products in the private sector. This is because there is a desire for gender neutrality for
both annual bene�ts and premiums.
Storebrand exited the market for insured public service occupational pensions in 2012, but has since won important contracts for the
administration and management of pension funds for municipalities and other public enterprises. The form in which the new scheme for public
service occupational pensions shall take will be of importance in determining whether the market for insured public service occupational
pensions will again become an attractive market for Storebrand to compete in. A product solution that is based as much as possible on existing
hybrid rules pursuant to the Occupational Pensions Act and is a clear di�erence between the previous and new scheme, will be important in
facilitating this competition.
Report on paid-up policies
The Ministry of Finance has provided an interdepartmental working group with participants from the Ministry of Finance, Labour and Social
A�airs and the Financial Supervisory Authority of Norway, which is tasked with investigating possible changes in the regulations for guaranteed
paid-up policies. Finance Norway has been invited to participate in a reference group together with, among others, the parties in business and
industry. The report will be complete in May 2018.
Among other things, the mandate states that: “The working group shall assess whether it is possible to make amendments to the business regulations
that are clearly to the customer’s benefit. An important part of the report will be whether there are rule changes that give customers significantly
increased opportunities for returns within a moderate increase in risk.” The Working Group will be assessing the regulations for pro�t sharing,
foreign exchange adjustment funds and additional provisions, as well as the transfer of pension assets. Also under consideration is whether
companies ought to have the opportunity to add customer funds from equity as a concession for opting out of the interest rate guarantee.
The ministry is emphasizing that changes in the contracts between customers and companies must be made through increased choices on o�er
to customers. This is in line with the ministry’s earlier stance on changes to these rules. However, it is considered positive that a study is now
being initiated that will illuminate possible changes.
Ownership restriction
The Ministry of Finance has proposed removing the ownership restriction of 15% for companies that manage non-insurance operations. The
background to the proposal is the introduction of Solvency II which does not permit national restrictions on companies’ investment
opportunities. Reference is also made to the rule having restricted the ability of companies to invest in infrastructure. The consultation
memorandum emphasises that the companies must exhibit care when investing in non-insurance operations and that risk and that capital
requirements associated with such investments are assessed in the ORSA (self-assessment of risk and solvency).
Saving and taxes
In 2017, signi�cant changes were made to the tax requirements for private savings.
58
A new scheme for individual pension savings (IPS) was introduced from 1 November 2017. The scheme permits an income deduction for savings
of up to NOK 40,000 annually. Compared with the previous IPS scheme, the most important improvement is that symmetrical taxation has been
introduced with the same rates for deductions for contributions and tax on payments (23% for 2018).
The limit for pension savings of people who are self-employed has increased from 4 to 6%.
Rules for the equity savings account entered into force on 1 September 2017. The scheme is directed at individuals who can use the equity
savings account to invest in listed stocks and equity funds. Pro�ts from the sale of securities in the account shall not be taxed in connection with
sale, and will only be taxed when the funds are withdrawn from the account. The transitional period, in which shares and equity funds can be
transferred to the equity savings account without realising tax on pro�ts, has been extended to 2018.
The Norwegian Parliament has approved new rules for fund accounts which will be introduced from 2019. Pro�ts will then be taxed in the same
manner as for equity funds and equity savings accounts. The favourable tax rules for endowment insurance will be continued for agreements in
which, upon the death or disability of the investor, an insurance supplement is paid out that is more than 50% of the savings balance.
SWEDISH REGULATIONS
The premium pension system
In December 2017 the bipartisan Pension Group presented an agreement with guidelines for the continued work with changes to the premium
pension system. The present fund market for premium pensions is, in principle, open. The Pension Group will replace this with a fund market
emphasising the principles of freedom of choice, sustainability and controllability. The objective is to remove disreputable operators and ensure
a service that is characterised by cost-e�ective and sustainable funds.
With regard to sustainability, requirements will be set for the funds that are based on international conventions that Sweden is a signatory to.
The Pension Group thereby �nds that it is not applicable to further address the proposal that individuals must regularly actively con�rm their
choice of fund, with transfer of the capital to the seventh AP fund for those who do not do so.
SUSTAINABILITY IN THE STOREBRAND GROUP
The Storebrand Group has worked systematically and purposefully on sustainability for almost 20 years. The sustainability work originated from
the managing of our own assets and sustainability is an important fundamental pillar of Storebrand’s investment strategy. The Group has
published environmental reports since 1995, and sustainability reports since 1999. The sustainability reporting has been an integrated part of
the annual report and certi�ed by an independent party since 2008. Storebrand reports in accordance with the Global Reporting Initiative (GSI)
standards and according to the principles of the International Integrated Reporting Council.
In 2017, Storebrand conducted an extensive materiality analysis covering �nancial, social, and environmental factors, as well as corporate
governance, to identify drivers of long-term value creation in all parts of the Group. This will guide the work on creating value for customers and
owners while we also work towards a sustainable future. More information regarding this and reporting that applies to sustainability provided
by the company’s Board can be found in the annual report’s chapter pertaining to long-term value creation.
ORGANISATION, WORKING ENVIRONMENT AND EXPERTISE
Learning and development
A high level of skill is one of Storebrand’s most important factors for success, and it forms the foundation for renewed growth. At Storebrand,
skills are synonymous with the ability that each individual employee has to perform and manage certain tasks and situations. This ability is
based on knowledge and experience, skills, motivation and personality.
At Storebrand, all of the employees should have an opportunity to develop in step with the company’s needs. In 2016, the company focused on
the fact that the greatest and most important part of skills development takes place through facilitating development as part of the everyday
work at the workplace. Skills development should take place be assigning challenging tasks to employees in their positions, and that they are
allowed to develop themselves for new requirements and tasks. The professional competence of employees must always be expanded, so that it
can in turn contribute to growth, greater adaptability and a greater restructuring capacity for the Group.
The Storebrand Academy is the Group’s initiative for custom management development programmes. A new group started in 2017 with 20
capable managers.
59
In the last three years, Storebrand has had an innovative summer programme known as Sandbox. This is for students who wish to have their
creativity and business acumen tested. The students use Storebrand’s work methods to arrive at proposed solutions that are ready for the
market. The students are able to work with actual customer cases and also attend courses in Lean Startup, presentation techniques and team
building. Of the 300 applicants, 10 students are given the opportunity to participate and some eventually become employees.
Storebrand is focussed on “Employer branding”. This involves systematic work on building strong relationships with existing and potential
employees and thereby ensuring that the Group has the best key employees. Company presentations are held at a number of universities and
the Group has established separate career websites via Storebrand.no, LinkedIn and Instagram.
Diversity
Storebrand is focussed on the organisation re�ecting our customers and the market the Group operates in. Diversity contributes to increased
innovation and learning in the organisation. In 2017, Storebrand achieved a score of 85 (83) points out of a possible 100 in the annual employee
survey of our diversity work.
The average age at Storebrand is 44, and average seniority is 12 years in Norway and 9 years in Sweden. Storebrand had 1,773 employees in the
Group at year end. 35% of the management group at Storebrand Norway and 47% at SPP are women. 45% of the employees in the Norwegian
part and 55% of the employees at SPP are women.
Storebrand has for several years worked systematically on identifying future managerial candidates and promoting even gender distribution.
There has been a focused e�ort on management development in the areas of strategic and operative management, communication and change.
The aim is to ensure that future competence requirements are met, to develop Storebrand to meet the changing needs of society and the
market.
In 2017, 50% of Storebrand ASA’s board members were women. The proportion of women on the boards of the subsidiaries is 43%. The
proportion of women in executive management is 33%. 37% of the members of the executive management’s leadership teams are women and
the �gure is 29% at the next level (4).
The company seeks to ensure equal treatment and opportunities for all the internal and external recruitment and development processes.
The head o�ce is adapted for meeting individual requirements. It is a universally designed building that was recerti�ed as a miljøfyrtårn (Eco-
Lighthouse) in 2017.
Annual employee survey
The 2017 employee survey shows signi�cant progress in all main areas compared with the previous year, and the results for Storebrand are on
par or better than the average total for Norway and for the banking and insurance industries.
Storebrand places signi�cant emphasis on employee surveys. The company believes that a focus on, among other things, job satisfaction, can
contribute to in�uencing customer satisfaction, which in turn in�uences customer loyalty and has a positive e�ect on the company’s bottom line.
In addition, job satisfaction has a positive e�ect on quality, productivity and absence due to illness.
The point score for job satisfaction, which is the sum total of satisfaction and motivation, increased by four points from 2016 to 2017. Another
important term that the company quanti�es is loyalty. This is the sum total of dependability and dedication/enthusiasm, and this increased by
three points from 2016 to 2017. Dependability is measured by the desire of employees to work at Storebrand and them recommending the
company as a workplace to others.
With regard to the question of whether employees think that it is valuable that the Storebrand Group desires to have a leading position within
sustainability, the point score increased from 87 to 89 and there is also a very high level of knowledge about the Group’s sustainability work.
The employee survey also shows progress and good results for questions regarding trust in immediate superiors, cooperation, job content, and
learning and development.
Absence due to illness
Storebrand’s absence due to illness has been at a stable low level for many years. The Group’s absence due to illness in 2017 was 3.5%. Absence
due to illness in Norway was 3.5% and was 3.4% for the Swedish part of the business. Storebrand has been an “inclusive workplace” (IA)
company since 2002, and the Group’s managers have over the years built up inclusive routines for following up sick employees. All managers
with Norwegian employees must complete a mandatory HSE course, in which part of the training involves following up illnesses.
Storebrand’s health clinics at the head o�ce in Norway, as well as good health insurance for all employees, are positive contributors to
Storebrand’s low rate of absence due to illness. At the end of 2016, Storebrand agreed to o�er employees “Raskt tilbake” (Back Quickly). This is a
60
preventive service that provides assistance to employees who are at risk of becoming sick.
Employees at the head o�ce in Norway can work out in a spinning room, weights room and in a separate sports hall. 65% of the employees in
Norway are members of Storebrand Sport. All employees in Sweden are members of SPP Leisure, where they have access to subsidised exercise
and wellness services. Like in the head o�ce in Norway, employees have access to a training facility with a variety of activities and organised
No injuries to people, property damage, or accidents were reported in the Storebrand Group in 2017.
training.
Ethics and trust
Trust is the lifeblood of Storebrand, and we work systemically to live up to good ethical standards. The company sets strict requirements
concerning high ethical standards for the Group’s employees. The Group has a common code of ethics that is available on our intranet in three
languages and which is con�rmed by the Board of Storebrand ASA once a year. Noti�cation routines, brochures, anonymous postbox, dilemma
bank, question and answer summaries and presentations are all available to employees on the intranet, so that awareness of and re�ection on
the subject can be high on everyone’s agenda. Every year all the managers must con�rm in writing that they have discussed ethics and ethical
dilemmas, information security, �nancial crime and HSE in departmental meetings.
Employees take the company’s e-learning course on ethics. In 2017, 62 employees took the course, and 91 took the anti-corruption course. The
Group also has a mandatory ethics course for managers, which includes money laundering and corruption. At these, managers work with
dilemmas taken from everyday situations at Storebrand in the past 20 years. Storebrand’s management groups receive equivalent training, since
it is the company’s experience that such discussions of dilemmas are very useful and better enable managers to recognise situations that may
arise both in private and in work related settings. Managers also train their sta� in the same way. The company’s authorised �nancial advisers
complete a specially tailored training programme.
The Group has established systems for both internal and external whistleblowing. The external channel has been established through an
external law �rm. There are also extensive routines for harassment and improper behaviour.
CORPORATE GOVERNANCE
Storebrand’s executive management and Board of Directors review Storebrand’s corporate governance policies annually. Storebrand established
principles for corporate governance in 1998. Storebrand reports on the policies and practice for corporate governance in accordance with
Section 3-3b of the Norwegian Accounting Act and the Norwegian Code of Practice for Corporate Governance of 30 October 2014. For further
information on Storebrand’s corporate governance, reference is made to the separate article on corporate governance in the annual report.
The Board carried out an evaluation in 2017, in which the executive management participated. A total of eleven board meetings were held in
2017. The work of the Board is regulated by special rules of procedure for the Board. The Board has established three advisory committees: the
Compensation Committee, Audit Committee and Risk Committee.
In 2017, the following changes to the composition of Storebrand’s corporate bodies took place:
Board of Directors of Storebrand ASA: Chairman Birger Magnus left the Board and Didrik Munch was elected as the new Chairman. Board
member (employee-elected) Knut Dyre Haug stepped down from the Board and Ingvild Pedersen was elected as the new (employee-elected)
Nomination Committee: Terje Venold has stepped down as Chairman of the Nominations Committee. Per Otto Dyb has been elected as the new
The Board wishes to thank the retiring members of the Board of Directors and Nomination Committee for their valuable contributions to the
board member.
Chairman.
Group.
OUTLOOK
FINANCIAL PERFORMANCE
with Norwegian employees must complete a mandatory HSE course, in which part of the training involves following up illnesses.
with Norwegian employees must complete a mandatory HSE course, in which part of the training involves following up illnesses.
Storebrand’s health clinics at the head o�ce in Norway, as well as good health insurance for all employees, are positive contributors to
Storebrand’s health clinics at the head o�ce in Norway, as well as good health insurance for all employees, are positive contributors to
Storebrand’s low rate of absence due to illness. At the end of 2016, Storebrand agreed to o�er employees “Raskt tilbake” (Back Quickly). This is a
Storebrand’s low rate of absence due to illness. At the end of 2016, Storebrand agreed to o�er employees “Raskt tilbake” (Back Quickly). This is a
preventive service that provides assistance to employees who are at risk of becoming sick.
preventive service that provides assistance to employees who are at risk of becoming sick.
Employees at the head o�ce in Norway can work out in a spinning room, weights room and in a separate sports hall. 65% of the employees in
Employees at the head o�ce in Norway can work out in a spinning room, weights room and in a separate sports hall. 65% of the employees in
Norway are members of Storebrand Sport. All employees in Sweden are members of SPP Leisure, where they have access to subsidised exercise
Norway are members of Storebrand Sport. All employees in Sweden are members of SPP Leisure, where they have access to subsidised exercise
and wellness services. Like in the head o�ce in Norway, employees have access to a training facility with a variety of activities and organised
and wellness services. Like in the head o�ce in Norway, employees have access to a training facility with a variety of activities and organised
training.
training.
No injuries to people, property damage, or accidents were reported in the Storebrand Group in 2017.
No injuries to people, property damage, or accidents were reported in the Storebrand Group in 2017.
Ethics and trust
Ethics and trust
Trust is the lifeblood of Storebrand, and we work systemically to live up to good ethical standards. The company sets strict requirements
Trust is the lifeblood of Storebrand, and we work systemically to live up to good ethical standards. The company sets strict requirements
concerning high ethical standards for the Group’s employees. The Group has a common code of ethics that is available on our intranet in three
concerning high ethical standards for the Group’s employees. The Group has a common code of ethics that is available on our intranet in three
languages and which is con�rmed by the Board of Storebrand ASA once a year. Noti�cation routines, brochures, anonymous postbox, dilemma
languages and which is con�rmed by the Board of Storebrand ASA once a year. Noti�cation routines, brochures, anonymous postbox, dilemma
bank, question and answer summaries and presentations are all available to employees on the intranet, so that awareness of and re�ection on
bank, question and answer summaries and presentations are all available to employees on the intranet, so that awareness of and re�ection on
the subject can be high on everyone’s agenda. Every year all the managers must con�rm in writing that they have discussed ethics and ethical
the subject can be high on everyone’s agenda. Every year all the managers must con�rm in writing that they have discussed ethics and ethical
dilemmas, information security, �nancial crime and HSE in departmental meetings.
dilemmas, information security, �nancial crime and HSE in departmental meetings.
Employees take the company’s e-learning course on ethics. In 2017, 62 employees took the course, and 91 took the anti-corruption course. The
Employees take the company’s e-learning course on ethics. In 2017, 62 employees took the course, and 91 took the anti-corruption course. The
Group also has a mandatory ethics course for managers, which includes money laundering and corruption. At these, managers work with
Group also has a mandatory ethics course for managers, which includes money laundering and corruption. At these, managers work with
dilemmas taken from everyday situations at Storebrand in the past 20 years. Storebrand’s management groups receive equivalent training, since
dilemmas taken from everyday situations at Storebrand in the past 20 years. Storebrand’s management groups receive equivalent training, since
it is the company’s experience that such discussions of dilemmas are very useful and better enable managers to recognise situations that may
it is the company’s experience that such discussions of dilemmas are very useful and better enable managers to recognise situations that may
arise both in private and in work related settings. Managers also train their sta� in the same way. The company’s authorised �nancial advisers
arise both in private and in work related settings. Managers also train their sta� in the same way. The company’s authorised �nancial advisers
complete a specially tailored training programme.
complete a specially tailored training programme.
The Group has established systems for both internal and external whistleblowing. The external channel has been established through an
The Group has established systems for both internal and external whistleblowing. The external channel has been established through an
external law �rm. There are also extensive routines for harassment and improper behaviour.
external law �rm. There are also extensive routines for harassment and improper behaviour.
CORPORATE GOVERNANCE
CORPORATE GOVERNANCE
Storebrand’s executive management and Board of Directors review Storebrand’s corporate governance policies annually. Storebrand established
Storebrand’s executive management and Board of Directors review Storebrand’s corporate governance policies annually. Storebrand established
principles for corporate governance in 1998. Storebrand reports on the policies and practice for corporate governance in accordance with
principles for corporate governance in 1998. Storebrand reports on the policies and practice for corporate governance in accordance with
Section 3-3b of the Norwegian Accounting Act and the Norwegian Code of Practice for Corporate Governance of 30 October 2014. For further
Section 3-3b of the Norwegian Accounting Act and the Norwegian Code of Practice for Corporate Governance of 30 October 2014. For further
information on Storebrand’s corporate governance, reference is made to the separate article on corporate governance in the annual report.
information on Storebrand’s corporate governance, reference is made to the separate article on corporate governance in the annual report.
The Board carried out an evaluation in 2017, in which the executive management participated. A total of eleven board meetings were held in
The Board carried out an evaluation in 2017, in which the executive management participated. A total of eleven board meetings were held in
2017. The work of the Board is regulated by special rules of procedure for the Board. The Board has established three advisory committees: the
2017. The work of the Board is regulated by special rules of procedure for the Board. The Board has established three advisory committees: the
Compensation Committee, Audit Committee and Risk Committee.
Compensation Committee, Audit Committee and Risk Committee.
In 2017, the following changes to the composition of Storebrand’s corporate bodies took place:
In 2017, the following changes to the composition of Storebrand’s corporate bodies took place:
Board of Directors of Storebrand ASA: Chairman Birger Magnus left the Board and Didrik Munch was elected as the new Chairman. Board
Board of Directors of Storebrand ASA: Chairman Birger Magnus left the Board and Didrik Munch was elected as the new Chairman. Board
member (employee-elected) Knut Dyre Haug stepped down from the Board and Ingvild Pedersen was elected as the new (employee-elected)
member (employee-elected) Knut Dyre Haug stepped down from the Board and Ingvild Pedersen was elected as the new (employee-elected)
board member.
board member.
Nomination Committee: Terje Venold has stepped down as Chairman of the Nominations Committee. Per Otto Dyb has been elected as the new
Nomination Committee: Terje Venold has stepped down as Chairman of the Nominations Committee. Per Otto Dyb has been elected as the new
Chairman.
Chairman.
The Board wishes to thank the retiring members of the Board of Directors and Nomination Committee for their valuable contributions to the
The Board wishes to thank the retiring members of the Board of Directors and Nomination Committee for their valuable contributions to the
Group.
Group.
OUTLOOK
OUTLOOK
FINANCIAL PERFORMANCE
FINANCIAL PERFORMANCE
Storebrand is the market leader for the sale of pension solutions to Norwegian businesses. De�ned-contribution pension plans are the
dominant solution for pension savings in Norway. The market for de�ned contribution pensions is growing and Storebrand’s reserves within
Unit Linked increased by 23.4% from the previous year. Storebrand also has a strong challenger role for the sale of pension solutions to Swedish
businesses and the growth in Unit Linked reserves at SPP was 17.1% compared with the previous year. Good sales growth for de�ned-
contribution pensions is expected in the future. Work is being carried out to improve pro�tability within this area.
The loyalty programme for employees with companies that have a pension scheme at Storebrand will be an important area of focus in the
future. The sale of banking products and P&C insurance contributes to expected growth within the Savings and Insurance segment. The
competition in the market has resulted in pressure on margins within these segments that in turn sets requirements for cost reductions and
adaptations in distribution and product solutions to achieve continued pro�table growth. In order to realise the ambitions in the retail market,
61
sales must continue to increase.
Asset management is an important business area within the Savings segment. Asset management has had stable growth in reserves and good
earnings development. The capital management platform is competitive and scalable for continued growth.
The Guaranteed Pension segment is in long-term decline and the combined reserves for the Guaranteed business are decreasing. However,
there is continued growth in the reserves linked to paid-up policies due to companies choosing to convert existing de�ned-bene�t schemes to
de�ned-contribution schemes. It is expected that the growth in paid-up policies will decline in the future and that there will be �at growth in
reserves over several years before the reserves start to fall. The portfolio of free policies does not contribute to the Group’s results with the
present interest rates. Guaranteed reserves represent an increasingly smaller share of the Group’s total reserves and were 61.2% at the end of
the quarter.
MARKET TRENDS
A target has been set for combined nominal costs to be lower in 2018 compared with the level at the end of 2015. Storebrand will still make
selected investments in growth. The partnership with Cognizant is expected to provide lower costs for the Group in the coming years.
The Norwegian ten-year interest rate on government bonds was unchanged during the year. The Swedish ten-year interest rate on government
bonds also increased by approximately 0.1 percentage points for the year. Swedish interest rates are in�uenced by very expansive monetary
policy. The increase in interest rates has continued in 2018 for Sweden and Norwegian interest rates have also increased.
The short-term interest rate remains low in the Eurozone and this is in�uenced by the European Central Bank’s expansive monetary policy. The
�rst step in the downscaling of the central bank’s programme for purchasing �xed income securities has been taken and a gradual reduction in
the programme is expected going forward. This is expected to increase the probability of higher market interest rates.
Market risk is the Group’s biggest risk. In the Board’s ORSA process, developments in interest rates, credit spreads, and equity and property
values are considered to be the biggest risks that in�uence the solvency of the Group. Storebrand has adapted to the low interest rates by
building up bu�er capital. Over time the level of the annual interest rate guarantee will be reduced. In the long term, continued low interest
rates will represent a risk for products with guaranteed high interest rates running at a loss, and it is therefore important to achieve a return that
exceeds the interest rate guarantee associated with the products. Storebrand has therefore adjusted its assets by building a robust portfolio
with bonds at amortised cost to achieve the guaranteed interest rate. For insurance risk, increased life expectancy and the development in
disability are the factors that have greatest in�uence on solvency. Operational risk is closely monitored and may also have a signi�cant e�ect on
RISK
solvency.
CAPITAL MANAGEMENT AND DIVIDENDS
Storebrand has established a framework for capital management that links dividends to the solvency ratio and has published a new dividend
policy for 2018 and into the future. The goal is a solvency ratio of over 150%, including transitional rules. The solvency ratio at the end of the
fourth quarter was 172%. The solvency level shows that the Group is robust for the risks the business faces. A gradual improvement is expected
in the underlying solvency margin in the coming years. The expected result performance in the Group, and reduced capital requirements from
the guaranteed business are expected to increase the solvency level in the coming year. Financial market volatility and changes to regulatory
requirements may result in short-term movements in the solvency level. The Board’s ambition is to pay consistently increasing dividends,
combined with extraordinary dividends, to re�ect the �nancial market volatility and release of capital. The expected release of capital will result
in an increased payment ratio over time.
Storebrand is the market leader for the sale of pension solutions to Norwegian businesses. De�ned-contribution pension plans are the
dominant solution for pension savings in Norway. The market for de�ned contribution pensions is growing and Storebrand’s reserves within
Unit Linked increased by 23.4% from the previous year. Storebrand also has a strong challenger role for the sale of pension solutions to Swedish
Storebrand is the market leader for the sale of pension solutions to Norwegian businesses. De�ned-contribution pension plans are the
businesses and the growth in Unit Linked reserves at SPP was 17.1% compared with the previous year. Good sales growth for de�ned-
dominant solution for pension savings in Norway. The market for de�ned contribution pensions is growing and Storebrand’s reserves within
contribution pensions is expected in the future. Work is being carried out to improve pro�tability within this area.
Unit Linked increased by 23.4% from the previous year. Storebrand also has a strong challenger role for the sale of pension solutions to Swedish
businesses and the growth in Unit Linked reserves at SPP was 17.1% compared with the previous year. Good sales growth for de�ned-
The loyalty programme for employees with companies that have a pension scheme at Storebrand will be an important area of focus in the
contribution pensions is expected in the future. Work is being carried out to improve pro�tability within this area.
future. The sale of banking products and P&C insurance contributes to expected growth within the Savings and Insurance segment. The
competition in the market has resulted in pressure on margins within these segments that in turn sets requirements for cost reductions and
The loyalty programme for employees with companies that have a pension scheme at Storebrand will be an important area of focus in the
adaptations in distribution and product solutions to achieve continued pro�table growth. In order to realise the ambitions in the retail market,
future. The sale of banking products and P&C insurance contributes to expected growth within the Savings and Insurance segment. The
sales must continue to increase.
competition in the market has resulted in pressure on margins within these segments that in turn sets requirements for cost reductions and
adaptations in distribution and product solutions to achieve continued pro�table growth. In order to realise the ambitions in the retail market,
Asset management is an important business area within the Savings segment. Asset management has had stable growth in reserves and good
sales must continue to increase.
earnings development. The capital management platform is competitive and scalable for continued growth.
Asset management is an important business area within the Savings segment. Asset management has had stable growth in reserves and good
The Guaranteed Pension segment is in long-term decline and the combined reserves for the Guaranteed business are decreasing. However,
earnings development. The capital management platform is competitive and scalable for continued growth.
there is continued growth in the reserves linked to paid-up policies due to companies choosing to convert existing de�ned-bene�t schemes to
de�ned-contribution schemes. It is expected that the growth in paid-up policies will decline in the future and that there will be �at growth in
The Guaranteed Pension segment is in long-term decline and the combined reserves for the Guaranteed business are decreasing. However,
reserves over several years before the reserves start to fall. The portfolio of free policies does not contribute to the Group’s results with the
there is continued growth in the reserves linked to paid-up policies due to companies choosing to convert existing de�ned-bene�t schemes to
present interest rates. Guaranteed reserves represent an increasingly smaller share of the Group’s total reserves and were 61.2% at the end of
de�ned-contribution schemes. It is expected that the growth in paid-up policies will decline in the future and that there will be �at growth in
the quarter.
reserves over several years before the reserves start to fall. The portfolio of free policies does not contribute to the Group’s results with the
present interest rates. Guaranteed reserves represent an increasingly smaller share of the Group’s total reserves and were 61.2% at the end of
A target has been set for combined nominal costs to be lower in 2018 compared with the level at the end of 2015. Storebrand will still make
the quarter.
selected investments in growth. The partnership with Cognizant is expected to provide lower costs for the Group in the coming years.
A target has been set for combined nominal costs to be lower in 2018 compared with the level at the end of 2015. Storebrand will still make
MARKET TRENDS
selected investments in growth. The partnership with Cognizant is expected to provide lower costs for the Group in the coming years.
The Norwegian ten-year interest rate on government bonds was unchanged during the year. The Swedish ten-year interest rate on government
bonds also increased by approximately 0.1 percentage points for the year. Swedish interest rates are in�uenced by very expansive monetary
MARKET TRENDS
policy. The increase in interest rates has continued in 2018 for Sweden and Norwegian interest rates have also increased.
The Norwegian ten-year interest rate on government bonds was unchanged during the year. The Swedish ten-year interest rate on government
bonds also increased by approximately 0.1 percentage points for the year. Swedish interest rates are in�uenced by very expansive monetary
The short-term interest rate remains low in the Eurozone and this is in�uenced by the European Central Bank’s expansive monetary policy. The
policy. The increase in interest rates has continued in 2018 for Sweden and Norwegian interest rates have also increased.
�rst step in the downscaling of the central bank’s programme for purchasing �xed income securities has been taken and a gradual reduction in
the programme is expected going forward. This is expected to increase the probability of higher market interest rates.
The short-term interest rate remains low in the Eurozone and this is in�uenced by the European Central Bank’s expansive monetary policy. The
�rst step in the downscaling of the central bank’s programme for purchasing �xed income securities has been taken and a gradual reduction in
RISK
the programme is expected going forward. This is expected to increase the probability of higher market interest rates.
Market risk is the Group’s biggest risk. In the Board’s ORSA process, developments in interest rates, credit spreads, and equity and property
values are considered to be the biggest risks that in�uence the solvency of the Group. Storebrand has adapted to the low interest rates by
RISK
building up bu�er capital. Over time the level of the annual interest rate guarantee will be reduced. In the long term, continued low interest
Market risk is the Group’s biggest risk. In the Board’s ORSA process, developments in interest rates, credit spreads, and equity and property
rates will represent a risk for products with guaranteed high interest rates running at a loss, and it is therefore important to achieve a return that
values are considered to be the biggest risks that in�uence the solvency of the Group. Storebrand has adapted to the low interest rates by
exceeds the interest rate guarantee associated with the products. Storebrand has therefore adjusted its assets by building a robust portfolio
building up bu�er capital. Over time the level of the annual interest rate guarantee will be reduced. In the long term, continued low interest
with bonds at amortised cost to achieve the guaranteed interest rate. For insurance risk, increased life expectancy and the development in
rates will represent a risk for products with guaranteed high interest rates running at a loss, and it is therefore important to achieve a return that
disability are the factors that have greatest in�uence on solvency. Operational risk is closely monitored and may also have a signi�cant e�ect on
exceeds the interest rate guarantee associated with the products. Storebrand has therefore adjusted its assets by building a robust portfolio
solvency.
with bonds at amortised cost to achieve the guaranteed interest rate. For insurance risk, increased life expectancy and the development in
disability are the factors that have greatest in�uence on solvency. Operational risk is closely monitored and may also have a signi�cant e�ect on
solvency.
CAPITAL MANAGEMENT AND DIVIDENDS
Storebrand has established a framework for capital management that links dividends to the solvency ratio and has published a new dividend
policy for 2018 and into the future. The goal is a solvency ratio of over 150%, including transitional rules. The solvency ratio at the end of the
CAPITAL MANAGEMENT AND DIVIDENDS
fourth quarter was 172%. The solvency level shows that the Group is robust for the risks the business faces. A gradual improvement is expected
Storebrand has established a framework for capital management that links dividends to the solvency ratio and has published a new dividend
in the underlying solvency margin in the coming years. The expected result performance in the Group, and reduced capital requirements from
policy for 2018 and into the future. The goal is a solvency ratio of over 150%, including transitional rules. The solvency ratio at the end of the
the guaranteed business are expected to increase the solvency level in the coming year. Financial market volatility and changes to regulatory
fourth quarter was 172%. The solvency level shows that the Group is robust for the risks the business faces. A gradual improvement is expected
requirements may result in short-term movements in the solvency level. The Board’s ambition is to pay consistently increasing dividends,
in the underlying solvency margin in the coming years. The expected result performance in the Group, and reduced capital requirements from
combined with extraordinary dividends, to re�ect the �nancial market volatility and release of capital. The expected release of capital will result
the guaranteed business are expected to increase the solvency level in the coming year. Financial market volatility and changes to regulatory
in an increased payment ratio over time.
requirements may result in short-term movements in the solvency level. The Board’s ambition is to pay consistently increasing dividends,
combined with extraordinary dividends, to re�ect the �nancial market volatility and release of capital. The expected release of capital will result
A dividend of more than 50% of the Group’s pro�t after tax and a higher nominal level than the ordinary dividend for 2017 are expected for
A dividend of more than 50% of the Group’s pro�t after tax and a higher nominal level than the ordinary dividend for 2017 are expected for
in an increased payment ratio over time.
2018.
2018.
OFFICIAL FINANCIAL STATEMENTS OF STOREBRAND ASA
OFFICIAL FINANCIAL STATEMENTS OF STOREBRAND ASA
OFFICIAL FINANCIAL STATEMENTS OF STOREBRAND ASA
Pursuant to Norwegian accounting legislation, the Board of Storebrand ASA con�rms that the company meets the conditions for preparing the
Pursuant to Norwegian accounting legislation, the Board of Storebrand ASA con�rms that the company meets the conditions for preparing the
�nancial statements on the basis of a going concern assumption. The Board is not aware of any events of material importance to the annual and
�nancial statements on the basis of a going concern assumption. The Board is not aware of any events of material importance to the annual and
consolidated �nancial statements that have occurred since the balance sheet date.
consolidated �nancial statements that have occurred since the balance sheet date.
Storebrand ASA is the holding company in the Storebrand Group, and the accounts have been prepared in accordance with the Norwegian
Storebrand ASA is the holding company in the Storebrand Group, and the accounts have been prepared in accordance with the Norwegian
Accounting Act, generally accepted accounting policies in Norway, and the Norwegian Regulations relating to annual accounts, etc. for insurance
Accounting Act, generally accepted accounting policies in Norway, and the Norwegian Regulations relating to annual accounts, etc. for insurance
companies.
companies.
Storebrand ASA reported a profit before tax of NOK 1,934 million in 2017, compared with NOK 829 million in 2016. Group contributions from
Storebrand ASA reported a profit before tax of NOK 1,934 million in 2017, compared with NOK 829 million in 2016. Group contributions from
investments in subsidiaries totalled NOK 2,154 million, compared with NOK 899 million in 2016.
62
investments in subsidiaries totalled NOK 2,154 million, compared with NOK 899 million in 2016.
RESULT FOR STOREBRAND ASA
RESULT FOR STOREBRAND ASA
NOK m
NOK m
Group contribution and dividends
Group contribution and dividends
Net �nancial items
Net �nancial items
Operating expenses
Operating expenses
Pre-tax profit/loss
Pre-tax profit/loss
Tax
Tax
Profit for the year
Profit for the year
STATEMENT OF COMPREHENSIVE INCOME
STATEMENT OF COMPREHENSIVE INCOME
NOK m
NOK m
Pro�t for the year
Pro�t for the year
Change in actuarial gains or losses
Change in actuarial gains or losses
Tax on other income statement components
Tax on other income statement components
Total other income statement elements
Total other income statement elements
Total comprehensive income
Total comprehensive income
NOK m
NOK m
Pro�t for the year
Pro�t for the year
Allocations
Allocations
Transferred to other reserves
Transferred to other reserves
Provision for share dividends
Provision for share dividends
Total allocations
Total allocations
Other income statement elements that cannot subsequently be reclassified through the income statement
Other income statement elements that cannot subsequently be reclassified through the income statement
ALLOCATION OF THE PROFIT FOR THE YEAR
ALLOCATION OF THE PROFIT FOR THE YEAR
The pro�t for Storebrand ASA for 2017 was NOK 1,824 million, compared with NOK 738 million in 2016.
The pro�t for Storebrand ASA for 2017 was NOK 1,824 million, compared with NOK 738 million in 2016.
The Board has proposed a dividend to the General Meeting of NOK 1,168 million, equivalent to NOK 2.5 per share, for the 2017 �nancial year, of
The Board has proposed a dividend to the General Meeting of NOK 1,168 million, equivalent to NOK 2.5 per share, for the 2017 �nancial year, of
which ordinary dividends amounted to NOK 2.1 per share and extraordinary dividends amounted to NOK 0.4 per share.
which ordinary dividends amounted to NOK 2.1 per share and extraordinary dividends amounted to NOK 0.4 per share.
ALLOCATION OF THE PROFIT FOR THE YEAR FOR STOREBRAND ASA
ALLOCATION OF THE PROFIT FOR THE YEAR FOR STOREBRAND ASA
2017
2017
2,154
2,154
-96
-96
-123
-123
1,934
1,934
-110
-110
1,824
1,824
2017
2017
1,824
1,824
656
656
1,168
1,168
1,824
1,824
2017
2017
1,824
1,824
-34
-34
8
8
-25
-25
1,798
1,798
2016
2016
899
899
5
5
-76
-76
829
829
-91
-91
738
738
2016
2016
738
738
-41
-41
10
10
-31
-31
707
707
2016
2016
738
738
43
43
695
695
738
738
LYSAKER, 6. FEBRUARY 2018
LYSAKER, 6. FEBRUARY 2018
THE BOARD OF DIRECTORS OF STOREBRAND ASA
THE BOARD OF DIRECTORS OF STOREBRAND ASA
investments in subsidiaries totalled NOK 2,154 million, compared with NOK 899 million in 2016.
investments in subsidiaries totalled NOK 2,154 million, compared with NOK 899 million in 2016.
RESULT FOR STOREBRAND ASA
NOK m
RESULT FOR STOREBRAND ASA
NOK m
Group contribution and dividends
Group contribution and dividends
Net �nancial items
Operating expenses
Pre-tax profit/loss
Tax
Profit for the year
NOK m
Pro�t for the year
Net �nancial items
Operating expenses
Pre-tax profit/loss
Tax
Profit for the year
NOK m
Pro�t for the year
STATEMENT OF COMPREHENSIVE INCOME
STATEMENT OF COMPREHENSIVE INCOME
Other income statement elements that cannot subsequently be reclassified through the income statement
Other income statement elements that cannot subsequently be reclassified through the income statement
Change in actuarial gains or losses
Change in actuarial gains or losses
Tax on other income statement components
Tax on other income statement components
Total other income statement elements
Total other income statement elements
Total comprehensive income
Total comprehensive income
ALLOCATION OF THE PROFIT FOR THE YEAR
ALLOCATION OF THE PROFIT FOR THE YEAR
The pro�t for Storebrand ASA for 2017 was NOK 1,824 million, compared with NOK 738 million in 2016.
The pro�t for Storebrand ASA for 2017 was NOK 1,824 million, compared with NOK 738 million in 2016.
ALLOCATION OF THE PROFIT FOR THE YEAR FOR STOREBRAND ASA
ALLOCATION OF THE PROFIT FOR THE YEAR FOR STOREBRAND ASA
NOK m
Pro�t for the year
Allocations
Transferred to other reserves
Provision for share dividends
Total allocations
NOK m
Pro�t for the year
Allocations
Transferred to other reserves
Provision for share dividends
Total allocations
THE BOARD OF DIRECTORS OF STOREBRAND ASA
THE BOARD OF DIRECTORS OF STOREBRAND ASA
LYSAKER, 6. FEBRUARY 2018
LYSAKER, 6. FEBRUARY 2018
A dividend of more than 50% of the Group’s pro�t after tax and a higher nominal level than the ordinary dividend for 2017 are expected for
A dividend of more than 50% of the Group’s pro�t after tax and a higher nominal level than the ordinary dividend for 2017 are expected for
A dividend of more than 50% of the Group’s pro�t after tax and a higher nominal level than the ordinary dividend for 2017 are expected for
A dividend of more than 50% of the Group’s pro�t after tax and a higher nominal level than the ordinary dividend for 2017 are expected for
2018.
2018.
OFFICIAL FINANCIAL STATEMENTS OF STOREBRAND ASA
OFFICIAL FINANCIAL STATEMENTS OF STOREBRAND ASA
Pursuant to Norwegian accounting legislation, the Board of Storebrand ASA con�rms that the company meets the conditions for preparing the
Pursuant to Norwegian accounting legislation, the Board of Storebrand ASA con�rms that the company meets the conditions for preparing the
Pursuant to Norwegian accounting legislation, the Board of Storebrand ASA con�rms that the company meets the conditions for preparing the
Pursuant to Norwegian accounting legislation, the Board of Storebrand ASA con�rms that the company meets the conditions for preparing the
�nancial statements on the basis of a going concern assumption. The Board is not aware of any events of material importance to the annual and
�nancial statements on the basis of a going concern assumption. The Board is not aware of any events of material importance to the annual and
�nancial statements on the basis of a going concern assumption. The Board is not aware of any events of material importance to the annual and
�nancial statements on the basis of a going concern assumption. The Board is not aware of any events of material importance to the annual and
consolidated �nancial statements that have occurred since the balance sheet date.
consolidated �nancial statements that have occurred since the balance sheet date.
Storebrand ASA is the holding company in the Storebrand Group, and the accounts have been prepared in accordance with the Norwegian
Storebrand ASA is the holding company in the Storebrand Group, and the accounts have been prepared in accordance with the Norwegian
Storebrand ASA is the holding company in the Storebrand Group, and the accounts have been prepared in accordance with the Norwegian
Storebrand ASA is the holding company in the Storebrand Group, and the accounts have been prepared in accordance with the Norwegian
2018.
2018.
2018.
OFFICIAL FINANCIAL STATEMENTS OF STOREBRAND ASA
OFFICIAL FINANCIAL STATEMENTS OF STOREBRAND ASA
A dividend of more than 50% of the Group’s pro�t after tax and a higher nominal level than the ordinary dividend for 2017 are expected for
consolidated �nancial statements that have occurred since the balance sheet date.
consolidated �nancial statements that have occurred since the balance sheet date.
OFFICIAL FINANCIAL STATEMENTS OF STOREBRAND ASA
Pursuant to Norwegian accounting legislation, the Board of Storebrand ASA con�rms that the company meets the conditions for preparing the
�nancial statements on the basis of a going concern assumption. The Board is not aware of any events of material importance to the annual and
Accounting Act, generally accepted accounting policies in Norway, and the Norwegian Regulations relating to annual accounts, etc. for insurance
Accounting Act, generally accepted accounting policies in Norway, and the Norwegian Regulations relating to annual accounts, etc. for insurance
Accounting Act, generally accepted accounting policies in Norway, and the Norwegian Regulations relating to annual accounts, etc. for insurance
Accounting Act, generally accepted accounting policies in Norway, and the Norwegian Regulations relating to annual accounts, etc. for insurance
consolidated �nancial statements that have occurred since the balance sheet date.
companies.
companies.
companies.
companies.
Storebrand ASA is the holding company in the Storebrand Group, and the accounts have been prepared in accordance with the Norwegian
Storebrand ASA reported a profit before tax of NOK 1,934 million in 2017, compared with NOK 829 million in 2016. Group contributions from
Storebrand ASA reported a profit before tax of NOK 1,934 million in 2017, compared with NOK 829 million in 2016. Group contributions from
Storebrand ASA reported a profit before tax of NOK 1,934 million in 2017, compared with NOK 829 million in 2016. Group contributions from
Storebrand ASA reported a profit before tax of NOK 1,934 million in 2017, compared with NOK 829 million in 2016. Group contributions from
Accounting Act, generally accepted accounting policies in Norway, and the Norwegian Regulations relating to annual accounts, etc. for insurance
investments in subsidiaries totalled NOK 2,154 million, compared with NOK 899 million in 2016.
investments in subsidiaries totalled NOK 2,154 million, compared with NOK 899 million in 2016.
companies.
The Board has proposed a dividend to the General Meeting of NOK 1,168 million, equivalent to NOK 2.5 per share, for the 2017 �nancial year, of
The Board has proposed a dividend to the General Meeting of NOK 1,168 million, equivalent to NOK 2.5 per share, for the 2017 �nancial year, of
The Board has proposed a dividend to the General Meeting of NOK 1,168 million, equivalent to NOK 2.5 per share, for the 2017 �nancial year, of
492 047
538 110
which ordinary dividends amounted to NOK 2.1 per share and extraordinary dividends amounted to NOK 0.4 per share.
which ordinary dividends amounted to NOK 2.1 per share and extraordinary dividends amounted to NOK 0.4 per share.
which ordinary dividends amounted to NOK 2.1 per share and extraordinary dividends amounted to NOK 0.4 per share.
which ordinary dividends amounted to NOK 2.1 per share and extraordinary dividends amounted to NOK 0.4 per share.
Storebrand ASA reported a profit before tax of NOK 1,934 million in 2017, compared with NOK 829 million in 2016. Group contributions from
RESULT FOR STOREBRAND ASA
RESULT FOR STOREBRAND ASA
investments in subsidiaries totalled NOK 2,154 million, compared with NOK 899 million in 2016.
NOK m
NOK million
NOK m
2017
2017
Group contribution and dividends
Group contribution and dividends
RESULT FOR STOREBRAND ASA
2,154
2,154
Net �nancial items
Net �nancial items
NOK m
-96
-96
2017
2,154
2017
-96
2017
2016
2016
2016
2,154
899
899
899
Operating expenses
-123
-123
Group contribution and dividends
Pre-tax profit/loss
1,934
1,934
Tax
-110
-110
Profit for the year
1,824
1,824
Operating expenses
NOK Million
Pre-tax profit/loss
Net �nancial items
Tax
Operating expenses
Retained earnings
NOK Million
Pre-tax profit/loss
Hybrid capital
Retained earnings
NOK Million
Profit for the year
Tax
Minority interests
NOK Million
Hybrid capital
Retained earnings
Profit for the year
Retained earnings
Minority interests
Hybrid capital
Subordinated loan capital
Hybrid capital
Total equity
Minority interests
Total equity
Note
2,154
-123
31.12.17
-96
1,934
17 652
1,934
-110
-123
31.12.17
1,934
226
17 652
1,824
31.12.17
-110
99
31.12.17
226
17 652
Note
-110
Note
1,824
Note
-96
-123
2016
5
899
-76
31.12.16
15 631
829
5
-76
829
-91
31.12.16
226
15 631
31.12.16
738
54
31.12.16
226
15 631
-91
738
30 832
1,824
27 637
9, 31
8 867
17 652
99
226
15 631
54
226
7 621
226
30 832
99
226
27 637
54
16 719
31.12.16
5
5
-76
-76
829
829
-91
-91
738
738
39, 4
39
Note
NOK m
NOK m
NOK million
Minority interests
Pro�t for the year
Tax on other income statement components
STATEMENT OF COMPREHENSIVE INCOME
21 137
31.12.17
9, 31
2017
17 652
39
9, 31
341
Other income statement elements that cannot subsequently be reclassified through the income statement
Other income statement elements that cannot subsequently be reclassified through the income statement
Tax on other income statement components
– Deposits from banking customers
Capital bu�er
– Securities issued
Capital bu�er
STATEMENT OF COMPREHENSIVE INCOME
NOK Million
Subordinated loan capital
Total equity
STATEMENT OF COMPREHENSIVE INCOME
Insurance liabilities
Retained earnings
Total equity
Capital bu�er
Subordinated loan capital
NOK m
Pension liabilities
Hybrid capital
Pro�t for the year
Subordinated loan capital
Insurance liabilities
Capital bu�er
Pro�t for the year
Deferred tax
Minority interests
Capital bu�er
Pension liabilities
Insurance liabilities
Other income statement elements that cannot subsequently be reclassified through the income statement
Financial liabilities:
Total equity
Insurance liabilities
Deferred tax
Pension liabilities
Change in actuarial gains or losses
Change in actuarial gains or losses
Change in actuarial gains or losses
– Liabilities to nancial institutions
Subordinated loan capital
Pension liabilities
Financial liabilities:
Deferred tax
Tax on other income statement components
Deferred tax
– Liabilities to nancial institutions
Financial liabilities:
Total other income statement elements
Total other income statement elements
Financial liabilities:
– Deposits from banking customers
– Liabilities to nancial institutions
Total comprehensive income
– Derivatives company portfolio
– Liabilities to nancial institutions
– Securities issued
– Deposits from banking customers
– Derivatives customer portfolio
30 832
-34
155
8 867
8
21 137
39
9, 12, 31
16 575
-25
39, 4
435 749
14 628
9, 12, 31
155
9, 12, 31
282
10, 12, 31, 38
1,798
341
23
9, 12, 31
16 575
9, 31
14 628
9, 12, 31
10, 12, 31, 38
238
27
14 628
9, 12, 31
282
10, 12, 31, 38
9, 31
16 575
9, 31, 41
10, 12, 31, 38
10, 12, 31, 38
9, 12, 31
10, 12, 31, 38
9, 31, 41
10, 12, 31, 38
9, 12, 31
10, 12, 31, 38
9, 31, 41
The pro�t for Storebrand ASA for 2017 was NOK 1,824 million, compared with NOK 738 million in 2016.
9, 31
– Derivatives customer portfolio
– Derivatives company portfolio
ALLOCATION OF THE PROFIT FOR THE YEAR
– Liabilities to nancial institutions
ALLOCATION OF THE PROFIT FOR THE YEAR
ALLOCATION OF THE PROFIT FOR THE YEAR
Other current liabilities
– Derivatives customer portfolio
The pro�t for Storebrand ASA for 2017 was NOK 1,824 million, compared with NOK 738 million in 2016.
– Deposits from banking customers
Minority interests in consolidated mutual funds
Other current liabilities
30 832
21 137
8 867
226
1,824
435 749
21 137
238
99
21 137
341
435 749
Minority interests in consolidated mutual funds
– Derivatives company portfolio
Insurance liabilities
Total comprehensive income
– Derivatives company portfolio
– Securities issued
Other current liabilities
Financial liabilities:
Total other income statement elements
Total comprehensive income
Pension liabilities
– Deposits from banking customers
– Derivatives customer portfolio
– Securities issued
Total liabilities
Deferred tax
435 749
238
341
9, 12, 31
9, 12, 31
16 575
1 733
282
435 749
8 867
30 832
538 110
30 303
8 102
9, 31
39, 4
39
14 628
16 575
30 303
14 628
8 102
1 733
23
39, 4
39, 4
27
23
8 867
1 733
8 102
1 733
9, 31
9, 31
9, 31
238
238
341
155
155
282
27
27
23
23
39
27
The pro�t for Storebrand ASA for 2017 was NOK 1,824 million, compared with NOK 738 million in 2016.
Total equity and liabilities
– Securities issued
Other current liabilities
538 110
Total liabilities
30 303
Minority interests in consolidated mutual funds
The Board has proposed a dividend to the General Meeting of NOK 1,168 million, equivalent to NOK 2.5 per share, for the 2017 �nancial year, of
282
– Derivatives company portfolio
568 943
Total equity and liabilities
538 110
Total liabilities
which ordinary dividends amounted to NOK 2.1 per share and extraordinary dividends amounted to NOK 0.4 per share.
1 733
– Derivatives customer portfolio
The Board has proposed a dividend to the General Meeting of NOK 1,168 million, equivalent to NOK 2.5 per share, for the 2017 �nancial year, of
568 943
Total equity and liabilities
8 102
Total liabilities
Other current liabilities
492 047
20 386
326
519 684
492 047
1 868
519 684
7 542
Minority interests in consolidated mutual funds
10, 12, 31, 38
10, 12, 31, 38
9, 31, 41
9, 31, 41
568 943
519 684
30 303
20 386
16 219
8 102
7 542
Total equity and liabilities
7 542
20 386
16 219
1 868
326
407
7 542
1 868
326
492 047
15 238
20 386
7 542
1 868
99
2017
405 257
2016
2016
54
7 621
27 637
2017
2016
2017
15 631
27 637
16 719
7 621
2016
2017
289
226
1,824
738
1,824
7 621
405 257
16 719
738
1,824
175
54
16 719
289
405 257
738
738
1,824
-34
10
-41
-41
-34
27 637
-34
407
7 621
8
8
15 238
16 719
-25
16 219
405 257
1,798
326
1,798
1 868
-25
707
405 257
175
289
-34
-41
-41
289
175
10
8
10
175
407
-31
-31
-25
15 238
407
707
707
1,798
289
407
16 219
15 238
175
15 238
326
16 219
-31
10
707
-31
-25
1,798
155
Minority interests in consolidated mutual funds
ALLOCATION OF THE PROFIT FOR THE YEAR FOR STOREBRAND ASA
LYSAKER, 6. FEBRUARY 2018
Total liabilities
NOK m
ALLOCATION OF THE PROFIT FOR THE YEAR FOR STOREBRAND ASA
ALLOCATION OF THE PROFIT FOR THE YEAR FOR STOREBRAND ASA
BOARD OF DIRECTORS OF STOREBRAND ASA
NOK m
NOK million
NOK m
Total equity and liabilities
Pro�t for the year
2017
Allocations
2017
LYSAKER, 6. FEBRUARY 2018
BOARD OF DIRECTORS OF STOREBRAND ASA
LYSAKER, 6. FEBRUARY 2018
Pro�t for the year
Pro�t for the year
1,824
1,824
Transferred to other reserves
BOARD OF DIRECTORS OF STOREBRAND ASA
LYSAKER, 6. FEBRUARY 2018
Allocations
Allocations
Provision for share dividends
BOARD OF DIRECTORS OF STOREBRAND ASA
Transferred to other reserves
Transferred to other reserves
656
656
Total allocations
Provision for share dividends
Provision for share dividends
1,168
1,168
LYSAKER, 6. FEBRUARY 2018
BOARD OF DIRECTORS OF STOREBRAND ASA
Total allocations
Total allocations
1,824
1,824
568 943
519 684
30 303
20 386
538 110
2017
568 943
1,824
492 047
2016
519 684
738
2017
2017
2016
2016
2016
1,824
656
1,824
738
43
738
738
1,168
1,824
656
1,168
1,824
656
1,168
1,824
695
738
43
695
738
43
43
695
695
738
738
8
2016
899
5
-76
829
-91
738
2016
738
-41
10
-31
707
2016
738
43
695
738
LYSAKER, 6. FEBRUARY 2018
THE BOARD OF DIRECTORS OF STOREBRAND ASA
LYSAKER, 6. FEBRUARY 2018
LYSAKER, 6. FEBRUARY 2018
THE BOARD OF DIRECTORS OF STOREBRAND ASA
THE BOARD OF DIRECTORS OF STOREBRAND ASA
[1] After tax, adjusted for amortisation of intangible assets. The document contains alternative performance measures (APM) as defined by the European
Securities and Market Authority (ESMA). Storebrand.com/ir provides an overview of APMs used in financial reporting.
[2]
The income statement is based on reported IFRS results for the individual companies.
[3] Result before strengthening of longevity reserves, amortisation and taxes.
[4] Adjusted for exchangerate, including income from Skagen.
[5] A change to coordinate the Group’s elimination principles has resulted in revenues and costs having increased by NOK 14 million (NOK 7 million) during the
quarter and NOK 58 million (NOK 59 million) for the year. For more information see www.storebrand.no/ir.
63
Annual report 2017
Directors report and Corporate Governance c
Corporate Governance
Corporate Governance
Good corporate governance is important to ensure that an enterprise can achieve its defined
goals, including best possible utilisation of resources and good value creation. The Storebrand
Group (hereafter referred to as Storebrand) works continuously on improving both the overall
decision-making processes and the day-to-day management of the company.
Storebrand's corporate governance principles have been laid down in accordance with the
Storebrand’s corporate governance principles have been laid down in accordance with the
Norwegian Code of Practice for Corporate Governance. The management and the Board of
Norwegian Code of Practice for Corporate Governance. The management and the Board of
Directors of Storebrand ASA (hereafter referred to as the Board) conduct an annual review of
Directors of Storebrand ASA (hereafter referred to as the Board) conduct an annual review of
Storebrand's adopted corporate governance policies and compliance therewith. Storebrand
Storebrand’s adopted corporate governance policies and compliance therewith. Storebrand
reports in accordance with section 3-3b of the Norwegian Accounting Act and the Norwegian
reports in accordance with section 3-3b of the Norwegian Accounting Act and the Norwegian
Code of Practice for Corporate Governance. Storebrand issues an integrated report that deals
Code of Practice for Corporate Governance. Storebrand issues an integrated report that deals
with the financial, environmental and social conditions, as well as corporate governance, which
with the financial, environmental and social conditions, as well as corporate governance, which is
is material to Storebrand. The materiality analysis is discussed on page XX.
material to Storebrand. The materiality analysis is discussed in the Chapter Sustainable strategy.
STATEMENT IN ACCORDANCE WITH THE NORWEGIAN CODE OF PRACTICE FOR CORPORATE GOVERNANCE
The statement below describes how Storebrand complies with the 15 sections of the Code of Practice.
1. IMPLEMENTATION AND REPORTING ON CORPORATE GOVERNANCE (NO DEVIATIONS FROM THE CODE OF PRACTICE)
The Board has decided that the company will comply with the Norwegian Code of Practice. Compliance with the Code of Practice is described in
the Board of Directors’ Report. Storebrand complies with the Code of Practice without any signi�cant exceptions. One minor deviation has been
accounted for below under section 3.
Storebrand shall provide better pensions – simple and sustainable. Storebrand’s strategy and corporate values are described in the framework
Storebrand shall provide better pensions – simple and sustainable. Storebrand’s strategy and corporate values are described in the framework
“Our driving force” which represents a common policy for how Storebrand will deliver attractive results to customers and owners. Storebrand’s
“Our driving force” which represents a common policy for how Storebrand will deliver attractive results to customers and owners. Storebrand’s
strategy is to deliver pro�table growth within established focus areas through simple and sustainable solutions. More information about “Our
strategy is to deliver profitable growth within established focus areas through simple and sustainable solutions. More information about
driving force” and focus areas can be found in the annual report under chapter for Our Driving Force.
“Our driving force” and focus areas can be found in the Chapter About Storebrand and a Sustainabale strategy.
For more than 20 years, Storebrand has been among the best within sustainable investments and has taken an active approach to how we
For more than 20 years, Storebrand has been among the best within sustainable investments and has taken an active approach to how we
invest both our own capital and that of our customers. Storebrand believes that companies that integrate environmental, social and governance
invest both our own capital and that of our customers. Storebrand believes that companies that integrate environmental, social and
considerations in their business activities reduce risk and create new opportunities for the business activities and capital owners. Storebrand has
governance considerations in their business activities reduce risk and create new opportunities for the business activities and capital owners.
the ambition of maintaining a position among the best companies by integrating this perspective in other business areas. Storebrand believes
Storebrand has the ambition of maintaining a position among the best companies by integrating this perspective in other business areas.
that this will create increased value for customers, owners, society and other stakeholders. See the separate article in the annual report on
Storebrand believes that this will create increased value for customers, owners, society and other stakeholders. See the separate article in the
Materiality.
annual report on Financial Capital and Our Investment Universe.
Storebrand has its own code of ethics. Guidelines for whistle-blowing, social events, combating corruption, etc. have also been established.
2. BUSINESS (NO DEVIATIONS FROM THE CODE OF PRACTICE)
Storebrand ASA is the parent company in a �nancial group, and its statutory object is to manage its equity interests in Storebrand’s subsidiaries
in compliance with the current legislation. Storebrand’s main business areas are comprised of pension and savings, insurance and banking. The
full text of the Articles of Association may be found on Storebrand’s website at www.storebrand.no.
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The market is kept informed of Storebrand’s goals, strategies and long term value creation through quarterly result presentations and separate
thematic presentations. You can read more about the company’s goals and main strategies in the Directors Report.
3. EQUITY AND DIVIDENDS (DEVIATION FROM THE CODE OF PRACTICE)
The Board of Storebrand ASA continually monitors Storebrand’s capital solidity in light of its goals, strategy and risk pro�le. You can read more
about Storebrand’s capital situation and solvency in the Board of Directors’ Report. The Board has adopted a dividend policy that states that the
dividend paid to shareholders shall normally amount to at least 35 per cent of the pro�t for the year after tax, but before amortisation costs. The
dividend shall be adjusted such that Storebrand is assured the right capital structure. The dividend is set by the Annual General Meeting (AGM),
based on a proposal put forward by the Board. Pursuant to Section 8-1, paragraph two of the Norwegian Public Limited Liability Companies Act,
the General Meeting may, by simple majority, authorise the Board of Directors to distribute a dividend. This shall be based on the annual
�nancial statements adopted by the General Meeting. This authorisation may not be granted for a period longer than until the next Annual
General Meeting. In addition, the authorisation shall be based on the adopted dividend policy. The General Meeting was not requested to
provide such authorisation in 2017. Read more about Storebrand’s dividend policy in the Board of Directors Report.
Storebrand ASA would like to have various tools available for its e�orts to maintain an optimal capital structure for Storebrand to contribute to
good shareholder returns and �nancial resilience. At the 2017 Annual General Meeting, the Board was granted authorisation to increase the
share capital through issuing new shares for a total maximum value of NOK 224,954,945. This authorisation may be used for the acquisition of
businesses in consideration for new shares or increasing the share capital by other means. The Board of Directors may decide to waive the
shareholders’ preferential rights to subscribe for new shares in accordance with the authorisation. This authorisation may be used for one or
more new issues. The authorisation is valid until the next Annual General Meeting.
At the same Annual General Meeting, the Board was authorised to buy back shares for a maximum value of NOK 224,954,945. The total holdings
of treasury shares must, however, never exceed 10 per cent of the Group’s share capital. The buyback of treasury shares may be a tool for the
distribution of surplus capital to shareholders in addition to dividends. In addition, each year Storebrand ASA sells shares to employees from its
own holdings in connection with the share purchase scheme and long-term incentive schemes for employees of Storebrand. Accordingly, it is
appropriate to authorise the Board of Directors to buy shares in the market to cover the aforementioned needs or any other needs. The
authorisation is valid until the next Annual General Meeting.
Pursuant to the authorization, the Board of Directors decided on 6 December 2017 to increase the share capital of Storebrand ASA by NOK 89
520 455, from NOK 2 249 549 455 to NOK 2 339 069 910, by issuing 17 904 091 new shares each with a nominal value of NOK 5, whereby the
number Issued shares in the company increase from 449 909 891 shares to 467 813 982 shares. The decision was taken in connection with the
completion of the acquisition of 91 per cent of the shares in Skagen AS, where parts of the purchase price are settled through the transfer of
Storebrand shares.
Otherwise, there are no provisions in Storebrand ASA’s Articles of Association that regulate the buyback or issuance of shares.
Deviation from the Code of Practice: The Board’s authorisations to increase the share capital and buy back shares are not completely limited to defined
purposes. No provisions have been made for the General Meeting to vote on each individual purpose to be covered by the authorisations.
4. EQUAL TREATMENT OF SHAREHOLDERS AND TRANSACTIONS WITH CLOSE ASSOCIATES (NO DEVIATIONS FROM THE CODE OF PRACTICE)
Storebrand ASA has only one class of shares. Storebrand has no speci�c restrictions on the ownership of shares or voting rights beyond the
restrictions imposed by the Financial Institutions Act. The management and Board of Directors of Storebrand focus strongly on the equal
treatment of shareholders through their work.
The general competence rules for Board members and executive personnel may be found in the rules of procedure for the Board of Storebrand
ASA, rules of procedure for the boards of subsidiaries, instructions for the CEO and Storebrand’s code of ethics. Board members must inform
the company if they have direct or indirect material interests in an agreement concluded by one of the companies in the Storebrand Group. The
Board shall ensure that an independent third party assesses the value of transactions that are not insubstantial in nature. Furthermore, the
rules of procedure for the Board stipulate that no board member may participate in discussions or a decision concerning matters that are of
such material importance to them or a close associate that the member must be regarded as having a conspicuous personal or special �nancial
interest in the matter. Each board member has a responsibility to continuously assess whether or not such a situation exists. Transactions with
close associates involving Storebrand’s employees and other o�cers of the Group are regulated by Storebrand’s code of ethics. Employees shall
65
on their own initiative immediately report con�icts of interest that may arise to their immediate superior as soon as they become aware of such
a situation. In general, an employee is de�ned as disquali�ed if circumstances exist that could result in others questioning the person’s
impartiality in relation to matters other than Storebrand’s interests.
The share capital has been increased in 2017, by the authorisation granted the Board of Directors by the Annual General meeting cf. section 3
above. In case of capital increases in accordance with this authorization, the board may decide that the shareholders’ preferential rights shall be
waived.
The capital increase was carried out against deposits in assets other than money. The shareholders therefore did not have preferential rights
pursuant to section 10-4 of the Public Limited Liability Companies Act.
For a complete overview see chapter for shareholder matters.
5. FREELY NEGOTIABLE SHARES (NO DEVIATIONS FROM THE CODE OF PRACTICE)
Shares in Storebrand ASA are listed on Oslo Børs (Oslo Stock Exchange). The shares are freely negotiable, and the Articles of Association do thus
not contain any restrictions with regard to the negotiability of the shares. All the shares carry equal rights, cf. section 4 above.
6. GENERAL MEETING (NO DEVIATIONS FROM THE CODE OF PRACTICE)
General meeting
Pursuant to the Articles of Association, Storebrand ASA’s General Meeting shall be held by the end of June each year. The General Meeting was
held on 5 April 2017. All shareholders with a known address will receive notice of the General Meeting, which will be sent out no later than 21
days prior to the General Meeting. Pursuant to the Articles of Association, the deadline for giving notice of attendance shall be set at no later
than �ve calendar days prior to the General Meeting. In accordance with Storebrand’s Articles of Association, the right to make other
documentation available on Storebrand’s website is exercised, cf. Section 5-11 a of the Norwegian Public Limited Liability Companies Act.
However, a shareholder can still request to be sent these documents by mail.
All shareholders may participate at the General Meeting. Storebrand’s Articles of Association allow shareholders to vote in advance by means of
electronic communication, cf. section 5-8b of the Norwegian Public Limited Liability Companies Act. The arrangement therefore gives the
shareholders an opportunity to vote without being represented at the General Meeting. As many shareholders as possible are thus allowed to
exert an in�uence on Storebrand by exercising their voting rights.
It is also possible to vote by proxy. Provisions have been made so that the proxy form is linked to each individual item to be considered. We will
seek whenever possible to design the form so that it allows voting for candidates who are to be elected. The voting rules for the General Meeting
allow separate votes for each member of the various bodies. Further information about voting in advance, use of proxies and shareholders’
rights to have matters discussed at the Annual General Meeting is available in the notice of the Annual General Meeting and on Storebrand’s
website.
The Chairman of the Board, at least one representative from the Nomination Committee and the external auditor must attend the General
Meeting. The Board members of Storebrand ASA are not obligated to attend, but are encouraged to. The CEO, executive management team and
the Group Legal Director participate from the management. Minutes from the General Meeting in Norwegian and English are available on
Storebrand’s website. The General Meeting is opened by the Chairman. The Board organises an independent chairperson who is elected by the
General Meeting.
The General Meeting shall:
consider the annual accounts, consisting of the pro�t and loss statement, the balance sheet and the annual report, including the consolidated
pro�t and loss statement and balance sheet, and the auditor’s report,
decide upon adoption of the pro�t and loss statement and balance sheet,decide upon adoption of the consolidated pro�t and loss statement
and balance sheet,
decide upon the allocation of pro�t or manner of covering loss in
accordance with the adopted balance sheet, and on the distribution of dividends,
elect the auditor,
appoint members to the Nomination Committee and this should include the Chairman of the Nomination Committee,
elect members to the Board of Directors, and this should include the Chairman of the Board of Directors,
66
consider the Board of Directors’ statement on the �xing of salaries and other remuneration to executive personnel,
Stipulate the remuneration of members of the Board of Directors and Board Committees,
Stipulate the remuneration of members of the Nomination Committee,
Stipulate the auditor’s fee,
transact any other business listed on the agenda.
Decisions are generally made on the basis of an ordinary majority. Pursuant to Norwegian law, however, a special majority is required for certain
decisions, including decisions about setting aside pre-emptive rights in connection with any share issues, mergers, demergers, amendments to
the Articles of Association or authorisations to increase or reduce the share capital. Such decisions require approval by at least two-thirds of
both the votes cast and the share capital represented at the General Meeting.
7. NOMINATION COMMITTEE (NO DEVIATIONS FROM THE CODE OF PRACTICE)
Storebrand ASA’s Articles of Association regulate the Nomination Committee, which consists of four or �ve members and an observer elected by
the employees. For the election period 2017-2018 the Nomination Committee has proposed four members.
The chairman of the Nomination Committee and the other members are elected by the General Meeting once a year. The representative for the
employees shall participate as a permanent member of the committee in discussions and nominations concerning the election of the Chairman
of the Board, as well as in other contexts where it is deemed natural, upon receiving notice from the Chairman of the Committee (with status as
an observer in the latter case).
The majority of the Nomination Committee is independent of the Board of Directors and the management. The Committee is established with
the objective that the interests of the shareholder community are safeguarded. The General Meeting’s instructions for the Nomination
Committee include provisions concerning the rotation of Nomination Committee members, but in recent years members of the Nomination
Committee have been replaced as a matter of course due to changes in the shareholder composition.
The Articles of Association stipulate that the Nomination Committee should work in accordance with the rules of procedure adopted by the
General Meeting. The Nomination Committee’s rules of procedure were adopted at the 2017 Annual General Meeting. In accordance with the
rules of procedure, the Nomination Committee shall, for example, give attention to the following when preparing nominations for
representatives for the companies’ governing and controlling bodies: competence, experience, capacity, gender distribution, independence and
the interests of the community of shareholders. More information about the members has been published on Storebrand’s website. The
Nomination Committee contacts the company’s 30 largest shareholders annually and requests that they propose candidates for the company’s
Board of Directors and Nomination Committees. A corresponding request to the shareholders is published on the company’s website
The Nomination Committee is tasked with proposing candidates and remuneration for the Board of Directors and Nomination Committee,
through recommendations to the General Meeting.
An attempt is made to adapt the remuneration of the members of the Nomination Committee to the nature of the tasks and time spent on
committee work. The Nomination Committee held four meetings in 2017.
8. COMPOSITION AND INDEPENDENCE OF THE BOARD OF DIRECTORS (NO DEVIATIONS FROM THE CODE OF PRACTICE)
The Articles of Association stipulate that between �ve and seven board members shall be elected by the General Meeting based on nominations
from the Nomination Committee. Two members, or three members if the General Meeting elects six or seven directors, shall be elected by and
from among the employees. The Board members are elected for one year at a time. The day-to-day management is not represented on the
Board of Directors. At the end of 2017, the Board of Directors consisted of ten members (six men and four women).
None of the members elected by the General Meeting have any employment, professional or consultancy relationship with Storebrand beyond
their appointment to the Board of Directors. The backgrounds of the individual board members are described in the Chapter Board of
Directors of the annual report and on Storebrand’s website. The composition of the Board of Directors satis�es the independence requirements
set forth in the Code of Practice. There are few instances of disquali�cation during the consideration of matters by the Board (none during 2017).
The assessment of each board member’s independence is commented on in the overview of governing and controlling bodies. An overview of
the number of shares in Storebrand ASA owned by members of governing bodies as at 31 December 2017 is included in the notes to the
�nancial statements for Storebrand ASA (Information on related parties) see note 16. None of the board members elected by shareholders have
held o�ce for more than ten years.
67
9. THE WORK OF THE BOARD OF DIRECTORS (NO DEVIATIONS FROM THE CODE OF PRACTICE)
Board’s duties
In 2017, a total of eleven board meetings were held, two of which were held at the subsidiary SPP in Stockholm. The Board discusses
Storebrand’s future strategy and strategy implementation, and in addition has an annual strategy Meeting. The administration
annual preparation of plans and budgets in connection with the annual �nancial plan, is based on the Boards discussions and guidelines from
the annual strategy meeting.The Board shall stay informed about Storebrand’s �nancial position and development, and it shall ensure that the
company’s value creation and pro�tability are safeguarded in the best possible manner on behalf of the owners. The Board shall also ensure
that the activities are subjected to adequate control and ensure that Storebrand has adequate capital based on the scope of, and risks
associated with, its activities. The attendance records of individual board members are provided in the overview of the Board of Directors . The
work of the Board is regulated by special rules of procedure for the Board, which are reviewed annually. In order to ensure sound and well-
considered decisions, importance is attached to ensuring that meetings of the Board are well prepared so that all the members can participate
in the decision-making process. The Board prepares an annual schedule for its meetings and the topics it will consider. The agenda for the next
board meeting is normally presented to the Board based on the approved schedule for the year and a list of matters carried forward from
previous meetings. The �nal agenda is �xed in consultation with the Chairman of the Board. Time is set aside at each board meeting to evaluate
the meeting without the management present. The Board is entitled to appoint external advisers to help it with its work whenever it deems this
necessary. The Board has also drawn up instructions for the CEO.
The Board conducts an annual evaluation of its work and methods, which provides a basis for changes and measures. The results of the Board’s
evaluation are made available to the Nomination Committee, which uses the evaluation in its work.
Board committees
The Board of Directors has established three sub-committees in the form of a Compensation Committee, Audit Committee and Risk Committee.
The committees consist of three to four board members, two to three shareholder-elected board members and one-employee elected board
member. This helps ensure thorough and independent consideration of matters that concern internal control, �nancial reporting and the
remuneration of executive personnel. The committees are preparatory and advisory working committees and assist the Board with the
preparation of items for consideration. Decisions are made, however, by the full Board. The committees are able to hold meetings and consider
matters on their own initiative without the involvement of the company’s management.
The Remuneration Committee assists the Board with all matters concerning the CEO’s remuneration. The committee monitors the remuneration
of Storebrand’s executive personnel, and proposes guidelines for the �xing of the executive personnel’s remuneration and the Board’s
statement on the �xing of the executive personnel’s remuneration, which is presented to the General Meeting each year. In addition, the
committee safeguards the areas required by the Compensation Regulations in Norway and Sweden. The Compensation Committee held two
meetings in 2017.
The Audit Committee assists the Board by reviewing, evaluating and, where necessary, proposing appropriate measures with respect to the
Group’s overall controls, �nancial and operational reporting, risk management/control, and internal and external auditing. The Audit Committee
held seven meetings in 2017, including a joint Meeting With the Risk Committee. The external and internal auditors attend the meetings. The
majority of the Committee’s members are independent of the company. The Board of Directors has found that it is appropriate to have a
combined Remuneration Committee for all of Storebrand.
The main task of the Risk Committee is to prepare matters to be considered by the Board of Directors in the area of risk, with a special focus on
Storebrand’s risk appetite and risk strategy, including investment strategy. The Committee should contribute forward-looking decision-making
support related to the Board’s discussion of risk taking, �nancial forecasts and the treatment of risk reporting. The Risk Committee has
held seven meetings in 2017, including a joint meeting with the Audit Committee.
1
0. RISK MANAGEMENT AND INTERNAL CONTROL (NO DEVIATIONS FROM THE CODE OF PRACTICE)
Management and control
The Board of Directors has drawn up general policies and guidelines for management and control. These policies deal with the Board’s
responsibility for determining Storebrand’s appetite for risk and risk pro�le, approval of the organisation of the business, assignment of areas of
responsibility and authority, requirements concerning reporting lines and information, and risk management and internal control requirements.
The Board’s and CEO’s areas of responsibility are de�ned in the rules of procedure for the Board and instructions for the CEO, respectively. The
Board of Directors has drawn up instructions for Storebrand’s subsidiaries that are to ensure that they implement and comply with the Group’s
management and control policies and guidelines.
68
Storebrand’s sustainability guidelines summarise how the work is an integral part of Storebrand’s overarching objectives and management and
control processes. The guidelines encompass all parts of Storebrand’s business activities, including investing, product development, purchasing,
follow-up of employees and internal operations. Storebrand’s sustainability goals are adopted by the Board of Directors, and the sustainability
scorecard is followed up by the Group’s executive management team semi-annually. Storebrand also complies with the international reporting
standard GRI (Global Reporting Initiative, version G4) and uses integrated reporting. The results are audited by Storebrand’s external auditor, see
the auditor’s report.
The investor relations guidelines ensure reliable, timely and identical information to investors, lenders and other stakeholders in the securities
market.
As an extension of the general policies and guidelines, a code of ethics has been drawn up that applies to all employees and representatives of
Storebrand, in addition to corporate rules for areas such as risk management, internal control, �nancial reporting, handling inside information
and share trading by primary insiders. Guidelines and information about information security, contingency plans, measures against money
laundering and other �nancial criminality have also been drawn up. Storebrand is subject to statutory supervision in the countries where it has
operations that require a licence, including the Financial Supervisory Authority of Norway, as well as its own supervisory bodies and external
auditor.
Risk management and internal control
The assessment and management of risk are integrated into Storebrand’s corporate governance. This management system shall ensure that
there is a correlation between goals and actions at all levels of Storebrand and the overall policy of creating value for Storebrand’s shareholders.
Storebrand’s �nancial and operational goals are de�ned annually in a board-approved business plan. The business plan builds on separate
decisions on risk strategy and investment strategies, and includes three-year �nancial forecasts, budgets and action plans. The Board of
Directors receives ongoing reports on the status of the strategy implementation.
Storebrand Compass is the company’s monitoring tool, and it provides comprehensive reports for management and the Board concerning
�nancial and operational targets. In addition, the Board of Directors receives risk reports from the risk management function, which monitors
the development of key �gures for risk, solidity, etc.
Risk assessment forms part of the managerial responsibilities in the organisation. The purpose of this is to identify, assess and manage risks that
can hamper a unit’s ability to achieve its goals. The process covers both the risk of incurring losses and failing pro�tability linked to economic
downturns, changes in the general conditions, changed customer behaviour, etc., and the risk of incurring losses due to inadequate or failing
internal processes, systems, human error or external events. Developments in the �nancial markets are important risk factors in relation to
Storebrand’s earnings and solvency position. In addition to assessing the e�ects of sudden shifts in the equity markets or interest rate levels
(stress tests), scenario analysis is used to estimate the e�ect of various sequences of events in the �nancial markets on Storebrand’s �nancial
performance and solvency. This provides important premises for the Board’s general discussion of risk appetite, risk allocation and capital
adequacy.
The responsibility for Storebrand’s control functions for risk management and internal control lies in the CRO function under the management
of the Group CRO. The Group CRO reports directly to the CEO. The CRO function is responsible for supporting the Board and group
management team with respect to the establishment of a risk strategy and operationalisation of the setting of limits and monitoring of risk
raking across Storebrand’s business areas.
Storebrand has a common internal audit function, which conducts an independent review of the robustness of the management model. The
internal audit function’s instructions and annual plan are determined by the Board pursuant to the current legislation, regulations and
international standards. The internal audit function produces quarterly reports for the boards of the respective Storebrand companies.
The appraisal of all Storebrand employees is integrated into the business management and is designed to ensure that the Group’s strategies are
implemented. The policies for earning and paying any variable remuneration to Storebrand’s risk managers comply with the regulations relating
to remuneration in �nancial institutions, cf. Section 12 below. The CRO and employees with control functions related to risk management,
internal control and compliance only have �xed salaries.
Financial information and Storebrand’s accounting process
69
Storebrand’s sustainability guidelines summarise how the work is an integral part of Storebrand’s overarching objectives and management and
control processes. The guidelines encompass all parts of Storebrand’s business activities, including investing, product development, purchasing,
follow-up of employees and internal operations. Storebrand’s sustainability goals are adopted by the Board of Directors, and the sustainability
scorecard is followed up by the Group’s executive management team semi-annually. Storebrand also complies with the international reporting
standard GRI (Global Reporting Initiative, version G4) and uses integrated reporting. The results are audited by Storebrand’s external auditor, see
the auditor’s report.
The investor relations guidelines ensure reliable, timely and identical information to investors, lenders and other stakeholders in the securities
market.
auditor.
As an extension of the general policies and guidelines, a code of ethics has been drawn up that applies to all employees and representatives of
Storebrand, in addition to corporate rules for areas such as risk management, internal control, �nancial reporting, handling inside information
and share trading by primary insiders. Guidelines and information about information security, contingency plans, measures against money
laundering and other �nancial criminality have also been drawn up. Storebrand is subject to statutory supervision in the countries where it has
operations that require a licence, including the Financial Supervisory Authority of Norway, as well as its own supervisory bodies and external
Risk management and internal control
The assessment and management of risk are integrated into Storebrand’s corporate governance. This management system shall ensure that
there is a correlation between goals and actions at all levels of Storebrand and the overall policy of creating value for Storebrand’s shareholders.
Storebrand’s �nancial and operational goals are de�ned annually in a board-approved business plan. The business plan builds on separate
decisions on risk strategy and investment strategies, and includes three-year �nancial forecasts, budgets and action plans. The Board of
Directors receives ongoing reports on the status of the strategy implementation.
Storebrand Compass is the company’s monitoring tool, and it provides comprehensive reports for management and the Board concerning
�nancial and operational targets. In addition, the Board of Directors receives risk reports from the risk management function, which monitors
the development of key �gures for risk, solidity, etc.
Risk assessment forms part of the managerial responsibilities in the organisation. The purpose of this is to identify, assess and manage risks that
can hamper a unit’s ability to achieve its goals. The process covers both the risk of incurring losses and failing pro�tability linked to economic
downturns, changes in the general conditions, changed customer behaviour, etc., and the risk of incurring losses due to inadequate or failing
internal processes, systems, human error or external events. Developments in the �nancial markets are important risk factors in relation to
Storebrand’s earnings and solvency position. In addition to assessing the e�ects of sudden shifts in the equity markets or interest rate levels
(stress tests), scenario analysis is used to estimate the e�ect of various sequences of events in the �nancial markets on Storebrand’s �nancial
performance and solvency. This provides important premises for the Board’s general discussion of risk appetite, risk allocation and capital
adequacy.
The responsibility for Storebrand’s control functions for risk management and internal control lies in the CRO function under the management
of the Group CRO. The Group CRO reports directly to the CEO. The CRO function is responsible for supporting the Board and group
management team with respect to the establishment of a risk strategy and operationalisation of the setting of limits and monitoring of risk
raking across Storebrand’s business areas.
Storebrand has a common internal audit function, which conducts an independent review of the robustness of the management model. The
internal audit function’s instructions and annual plan are determined by the Board pursuant to the current legislation, regulations and
international standards. The internal audit function produces quarterly reports for the boards of the respective Storebrand companies.
The appraisal of all Storebrand employees is integrated into the business management and is designed to ensure that the Group’s strategies are
implemented. The policies for earning and paying any variable remuneration to Storebrand’s risk managers comply with the regulations relating
to remuneration in �nancial institutions, cf. Section 12 below. The CRO and employees with control functions related to risk management,
internal control and compliance only have �xed salaries.
Financial information and Storebrand’s accounting process
Storebrand publishes four interim �nancial statements, in addition to the ordinary annual �nancial statements. The �nancial statements shall
satisfy legal and regulatory requirements and be prepared in accordance with the adopted accounting policies and published according to the
schedule adopted by the Board of Storebrand ASA.
Storebrand’s consolidated �nancial statements are prepared by the Consolidated Financial Statements unit, which reports to the Group’s CFO. Key
executives in the Consolidated Financial Statements unit receive a �xed annual remuneration that is not a�ected by Storebrand’s �nancial
earnings. The work involved in the preparation of the �nancial statements is organised in such a way that the Consolidated Financial Statements
unit does not carry out valuations of investment assets. Instead it exercises a control function in relation to the accounting processes of the
group companies.
A series of risk assessment and control measures have been established in connection with the preparation of the �nancial statements.
Valuations associated with signi�cant accounting items and any changes to policies, etc., are described in a separate document (Valuation Items
Memo). The Board’s Audit Committee conducts a preparatory review of interim �nancial statements and annual �nancial statements, focusing in
particular on the discretional valuations and estimations that have been made prior to consideration by the Board.
Monthly and quarterly operating reports are prepared in which the results by business area and product area are analysed and assessed against
set budgets. The operating reports are reconciled against other �nancial reporting.
1
1. REMUNERATION OF THE BOARD OF DIRECTORS (NO DEVIATIONS FROM THE CODE OF PRACTICE)
The General Meeting fixes the Board’s remuneration annually on the basis of the recommendations of the Nomination Committee. The fees
The General Meeting �xes the Board’s remuneration annually on the basis of the recommendations of the Nomination Committee. The fees paid
paid to the members of the Board are not linked to earnings, option schemes or similar arrangements. Members of the Board and Board
to the members of the Board are not linked to earnings, option schemes or similar arrangements. Members of the Board and Board Committees
Committees do not receive incentive-based remuneration; instead they receive a fixed annual compensation, either per year or per meeting the
do not receive incentive-based remuneration; instead they receive a �xed annual compensation, either per year or per meeting the member
member attends, or a combination of such remuneration. The shareholder-elected members of the Board do not participate in Storebrand’s
attends, or a combination of such remuneration. The shareholder-elected members of the Board do not participate in Storebrand’s pension
pension schemes. None of the shareholder-elected members of the Board carry out any duties for Storebrand beyond their appointment to the
schemes. None of the shareholder-elected members of the Board carry out any duties for Storebrand beyond their appointment to the Board.
Board. More detailed information on the compensation, loans and shareholdings may be found in notes 24 (Group) and 6 and 16 (ASA). Board
More detailed information on the compensation, loans and shareholdings may be found in notes 25 (Group) and 6 and 16 (ASA). Board
members are encouraged to hold shares in the company.
members are encouraged to hold shares in the company.
2. REMUNERATION OF EXECUTIVE PERSONNEL (NO DEVIATIONS FROM THE CODE OF PRACTICE)
1
The Board determines the structure of the remuneration of executive personnel at Storebrand, and a statement on the �xing of remuneration
(executive remuneration statement) is presented to the General Meeting. The executive remuneration statement shall clearly specify which
guidelines are binding and which are advisory. The General Meeting shall vote separately on the binding and advisory guidelines. The
remuneration consists of �xed salaries, variable remuneration, pension schemes and other fringe bene�ts deemed to be natural in a �nancial
group. The aim of the remuneration is to motivate greater e�orts to ensure long-term value creation and resource utilisation in the company. In
the opinion of the Board the overall remuneration shall be competitive, but not leading. An annual assessment is carried out based on external
market data to ensure remuneration is adequate in relation to equivalent positions in the market.
Storebrand shall have an incentive model that supports the Group’s strategy, with emphasis on the customer’s interests and long-term
perspective, an ambitious model of cooperation, as well as transparency that enhances the Storebrand’s reputation. Storebrand will therefore
largely emphasise �xed salaries as an instrument of �nancial compensation, and make use of variable remuneration only to a limited extent. The
Group’s executive management team receives only �xed Income and use a percentage of their �xed salaries to purchase shares in Storebrand
with a lock-in period of three years. This is to clarify that Storebrand’s top management act in accordance with the long-term interests of the
owners.
Employee performance is followed up by a special monitoring system The unit and individual’s action plan are directly linked to the strategy
adopted by the Board. This helps to further strengthen agreement between the owners and the management.
More detailed information about the remuneration of executive personnel may be found in notes 24 (Group) and 6 (ASA) and in the Board’s
More detailed information about the remuneration of executive personnel may be found in notes 25 (Group) and 6, 16 (ASA) and in the Board’s
statement on the fixing of salaries and other remuneration to executive personnel, which is included in the notice of the General Meeting and
statement on the �xing of salaries and other remuneration to executive personnel, which is included in the notice of the General Meeting and
available at www.storebrand.no. Executive personnel are encouraged to hold shares in Storebrand ASA, even beyond the lock-in period.
available at www.storebrand.no. Executive personnel are encouraged to hold shares in Storebrand ASA, even beyond the lock-in period.
3. INFORMATION AND COMMUNICATIONS (NO DEVIATIONS FROM THE CODE OF PRACTICE)
70
Storebrand publishes four interim �nancial statements, in addition to the ordinary annual �nancial statements. The �nancial statements shall
satisfy legal and regulatory requirements and be prepared in accordance with the adopted accounting policies and published according to the
schedule adopted by the Board of Storebrand ASA.
Storebrand’s consolidated �nancial statements are prepared by the Consolidated Financial Statements unit, which reports to the Group’s CFO. Key
executives in the Consolidated Financial Statements unit receive a �xed annual remuneration that is not a�ected by Storebrand’s �nancial
earnings. The work involved in the preparation of the �nancial statements is organised in such a way that the Consolidated Financial Statements
unit does not carry out valuations of investment assets. Instead it exercises a control function in relation to the accounting processes of the
group companies.
A series of risk assessment and control measures have been established in connection with the preparation of the �nancial statements.
Valuations associated with signi�cant accounting items and any changes to policies, etc., are described in a separate document (Valuation Items
Memo). The Board’s Audit Committee conducts a preparatory review of interim �nancial statements and annual �nancial statements, focusing in
particular on the discretional valuations and estimations that have been made prior to consideration by the Board.
Monthly and quarterly operating reports are prepared in which the results by business area and product area are analysed and assessed against
set budgets. The operating reports are reconciled against other �nancial reporting.
1. REMUNERATION OF THE BOARD OF DIRECTORS (NO DEVIATIONS FROM THE CODE OF PRACTICE)
The General Meeting �xes the Board’s remuneration annually on the basis of the recommendations of the Nomination Committee. The fees paid
to the members of the Board are not linked to earnings, option schemes or similar arrangements. Members of the Board and Board Committees
do not receive incentive-based remuneration; instead they receive a �xed annual compensation, either per year or per meeting the member
attends, or a combination of such remuneration. The shareholder-elected members of the Board do not participate in Storebrand’s pension
schemes. None of the shareholder-elected members of the Board carry out any duties for Storebrand beyond their appointment to the Board.
More detailed information on the compensation, loans and shareholdings may be found in notes 25 (Group) and 6 and 16 (ASA). Board
members are encouraged to hold shares in the company.
2. REMUNERATION OF EXECUTIVE PERSONNEL (NO DEVIATIONS FROM THE CODE OF PRACTICE)
The Board determines the structure of the remuneration of executive personnel at Storebrand, and a statement on the �xing of remuneration
(executive remuneration statement) is presented to the General Meeting. The executive remuneration statement shall clearly specify which
guidelines are binding and which are advisory. The General Meeting shall vote separately on the binding and advisory guidelines. The
remuneration consists of �xed salaries, variable remuneration, pension schemes and other fringe bene�ts deemed to be natural in a �nancial
group. The aim of the remuneration is to motivate greater e�orts to ensure long-term value creation and resource utilisation in the company. In
the opinion of the Board the overall remuneration shall be competitive, but not leading. An annual assessment is carried out based on external
market data to ensure remuneration is adequate in relation to equivalent positions in the market.
Storebrand shall have an incentive model that supports the Group’s strategy, with emphasis on the customer’s interests and long-term
perspective, an ambitious model of cooperation, as well as transparency that enhances the Storebrand’s reputation. Storebrand will therefore
largely emphasise �xed salaries as an instrument of �nancial compensation, and make use of variable remuneration only to a limited extent. The
Group’s executive management team receives only �xed Income and use a percentage of their �xed salaries to purchase shares in Storebrand
with a lock-in period of three years. This is to clarify that Storebrand’s top management act in accordance with the long-term interests of the
owners.
Employee performance is followed up by a special monitoring system The unit and individual’s action plan are directly linked to the strategy
adopted by the Board. This helps to further strengthen agreement between the owners and the management.
More detailed information about the remuneration of executive personnel may be found in notes 25 (Group) and 6, 16 (ASA) and in the Board’s
statement on the �xing of salaries and other remuneration to executive personnel, which is included in the notice of the General Meeting and
available at www.storebrand.no. Executive personnel are encouraged to hold shares in Storebrand ASA, even beyond the lock-in period.
3. INFORMATION AND COMMUNICATIONS (NO DEVIATIONS FROM THE CODE OF PRACTICE)
1
The Board has issued guidelines for the company’s reporting of �nancial and other information and for contact with shareholders other than
through the General Meeting. Storebrand’s reporting with regard to sustainable investments goes beyond the statutory requirements.
Storebrand’s �nancial calendar is published on the Internet and in the company’s annual report. Financial information is published in the
quarterly and annual reports, as described above under Section 10 – Financial information and Storebrand’s accounting process. Documentation
that is published is available on Storebrand’s website. All reporting is based on the principle of transparency and takes into account the need for
the equal treatment of all participants in the securities markets and the rules concerning good stock exchange practice. Further information may
be found in the chapter for Shareholder matters. Storebrand has its own guidelines for handling insider information, see also section 10 –
Management and control, above.
4. TAKEOVERS (NO DEVIATIONS FROM THE CODE OF PRACTICE)
1
The Board of Directors has prepared guidelines for how to act in the event of a possible takeover bid for the company. These guidelines are
based on the Board of Directors ensuring the transparency of the process and that all the shareholders are treated equally and given an
opportunity to evaluate the bid that has been made. It follows from the guidelines that the Board of Directors will evaluate the bid and issue a
statement on the Board’s opinion of the bid, in addition to obtaining a valuation from an independent expert. Moreover, the Board will in the
event of any takeover bid seek whenever possible to maximise the shareholders’ assets. The guidelines cover the situation before and after a bid
is made.
5. AUDITOR (NO DEVIATIONS FROM THE CODE OF PRACTICE)
1
The external auditor is elected by the General Meeting and is responsible for the �nancial auditing. The external auditor issues an auditor’s
report in connection with the annual �nancial statements and conducts limited audits of the interim �nancial statements. The external auditor
attends Board meetings in which interim �nancial statements are reviewed, and all meetings of the Audit Committee, unless the items on the
agenda do not require the presence of the auditor. The Board has decided that the external auditor must rotate the partner responsible for the
audit assignment every seven years. The external auditor’s work and independence are evaluated every year by the Board’s Audit
Committee. External auditor is elected annually by Storebrand ASA’s General Meeting. The other companies in Storebrand use the same auditor
as Storebrand ASA.
OTHER
As one of the largest investors in the Norwegian stock market, Storebrand has considerable potential in�uence over the development of listed
companies. Storebrand attaches importance to exercising its ownership in listed companies on the basis of straightforward and consistent
ownership principles that place considerable emphasis on sustainability. Storebrand applies the Norwegian Code of Practice for Corporate
Governance in this role. Storebrand has had an administrative Corporate Governance Committee since 2006. The Committee is responsible for
ensuring good corporate governance across Storebrand.
In 2016, Storebrand Asset Management AS also established a Corporate Governance Committee. The Committee has a mandate to set the level
of ambition and establish frameworks for corporate governance. The Committee shall coordinate Storebrand’s use of voting rights, including
prioritising matters and ensuring consistency in the work. The Committee shall meet every quarter.
Storebrand has issued guidelines with respect to employees holding positions of trust in external companies, which regulate, for example, the
number of external board positions.
Further information on Storebrand’s corporate governance can be found at www.storebrand.no > About Storebrand > Facts on Storebrand,
where we have also published an overview of the members of Storebrand’s governing and controlling bodies, CVs for the members of
Storebrand ASA’s Board of Directors, the Articles of Association, and ownership policies.
STATEMENT IN ACCORDANCE WITH SECTION 3-3B, SECOND PARAGRAPH OF THE NORWEGIAN ACCOUNTING ACT
A summary of the matters that Storebrand is to report on in accordance with Section 3-3b, second paragraph of the Norwegian Accounting Act
follow here. The points follow the numbering used in the provision.
1. The principles for Storebrand’s corporate governance have been prepared in accordance with Norwegian law, and they are based on the
Norwegian Code of Practice for Corporate Governance published by the Norwegian Corporate Governance Board (NUES).
2. The Norwegian Corporate Governance Board’s Code of Practice is available at nues.no.
3. Any deviations from the Code of Practice are commented on under each section in the statement above, see the deviations discussed in
section 3.
71
The Board has issued guidelines for the company’s reporting of �nancial and other information and for contact with shareholders other than
through the General Meeting. Storebrand’s reporting with regard to sustainable investments goes beyond the statutory requirements.
Storebrand’s �nancial calendar is published on the Internet and in the company’s annual report. Financial information is published in the
quarterly and annual reports, as described above under Section 10 – Financial information and Storebrand’s accounting process. Documentation
that is published is available on Storebrand’s website. All reporting is based on the principle of transparency and takes into account the need for
the equal treatment of all participants in the securities markets and the rules concerning good stock exchange practice. Further information may
be found in the chapter for Shareholder matters. Storebrand has its own guidelines for handling insider information, see also section 10 –
Management and control, above.
4. TAKEOVERS (NO DEVIATIONS FROM THE CODE OF PRACTICE)
The Board of Directors has prepared guidelines for how to act in the event of a possible takeover bid for the company. These guidelines are
based on the Board of Directors ensuring the transparency of the process and that all the shareholders are treated equally and given an
opportunity to evaluate the bid that has been made. It follows from the guidelines that the Board of Directors will evaluate the bid and issue a
statement on the Board’s opinion of the bid, in addition to obtaining a valuation from an independent expert. Moreover, the Board will in the
event of any takeover bid seek whenever possible to maximise the shareholders’ assets. The guidelines cover the situation before and after a bid
is made.
5. AUDITOR (NO DEVIATIONS FROM THE CODE OF PRACTICE)
The external auditor is elected by the General Meeting and is responsible for the �nancial auditing. The external auditor issues an auditor’s
report in connection with the annual �nancial statements and conducts limited audits of the interim �nancial statements. The external auditor
attends Board meetings in which interim �nancial statements are reviewed, and all meetings of the Audit Committee, unless the items on the
agenda do not require the presence of the auditor. The Board has decided that the external auditor must rotate the partner responsible for the
audit assignment every seven years. The external auditor’s work and independence are evaluated every year by the Board’s Audit
Committee. External auditor is elected annually by Storebrand ASA’s General Meeting. The other companies in Storebrand use the same auditor
as Storebrand ASA.
OTHER
As one of the largest investors in the Norwegian stock market, Storebrand has considerable potential in�uence over the development of listed
companies. Storebrand attaches importance to exercising its ownership in listed companies on the basis of straightforward and consistent
ownership principles that place considerable emphasis on sustainability. Storebrand applies the Norwegian Code of Practice for Corporate
Governance in this role. Storebrand has had an administrative Corporate Governance Committee since 2006. The Committee is responsible for
ensuring good corporate governance across Storebrand.
In 2016, Storebrand Asset Management AS also established a Corporate Governance Committee. The Committee has a mandate to set the level
of ambition and establish frameworks for corporate governance. The Committee shall coordinate Storebrand’s use of voting rights, including
prioritising matters and ensuring consistency in the work. The Committee shall meet every quarter.
Storebrand has issued guidelines with respect to employees holding positions of trust in external companies, which regulate, for example, the
number of external board positions.
Further information on Storebrand’s corporate governance can be found at www.storebrand.no > About Storebrand > Facts on Storebrand,
where we have also published an overview of the members of Storebrand’s governing and controlling bodies, CVs for the members of
Storebrand ASA’s Board of Directors, the Articles of Association, and ownership policies.
STATEMENT IN ACCORDANCE WITH SECTION 3-3B, SECOND PARAGRAPH OF THE NORWEGIAN ACCOUNTING ACT
A summary of the matters that Storebrand is to report on in accordance with Section 3-3b, second paragraph of the Norwegian Accounting Act
follow here. The points follow the numbering used in the provision.
1. The principles for Storebrand’s corporate governance have been prepared in accordance with Norwegian law, and they are based on the
Norwegian Code of Practice for Corporate Governance published by the Norwegian Corporate Governance Board (NUES).
2. The Norwegian Corporate Governance Board’s Code of Practice is available at nues.no.
3. Any deviations from the Code of Practice are commented on under each section in the statement above, see the deviations discussed in
section 3.
4. A description of the main elements of Storebrand’s systems for internal control and risk management related to the �nancial reporting
process is discussed in section 10 above.
5. Provisions in the Articles of Association that refer to the provisions in chapter 5 of the Norwegian Public Limited Companies Act with regard to
the general meeting are discussed in section 6 above.
6. The composition of the governing bodies and a description of the main elements in the current rules of procedure and guidelines can be
found in sections 6, 7, 8 and 9 above.
7. The provisions in the Articles of Association that regulate the appointment and replacement of board members are discussed in section 8
above.
8. Provisions in the Articles of Association and authorisations granting the board the authority to buy back or issue the Group’s own shares are
discussed in section 3 above.
72
Annual report 2017
Directors report and Corporate Governance
Members of Storebrand ASA’s Board of Directors and Committees
Members of Storebrand ASA’s Board of
Directors and Committees
BOARD OF DIRECTORS STOREBRAND ASA
AUDIT COMMITTEE
Chairman
Didirik Munch
Members
Laila S. Dahlen
Håkon Reistad Fure
Gyrid Skalleberg Ingerø
Jan Chr. Opsahl
Karin Bing Orgland
Martin Skancke
Members (employee elected)
Arne Fredrik Håstein
Ingvild Pedersen
Heidi Storruste
RISK COMMITTEE
Chairman
Martin Skancke
Members
Håkon Reistad Fure
Ingvild Pedersen
Chairman
Karin Bing Orgland
Members
Martin Skancke
Heidi Storruste
COMPENSATION COMMITTEE
Chairman
Didrik Munch
Members
Håkon Reistad Fure
Gyrid Skalleberg Ingerø
Arne Fredrik Håstein
NOMINATION COMMITTEE
Chairman
Per Otto Dyb
Members (elected by shareholders)
Odd Ivar Biller
Olaug Svarva
Tor Olav Trøim
73
Annual report 2017
Note
2017
2016
15
26,652
25,829
16
16
16
16
17
30
16
16
16
16
16
16
17
30
18
31
503
99
57
134
665
119
38
598
66
22
122
702
10
65
16,943
11,609
3,157
848
113
4,243
443
2,556
231
4,051
4,074
2,570
18
4,197
289
2,295
167
3,220
60,845
55,891
19
-24,985
-25,313
3, 20
-23,048
-23,748
21
22, 23, 24, 25
26
28
27
-3,943
-4,073
-930
-925
1,475
-3,788
-683
-920
-57,905
-52,978
2,940
-536
2,404
2
2,405
2,913
-406
2,506
-364
2,143
2,375
2,118
11
20
2,405
5.28
449.8
11
14
2,143
4.73
448.2
Storebrand Group
Prot and Loss Account
Prot and Loss Account
NOK Million
Premium income
Net income from financial assets and properties for the company:
– equities and other units at fair value
– bonds and other xed-income securities at fair value
– nancial derivatives at fair value
– loans at fair value
– bonds at amortised cost
– loans at amortised cost
– properties
– prot from investments in associated companies/joint controlled operation
Net income from financial assets and properties for the customers:
– equities and other units at fair value
– bonds and other xed-income securities at fair value
– nancial derivatives at fair value
– loans at fair value
– bonds at amortised cost
– loans at amortised cost
– properties
– prot from investments in associated companies
Other income
Total income
Insurance claims
Change in insurance liabilities
Change in capital bu�er
Operating expenses
Other expenses
Interest expenses
Total expenses before amortisation and write-downs
Group profit before amortisation and write-downs
Amortisation and write-downs of intangible assets
Group pre-tax profit
Tax expenses
Profit/loss for the year
Profit/loss for the year due to:
Share of prot for the period – shareholders
Share of prot for the period – hybrid capital investors
Share of prot for the period – minority
Total
Earnings per ordinary share (NOK)
Average number of shares as basis for calculation (million)
There is no dilution of the shares
74
Storebrand Group
Statement of total comprehensive income
Statement of total comprehensive income
Annual report 2017
NOK Million
Profit/loss for the year
Change in actuarial assumptions
Adjustment of value of properties for own use
Gains/losses from cash �ow hedging
Total comprehensive income elements allocated to customers
Tax on other result elements not to be classi�ed to pro�t/loss
Total other result elements not to be classi�ed to pro�t/loss
Translation di�erences foreign exchange
Unrealised gains on �nancial instruments available for sale
Total other result elements that may be classi�ed to pro�t/loss
Total other comprehensive income elements
Total comprehensive income
Total comprehensive attribute to:
Share of total comprehensive income – shareholders
Share of total comprehensive income – hybrid capital investors
Share of total comprehensive income – minority
Total
Note
42
2017
2,405
-117
130
23
-130
2
-92
387
8
395
303
2016
2,143
-142
102
-60
-102
37
-166
-802
6
-796
-961
2,708
1,181
2,675
1,163
11
22
11
7
2,708
1,181
75
Storebrand Group
Statement of nancial position
Statement of nancial position
NOK Million
Assets company portfolio
Deferred tax assets
Intangible assets and excess value on purchased insurance contracts
Pension assets
Tangible xed assets
Investments in associated companies and joint ventures
Financial assets at amortised cost:
– Bonds
– Loans to nancial institutions
– Loans to customers
Reinsurers’ share of technical reserves
Investment properties at fair value
Biological assets
Annual report 2017
Note
31.12.17
31.12.16
27
28
23
29
30
10, 31, 32
10, 31
637
6 295
3
55
291
3 403
313
595
4 858
57
458
3 398
272
10, 31, 33
26 678
25 310
8, 34
27
50
64
40
51
64
Accounts receivable and other short-term receivables
31, 35
4 834
2 647
Financial assets at fair value:
– Equities and other units
– Bonds and other xed-income securities
– Derivatives
– Loans to customers
Bank deposits
Minority interests in consolidated mutual funds
Total assets company portfolio
Assets customer portfolio
Tangible xed assets
Investments in associated companies
Receivables from associated companies and joint ventures
Financial assets at amortised cost:
– Bonds
– Bonds held-to-maturity
– Loans to customers
Reinsurers’ share of technical reserves
Investment properties at fair value
Properties for own use
Biological assets
Accounts receivable and other short-term receivables
Financial assets at fair value:
– Equities and other units
– Bonds and other xed-income securities
– Derivatives
– Loans to customers
Bank deposits
Total assets customer portfolio
Total assets
Equity and liabilities
Paid-in capital
76
8, 12, 31, 36
363
121
8, 10, 12, 31, 37
31 719
30 503
10, 12, 31, 38
33
10, 31
29
30
30
10, 31, 32
10, 32, 33
10, 31, 33
8, 34
34
31, 35
8, 12, 31, 36
8, 10, 12, 31, 37
10, 12, 31, 38
33
10, 31
1 341
580
3 466
30 303
110 424
488
3 113
39
84 071
15 128
21 425
63
27 403
1 408
791
692
156 071
135 042
2 723
5 104
4 958
458 519
568 943
1 206
1 958
3 694
20 386
95 619
433
1 918
37
79 378
15 644
16 727
106
24 110
2 863
702
1 053
129 416
141 334
3 621
2 346
4 375
424 065
519 684
12 855
11 726
NOK Million
Retained earnings
Hybrid capital
Minority interests
NOK Million
Total equity
Retained earnings
Subordinated loan capital
Hybrid capital
Capital bu�er
Minority interests
Insurance liabilities
Total equity
Pension liabilities
Subordinated loan capital
Deferred tax
Capital bu�er
Financial liabilities:
Insurance liabilities
– Liabilities to nancial institutions
Pension liabilities
– Deposits from banking customers
Deferred tax
– Securities issued
Financial liabilities:
– Derivatives company portfolio
– Liabilities to nancial institutions
– Derivatives customer portfolio
– Deposits from banking customers
Other current liabilities
– Securities issued
Minority interests in consolidated mutual funds
– Derivatives company portfolio
Total liabilities
– Derivatives customer portfolio
Total equity and liabilities
Other current liabilities
Minority interests in consolidated mutual funds
Total liabilities
Total equity and liabilities
Note
31.12.17
31.12.16
17 652
15 631
226
99
226
54
Note
31.12.17
30 832
31.12.16
27 637
9, 31
39
39, 4
23
27
9, 12, 31
9, 12, 31
9, 31
9, 31
39
39, 4
23
27
10, 12, 31, 38
10, 12, 31, 38
9, 12, 31
17 652
8 867
15 631
7 621
21 137
435 749
226
99
16 719
405 257
226
54
30 832
341
8 867
238
21 137
435 749
155
27 637
289
7 621
175
16 719
405 257
407
14 628
16 575
282
1 733
341
238
155
15 238
16 219
326
1 868
289
175
407
9, 12, 31
9, 31, 41
14 628
8 102
15 238
7 542
9, 31
16 575
30 303
16 219
20 386
10, 12, 31, 38
10, 12, 31, 38
538 110
282
492 047
326
568 943
1 733
519 684
1 868
9, 31, 41
8 102
30 303
538 110
568 943
7 542
20 386
492 047
519 684
LYSAKER, 6. FEBRUARY 2018
BOARD OF DIRECTORS OF STOREBRAND ASA
LYSAKER, 6. FEBRUARY 2018
BOARD OF DIRECTORS OF STOREBRAND ASA
77
Annual report 2017
Storebrand Group
Statement of changes in equity
Statement of changes in equity
Majority’s share of equity
Share
capital [2]
Own
share
s
Share
premium
Total
paid in
equity
Currency
translatio
n
differenc
es
Other
equity [3]
Total
retained
earnings
Hybrid
capital
[1]
Minor
ity
interes
ts
Total
equity
2,250
-10
9,485
11,724
1,831
12,646
14,477
226
520
26,946
2,118
2,118
11
-789
-166
-955
14
-7
2,143
-961
-789
1,952
1,163
11
7
1,181
2
2
26
3
26
3
-18
-18
-18
-18
2,250
-8
9,485
11,726
1,042
14,590
15,631
2,375
2,375
385
-84
300
28
3
-11
-14
-477
-18
27,637
2,405
303
-11
226
11
-14
-459
54
20
2
3
3
90
1,037
1,126
385
2,290
2,675
11
22
2,708
44
3
44
3
-695
-695
2
-8
2
-8
47
3
1,129
-11
-2
21
3
-11
-697
2
13
2,339
-5
10,521
12,855
1,426
16,226
17,652
226
99
30,832
Million NOK
Equity at 31
December 2015
Prot for the period
Total other
comprehensive
income elements
Total
comprehensive
income for the
period
Equity transactions
with owners:
Own shares
Hybrid capital
classied as equity
Paid out interest
hybrid capital
Dividend paid
Purchase of
minority interests
Other
Equity at 31
December 2016
Prot for the period
Total other
comprehensive
income elements
Total
comprehensive
income for the
period
Equity transactions
with owners:
Own shares
Issues of shares
Hybrid capital
classied as equity
Paid out interest
hybrid capital
Dividend paid
Purchase of
minority interests
Other
Equity at 31
December 2017
[1]
Perpetual hybrid tier 1 capital classied as equity.
[2]
467 813 982 shares with a nominal value of NOK 5. A capital increase was carried out in 2017 by issuing 17,904,091 shares with a subscription price of NOK 62.90. The
shares have been used as consideration for the purchase of shares in Skagen.
[3]
Includes undistributable funds in the risk equalisation fund amounting to NOK 142 million and security reserves amounting NOK 53 million.
78
Storebrand Group
Cash �ow analysis
Cash �ow analysis
Million NOK
Cash flow from operational activities
Net receipts premium – insurance
Net payments compensation and insurance bene�ts
Net receipts/payments – transfers
Net change insurance liabilities
Receipts – interest, commission and fees from customers
Payments – interest, commission and fees to customers
Taxes paid
Payments relating to operations
Net receipts/payments – other operational activities
Net cash flow from operations before financial assets and banking customers
Net receipts/payments – loans to customers
Net receipts/payments – deposits bank customers
Net receipts/payments – mutual funds
Net receipts/payments – investment properties
Net change in bank deposits insurance customers
Net cash flow from financial assets and banking customers
Net cash flow from operational activities
Cash flow from investment activities
Net receipts – sale of subsidaries
Net payments – purchase of group companies
Net receits/payments – sale/purchase of �xed assets
Net cash flow from investment activities
Cash flow from financing activities
Payments – repayments of loans
Receipts – new loans
Payments – interest on loans
Receipts – subordinated loan capital
Payments – repayment of subordinated loan capital
Payments – interest on subordinated loan capital
Net receipts/payments – loans to and claims from other �nancial institutions
Receipts – issuing of share capital / sale of shares to own employees
Payments – repayment of share capital
Payments – dividends
Payments – repayment of hybrid capital
Net cash flow from financing activities
Net cash flow for the period
– of which net cash �ow in the period before �nancial assets and banking customers
Net movement in cash and cash equivalents
Cash and cash equivalents at start of the period for new/sold out companies
Cash and cash equivalents at start of the period
Currency translation di�erences
Million NOK
Cash and cash equivalents at the end of the period
*
* Consist of:
Total
Loans to �nancial institutions
Bank deposits
Total
Annual report 2017
2017
2016
24,071
-19,221
-2,995
4,501
2,853
-372
-6
26,483
-18,911
-4,647
-1,784
2,896
-587
-3,432
-3,125
-7
5,392
-7,412
-610
4,331
-623
-332
-4,653
739
245
-408
-98
-261
-4,899
4,899
-334
1,126
-150
-377
-252
36
-698
-11
-659
-181
4,471
-181
7
3-965
-11
2017
3,780
3,780
313
3,466
3,780
136
462
-10,969
-2,586
12,935
2,058
-323
1,115
1,576
64
-5
-63
-4
-4,457
3,700
-372
700
-367
-9
14
-14
-11
-816
757
-358
757
-13
3,132
91
2016
3,966
3,966
272
3,694
3,966
79
The cash �ow analysis shows the Group’s cash �ows for operational, investment and �nancial activities pursuant to the direct method. The cash
�ows show the overall change in means of payment over the year.
OPERATIONAL ACTIVITIES
A substantial part of the activities in a �nancial group will be classi�ed as operational. All receipts and payments from insurance activities are
included from the insurance companies, and these cash �ows are invested in �nancial assets that are also de�ned as operational activities. One
subtotal is generated in the statement that shows the net cash �ow from operations before �nancial assets and banking customers, and one
subtotal that shows the cash �ows from �nancial assets and banking customers. This shows that the composition of net cash �ows from
operational activities for a �nancial group includes cash �ows from both operations and investments in �nancial assets. The life insurance
companies’ balance sheets include substantial items linked to the insurance customers that are included on the individual lines in the cash �ow
analysis. Since the cash �ow analysis is intended to show the change in cash �ow for the company, the change in bank deposits for insurance
customers is included on its own line in operating activities to neutralise the cash �ows associated with the customer portfolio in life insurance.
Includes cash �ows for holdings in group companies and tangible �xed assets.
INVESTMENT ACTIVITIES
FINANCING ACTIVITIES
CASH/CASH EQUIVALENTS
Financing activities include cash �ows for equity, subordinated loans and other borrowing that helps fund the Group’s activities. Payments of
interest on borrowing and payments of share dividends to shareholders are �nancial activities.
Cash/cash equivalents are de�ned as claims on central banks and claims on �nancial institutions without notice periods for the company
portfolio. The amount does not include claims on �nancial institutions linked to the insurance customers portfolio, since these are liquid assets
that not available for use by the Group.
Loans to �nancial institutions
Million NOK
* Consist of:
Bank deposits
Total
2017
2016
313
3,466
272
3,694
3,780
3,966
The cash �ow analysis shows the Group’s cash �ows for operational, investment and �nancial activities pursuant to the direct method. The cash
�ows show the overall change in means of payment over the year.
OPERATIONAL ACTIVITIES
A substantial part of the activities in a �nancial group will be classi�ed as operational. All receipts and payments from insurance activities are
included from the insurance companies, and these cash �ows are invested in �nancial assets that are also de�ned as operational activities. One
subtotal is generated in the statement that shows the net cash �ow from operations before �nancial assets and banking customers, and one
subtotal that shows the cash �ows from �nancial assets and banking customers. This shows that the composition of net cash �ows from
operational activities for a �nancial group includes cash �ows from both operations and investments in �nancial assets. The life insurance
companies’ balance sheets include substantial items linked to the insurance customers that are included on the individual lines in the cash �ow
analysis. Since the cash �ow analysis is intended to show the change in cash �ow for the company, the change in bank deposits for insurance
customers is included on its own line in operating activities to neutralise the cash �ows associated with the customer portfolio in life insurance.
INVESTMENT ACTIVITIES
Includes cash �ows for holdings in group companies and tangible �xed assets.
FINANCING ACTIVITIES
Financing activities include cash �ows for equity, subordinated loans and other borrowing that helps fund the Group’s activities. Payments of
interest on borrowing and payments of share dividends to shareholders are �nancial activities.
CASH/CASH EQUIVALENTS
Cash/cash equivalents are de�ned as claims on central banks and claims on �nancial institutions without notice periods for the company
portfolio. The amount does not include claims on �nancial institutions linked to the insurance customers portfolio, since these are liquid assets
that not available for use by the Group.
80
Annual report 2017
Storebrand Group - Notes
Note 1 – Company information and
accounting policies
1. COMPANY INFORMATION
Storebrand ASA is a Norwegian public limited company that is listed on the Oslo Stock Exchange. The consolidated �nancial statements for 2017
were approved by the Board of Directors of Storebrand ASA on 6 February 2018.
The Storebrand Group o�ers a comprehensive range of insurance and asset management services, as well as securities, banking and investment
services, to private individuals, companies, municipalities, and the public sector. The Storebrand Group consists of the business areas
Guaranteed Pensions, Savings, Insurance and Other. The Group’s head o�ce is located at Professor Kohts vei 9, in Lysaker, Norway.
2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES FOR MATERIAL ITEMS ON THE STATEMENT OF FINANCIAL POSITION
The asset side of the Group’s statement of �nancial position comprises, for the most part, �nancial instruments and investment properties.
A large majority of the �nancial instruments are measured at fair value (the fair value option is used), whilst other �nancial instruments that are
included in the categories Loans and receivables and Held to maturity are measured at amortised cost. Financial instruments measured at
amortised cost are largely related to Norwegian pension liabilities with annual interest rate guarantee. In addition, the majority of loans are
measured at amortised cost.
Investment properties are measured at fair value.
Capitalised intangible assets, which mainly comprise excess value relating to insurance contracts and customer relations upon a business
combination, are also recognised on the balance sheet. This excess value is measured at historical cost less annual amortisation and write-
downs.
The liabilities side of the Group’s statement of �nancial position comprises, for the most part, �nancial instruments (liabilities) and provisions
relating to future pension and insurance payments (technical insurance reserves). With the exception of derivatives and insurance liabilities in
Sweden that are measured at fair value, the majority of the �nancial liabilities are measured at amortised cost.
Technical insurance reserves must be adequate and cover liabilities relating to issued insurance contracts. Various methods and principles are
used in the Group when assessing the reserves for di�erent insurance contracts. A considerable part of the insurance liabilities relate to
insurance contracts with interest guarantees. The recognised liabilities related to Norwegian insurance contracts with guaranteed interest rates
are discounted by the basic interest rate (which corresponds to the guaranteed return / interest rate) for the respective insurance contracts.
The recognised liabilities related to the Swedish insurance contracts with guaranteed interest rates in the subsidiary SPP are discounted by an
observable market interest rate and by an estimated market interest rate for terms to maturity when no observable interest rate is available.
The yield curve that is used was changed in the fourth quarter of 2015 and now corresponds essentially to the interest rate that is used in the
Solvency II calculations.
In the case of unit-linked insurance contracts, reserves for the savings element in the contracts will correspond to the value of related asset
portfolios.
Due to the fact that the customers’ assets in the life insurance business (guaranteed pension) have historically yielded a return that has
exceeded the increased value in guaranteed insurance liabilities, the excess amount has been set aside as customer bu�ers (liabilities), including
in the form of additional reserves, value adjustment reserve and conditional bonus.
81
Incurred But Not Settled (IBNS) reserves consist of amounts reserved for claims either incurred but not yet reported or reported but not yet
settled (Incurred But Not Reported “IBNR” and Reported But Not Settled “RBNS”). IBNS reserves are included in both the premium reserve and
claims reserve. The claims reserve must only cover amounts which might have been paid in the accounting year had the claim been settled.
IBNS reserves are measured using mathematical models based on historical information about the portfolio.
3. BASIS FOR PREPARATION OF THE FINANCIAL STATEMENTS
The accounting policies applied in the group accounts are described below. The policies are applied consistently to similar transactions and to
other events involving similar circumstances. There is no required use of uniform accounting policies for insurance contracts.
Storebrand ASA’s consolidated �nancial statements are presented using EU-approved International Financial Reporting Standards (IFRS) and
related interpretations, as well as other Norwegian disclosure requirements laid down in legislation and regulations.
Use of estimates when preparing the consolidated financial statements.
The preparation of the consolidated �nancial statements in accordance with IFRS requires the management to make judgements, estimates and
assumptions that a�ect assets, liabilities, revenue, expenses, the notes to the �nancial statements and information on potential liabilities. Actual
amounts may di�er from these estimates. See Note 2 for further information.
4. CHANGES IN ACCOUNTING POLICIES
New accounting standards that have a signi�cant impact on the consolidated �nancial statements have not been implemented in 2017. For
changes in estimates, see Note 2 for further information.
Changes were made to the classi�cation of certain types of transactions in the income statement, and comparable �gures have been restated.
This has resulted in some minor changes between lines in the income statement, but has no e�ect on the Group result or the classi�cation in the
segment note. Below are the most important result lines subject to the changes:
Net interest income from Bank (this line has been removed from the statement)
Loans at fair value
Loans at amortised cost
Other income
Changes in insurance liabilities
Operating expences
Other expences
Interest expenses
5. NEW IFRS STANDARDS
No new accounting standards that will have a signi�cant impact on the Group result in Storebrand’s consolidated �nancial statements are
expected to be implemented in 2018.
New standards and changes in standards that have not come into effect
IFRS 9
IFRS 9 Financial Instruments will replace the current IAS39. IFRS 9 is applicable from 1 January 2018. For insurance-dominated groups and
companies, IFRS 4 allows for either the implementation of IFRS 9 to be deferred (deferral approach) or to enter the di�erences between IAS39
and IFRS 9 through Other Comprehensive Income (overlay approach) until implementation of IFRS 17 on 1 January 2021. The Storebrand Group
quali�es for temporary deferral of IFRS 9 because over 90 per cent of the Group’s total liabilities as at 31 December 2015 were linked to the
insurance business. For the Storebrand Group, IFRS 9 will be implemented together with IFRS 17, applicable from 1 January 2021.
IFRS 9 deals with recognition, classi�cation and measurement, impairment, derecognition and hedge accounting of �nancial instruments. IFRS 9
involves rules for classi�cation based on the business model, altered hedge accounting requirements and rules for write-downs of �nancial
assets that result in losses being recorded earlier than under IAS39. Under IAS39, impairment losses will be entered when there are objective
criteria for an actual loss having taken place, while under IFRS 9, the probability of loss (expected loss) must be calculated based on the elements
relating to the �nancial instrument and elements relating to more general macroeconomic factors
82
Under IFRS 9, �nancial assets are classi�ed into three measurement categories: fair value through pro�t or loss, fair value through other
comprehensive income (OCI) and amortised cost. Instruments that, in principle, shall be measured at amortised cost or at fair value through OCI
can be measured at fair value through pro�t or loss if this eliminates or signi�cantly reduces a recognition inconsistency.
For �nancial liabilities, the rules are principally the same as for the current IAS39.
IFRS 9 simpli�es the requirements for hedge accounting by the hedge e�ectiveness being more closely linked to the executive management’s
risk management practices.
Storebrand is working on preparing for the implementation of IFRS9, including assessing the e�ects implementation of IFRS9 will have for
Storebrand’s consolidated �nancial statements.
IFRS 17
A key standard for the Storebrand consolidated �nancial statements will be IFRS17 Insurance Contracts, which shall replace the current IFRS4.
The standard was published by IASB on 18 May 2017 and will apply from 1 January 2021.
In principle, IFRS17 shall be applied using a full retrospective approach. This means that all applicable insurance contracts shall be recalculated
according to IFRS 17 as if IFRS 17 had been applicable from the date the contracts were entered into. However, if full retrospective application is
close to impossible, the standard permits modi�cation of the requirement and a modi�ed retrospective approach or fair value approach may
then be used.
IFRS 17 will entail signi�cant changes to the method used for measuring insurance contracts and how earnings and �nancial position are
presented.
The standard requires that the recognised value of insurance contracts shall consist of the following components:
Probability weighted estimate of future contributions and payments related to the contracts.
The cash �ows are discounted by an interest rate that re�ects the risk of the cash �ows.
A supplement is added for the risk margin.
When entering into a contract, the expected pro�t is also set aside as a liability. This is recognised as income over the duration of the contract
(provided that the contract is not considered to be a loss contract on the issuing date).
Grouping of contracts will be important for recognition and measurement of insurance contracts. Grouping will take place based on contracts
with equal risk and that are managed together creating a portfolio. Portfolios will then be divided into groups according to years, with a
maximum of a one year spread for contract duration per group. There should also be a di�erentiation made between unpro�table, pro�table
without risk of becoming unpro�table and other contracts.
IFRS17 requires that components that are distinct from the insurance component are separated and recognised according to the rules in the
relevant standard In order to be distinct, the component must be able to be sold separately in the same market, either by a player that issues
insurance or by others.
The standard introduces three models for measuring insurance contracts.
General approach: The expected contractual service margin (CSM) of premiums is recognised as a liability at the entering into of the contract
and recognised in the income statement in line with the provision of the insurance services.
Premium allocation approach: Simpli�ed approach whereby the insurance premium is recognised as income on a straight-line basis over the
term of the contract. This can only be used for contracts with a duration of up to 12 months.
Variable fee approach: Variant of the general approach, but whereby the return is included in the calculation of the expected contractual
service margin (CSM).
Storebrand is working on preparing for implementation of IFRS17, including assessing the e�ects implementation of IFRS 17 will have for
Storebrand’s consolidated �nancial statements.
IFRS 15
83
Under IFRS 9, �nancial assets are classi�ed into three measurement categories: fair value through pro�t or loss, fair value through other
comprehensive income (OCI) and amortised cost. Instruments that, in principle, shall be measured at amortised cost or at fair value through OCI
can be measured at fair value through pro�t or loss if this eliminates or signi�cantly reduces a recognition inconsistency.
For �nancial liabilities, the rules are principally the same as for the current IAS39.
IFRS 9 simpli�es the requirements for hedge accounting by the hedge e�ectiveness being more closely linked to the executive management’s
risk management practices.
Storebrand is working on preparing for the implementation of IFRS9, including assessing the e�ects implementation of IFRS9 will have for
Storebrand’s consolidated �nancial statements.
A key standard for the Storebrand consolidated �nancial statements will be IFRS17 Insurance Contracts, which shall replace the current IFRS4.
The standard was published by IASB on 18 May 2017 and will apply from 1 January 2021.
In principle, IFRS17 shall be applied using a full retrospective approach. This means that all applicable insurance contracts shall be recalculated
according to IFRS 17 as if IFRS 17 had been applicable from the date the contracts were entered into. However, if full retrospective application is
close to impossible, the standard permits modi�cation of the requirement and a modi�ed retrospective approach or fair value approach may
IFRS 17 will entail signi�cant changes to the method used for measuring insurance contracts and how earnings and �nancial position are
IFRS 17
then be used.
presented.
The standard requires that the recognised value of insurance contracts shall consist of the following components:
Probability weighted estimate of future contributions and payments related to the contracts.
The cash �ows are discounted by an interest rate that re�ects the risk of the cash �ows.
A supplement is added for the risk margin.
When entering into a contract, the expected pro�t is also set aside as a liability. This is recognised as income over the duration of the contract
(provided that the contract is not considered to be a loss contract on the issuing date).
Grouping of contracts will be important for recognition and measurement of insurance contracts. Grouping will take place based on contracts
with equal risk and that are managed together creating a portfolio. Portfolios will then be divided into groups according to years, with a
maximum of a one year spread for contract duration per group. There should also be a di�erentiation made between unpro�table, pro�table
without risk of becoming unpro�table and other contracts.
IFRS17 requires that components that are distinct from the insurance component are separated and recognised according to the rules in the
relevant standard In order to be distinct, the component must be able to be sold separately in the same market, either by a player that issues
insurance or by others.
The standard introduces three models for measuring insurance contracts.
General approach: The expected contractual service margin (CSM) of premiums is recognised as a liability at the entering into of the contract
and recognised in the income statement in line with the provision of the insurance services.
Premium allocation approach: Simpli�ed approach whereby the insurance premium is recognised as income on a straight-line basis over the
term of the contract. This can only be used for contracts with a duration of up to 12 months.
Variable fee approach: Variant of the general approach, but whereby the return is included in the calculation of the expected contractual
service margin (CSM).
Storebrand is working on preparing for implementation of IFRS17, including assessing the e�ects implementation of IFRS 17 will have for
Storebrand’s consolidated �nancial statements.
IFRS 15
The new standard for recognising revenue from contracts with customers enters into force on 1 January 2018. IFRS 15 introduces a �ve-step
model for recognising revenues from contracts with customers. Under IFRS 15, revenues are recognised in an amount that re�ects the
consideration to which an entity expects to be entitled in exchange for goods or services to a customer.
The standard applies for all contracts that are entered into from and including 1 January 2018, and for existing contracts that are not concluded
on this date. The purpose of the standard is to remove the inconsistency and weaknesses that exist in current revenue recognition standards
and improve the comparability of revenue recognition between business enterprises, industries and geographic regions.
The new revenue recognition standard will replace all revenue recognition requirements in accordance with IFRS.
Revenue recognition in the Storebrand Group will be primarily regulated by IAS39/IFRS9 and IFRS4. Revenue that will be recognised under Other
Income is assessed in relation to IFRS 15. The implementation of IFRS15 will not have any signi�cant impact on the Group result in Storebrand’s
consolidation �nancial statements.
IFRS 16
IFRS 16 Leases, replaces the current IAS 17 and is applicable from 1 January 2019. IFRS 16 establishes principles for the recognition,
measurement, presentation and disclosure of leases. The new leasing standard will not result in major changes for lessors, but will however
signi�cantly change accounting by lessees. IFRS 16 requires that, in principle, lessees recognise all leases in the balance sheet according to a
simpli�ed model that resembles the accounting treatment of �nancial leases in accordance with IAS17. The present value of the combined lease
payments shall be recognised on the balance sheet as debt and an asset that re�ects the right of use of the asset during the lease period. The
recognised asset is amortised over the lease period and the depreciation expense is recognised as an operating expense on an ongoing basis.
The interest expense on the lease commitment is recognised as a �nancial expense.
Storebrand is working on preparing for the implementation of IFRS 16, including assessing the e�ects implementation of IFRS 16 will have for
Storebrand’s consolidated �nancial statements.
6. CONSOLIDATION
The consolidated �nancial statements combine Storebrand ASA and companies where Storebrand ASA has a controlling interest. Minority
interests are included in the Group’s equity, unless there are options or other conditions that entail that minority interests are measured as
liabilities.
Storebrand Livsforsikring AS, Storebrand Asset Management AS, Storebrand Bank ASA and Storebrand Forsikring AS are signi�cant subsidiaries
owned directly by Storebrand ASA. Storebrand Livsforsikring AS also owns the Swedish holding company Storebrand Holding AB, which in turn
owns SPP Pension & Försäkring AB (publ). On acquiring the Swedish operations in 2007, the authorities instructed Storebrand to make an
application to maintain a group structure by the end of 2009. Storebrand has �led an application to maintain the existing group structure. A
controlling interest in Skagen AS was acquired in 2017 and is owned by Storebrand Asset Management AS. The Norwegian authorities have
granted Storebrand an exemption from the requirement to organise equivalent businesses in the same company. This exemption expires in
2022.
Investments in associated companies (normally investments of between 20 per cent and 50 per cent of the company’s equity) in which the Group
exercises signi�cant in�uence are consolidated in accordance with the equity method. Investments in joint ventures are recognised in
accordance with the equity method.
Storebrand consolidates certain funds in the Group’s statement of �nancial position when the requirement for control pursuant to IFRS10 has
been met. This encompasses funds in which Storebrand has an ownership interest of approximately 40 per cent or more, which are managed by
companies in the Storebrand Group. In the Group’s accounts, such funds are consolidated fully in the statement of �nancial position, and the
minority ownership interests are shown on a line for assets and on a corresponding line for liabilities. Other investors in the relevant funds are
considered to be minority interests, since they can demand redemption of their ownership interests and, as a result of this, the minority stake is
classi�ed as liabilities in the consolidated �nancial statements of Storebrand.
Currencies and translation of foreign companies’ accounts
The Group’s presentation currency is Norwegian kroner. Foreign companies included in the Group which use a di�erent functional currency are
translated into Norwegian kroner. The income statement �gures are translated using an average exchange rate for the year and the statement
of �nancial position is translated using the exchange rate prevailing at the end of the �nancial year. As di�erences will arise between the
84
exchange rates applied when recording items in the statement of �nancial position and the income statement, any translation di�erences are
recognised in total comprehensive income.
Elimination of internal transactions
Internal receivables and payables, internal gains and losses, interest, dividends and similar between companies in the Group are eliminated in
the consolidated �nancial statements. Transactions between the customer portfolios and the company portfolio in the life insurance business
and between the customer portfolios in the life insurance business and other companies in the Group will not be eliminated in the consolidated
accounts. Pursuant to the life insurance regulations, transactions with customer portfolios are carried out a fair value.
7. BUSINESS COMBINATIONS
The acquisition method is applied when accounting for acquisition of businesses. The consideration is measured at fair value. The direct
acquisition expenses are recognised when they arise, when the exception of expenses related to raising debt or equity (new issues).
When making investments, including purchasing investment properties, a decision is made as to whether the purchase constitutes acquisition of
a business pursuant to IFRS 3. When such acquisitions are not regarded as an acquisition of a business, the acquisition method pursuant to IFRS
3 Business Combinations is not applied, which in turn means that provisions are not made for deferred tax as would have occurred in a business
combination.
8. INCOME RECOGNITION
Premium income
Net premium income includes the year’s premiums written (including savings elements, administration premium, fees for issuing Norwegian
interest rate guarantees and pro�t element risk), premium reserves transferred and ceded reinsurance. Annual premiums are generally accrued
on a straight-line basis over the coverage period.
Income from properties and financial assets
Income from properties and �nancial assets are described in Sections 10 and 11.
Other income
Fees are recognised when the income can be measured reliably and is earned. Fixed fees are recognised as income in line with delivery of the
service, and performance fees are recognised as income once the success criteria have been met.
9. GOODWILL AND INTANGIBLE ASSETS
Added value when acquiring a business that cannot be directly attributable to assets or liabilities on the date of the acquisition is classi�ed as
goodwill on the statement of �nancial position. Goodwill is measured at acquisition cost on the date of the acquisition. Goodwill arising from the
acquisition of subsidiaries is classi�ed as an intangible asset.
Goodwill is not amortised, instead it is tested for impairment. Goodwill is reviewed for impairment if there are indications that its value has
become impaired. The review is conducted at least annually and determines the recoverable amount of goodwill.
If the discounted present value of the pertinent future cash �ows is less than the carrying value, goodwill will be written down to its fair value.
Reversal of an impairment loss for goodwill is prohibited even if information later comes to light showing that there is no longer a need for the
write-down or the impairment loss has been reduced. Goodwill is allocated to the relevant cash �ow generating units that are expected to
bene�t from the acquisition so that it can subsequently be tested for impairment.
Goodwill arising from the acquisition of interests in associated companies is included in investments in associated companies, and tested
annually for impairment in connection with the assessment of book value.
Intangible assets with limited useful economic lives are measured at acquisition cost less accumulated amortisation and any write downs. The
useful life and amortisation method are measured each year. With initial recognition of intangible assets in the statement of �nancial position, it
must be demonstrated that probable future economic bene�ts attributable to the asset will �ow to the Group. The cost of the asset must also be
measured reliably. The value of an intangible asset is tested for impairment when there are indications that its value has been impaired. In other
respects intangible assets are subject to write-downs and reversals of write-downs in the same manner as described for tangible �xed assets.
10. ADEQUACY TEST FOR INSURANCE LIABILITIES AND RELATED EXCESS VALUES
85
exchange rates applied when recording items in the statement of �nancial position and the income statement, any translation di�erences are
recognised in total comprehensive income.
Elimination of internal transactions
Internal receivables and payables, internal gains and losses, interest, dividends and similar between companies in the Group are eliminated in
the consolidated �nancial statements. Transactions between the customer portfolios and the company portfolio in the life insurance business
and between the customer portfolios in the life insurance business and other companies in the Group will not be eliminated in the consolidated
accounts. Pursuant to the life insurance regulations, transactions with customer portfolios are carried out a fair value.
7. BUSINESS COMBINATIONS
The acquisition method is applied when accounting for acquisition of businesses. The consideration is measured at fair value. The direct
acquisition expenses are recognised when they arise, when the exception of expenses related to raising debt or equity (new issues).
When making investments, including purchasing investment properties, a decision is made as to whether the purchase constitutes acquisition of
a business pursuant to IFRS 3. When such acquisitions are not regarded as an acquisition of a business, the acquisition method pursuant to IFRS
3 Business Combinations is not applied, which in turn means that provisions are not made for deferred tax as would have occurred in a business
combination.
8. INCOME RECOGNITION
Premium income
Net premium income includes the year’s premiums written (including savings elements, administration premium, fees for issuing Norwegian
interest rate guarantees and pro�t element risk), premium reserves transferred and ceded reinsurance. Annual premiums are generally accrued
on a straight-line basis over the coverage period.
Income from properties and financial assets
Income from properties and �nancial assets are described in Sections 10 and 11.
Other income
Fees are recognised when the income can be measured reliably and is earned. Fixed fees are recognised as income in line with delivery of the
service, and performance fees are recognised as income once the success criteria have been met.
9. GOODWILL AND INTANGIBLE ASSETS
Added value when acquiring a business that cannot be directly attributable to assets or liabilities on the date of the acquisition is classi�ed as
goodwill on the statement of �nancial position. Goodwill is measured at acquisition cost on the date of the acquisition. Goodwill arising from the
acquisition of subsidiaries is classi�ed as an intangible asset.
Goodwill is not amortised, instead it is tested for impairment. Goodwill is reviewed for impairment if there are indications that its value has
become impaired. The review is conducted at least annually and determines the recoverable amount of goodwill.
If the discounted present value of the pertinent future cash �ows is less than the carrying value, goodwill will be written down to its fair value.
Reversal of an impairment loss for goodwill is prohibited even if information later comes to light showing that there is no longer a need for the
write-down or the impairment loss has been reduced. Goodwill is allocated to the relevant cash �ow generating units that are expected to
bene�t from the acquisition so that it can subsequently be tested for impairment.
Goodwill arising from the acquisition of interests in associated companies is included in investments in associated companies, and tested
annually for impairment in connection with the assessment of book value.
Intangible assets with limited useful economic lives are measured at acquisition cost less accumulated amortisation and any write downs. The
useful life and amortisation method are measured each year. With initial recognition of intangible assets in the statement of �nancial position, it
must be demonstrated that probable future economic bene�ts attributable to the asset will �ow to the Group. The cost of the asset must also be
measured reliably. The value of an intangible asset is tested for impairment when there are indications that its value has been impaired. In other
respects intangible assets are subject to write-downs and reversals of write-downs in the same manner as described for tangible �xed assets.
10. ADEQUACY TEST FOR INSURANCE LIABILITIES AND RELATED EXCESS VALUES
A liability adequacy test must be conducted of the insurance liability pursuant to IFRS 4 each time the �nancial statements are presented. The
test conducted in Storebrand’s consolidated �nancial statements is based on the Group’s calculation of capital. The liability adequacy test was
carried out prior to the implementation of IFRS. Intangible assets with unlimited useful economic lives are not amortised, but are tested for
impairment annually or whenever there are indications that the value has been impaired.
11. INVESTMENT PROPERTIES
Investment properties are measured at fair value. Fair value is the amount for which an asset could be exchanged between well-informed,
willing parties in an arm’s length transaction. Income from investment properties consists of both changes in fair value and rental income.
Investment properties primarily consist of centrally located o�ce buildings, shopping centres and logistics buildings. Properties leased to
tenants outside the Group are classi�ed as investment properties. In the case of properties partly occupied by the Group for its own use and
partly let to tenants, the identi�able tenanted portion is treated as an investment property. All properties that are owned by the customer
portfolios are measured at fair value and the changes in value are allocated to the customer portfolios.
12. FINANCIAL INSTRUMENTS
12-1. General policies and definitions
Recognition and derecognition
Financial assets and liabilities are included in the statement of �nancial position from such time Storebrand becomes party to the instrument’s
contractual terms and conditions. Normal purchases and sales of �nancial instruments are recorded on the transaction date. When a �nancial
asset or a �nancial liability is initially recognised in the �nancial statements, it is valued at fair value. Initial recognition includes transaction costs
directly related to the acquisition or issue of the �nancial asset/liability if it is not a �nancial asset/liability at fair value through pro�t or loss.
Financial assets are derecognised when the contractual right to the cash �ow from the �nancial asset expires, or when the company transfers
the �nancial asset to another party in a transaction by which all, or virtually all, the risk and reward associated with ownership of the asset is
transferred.
Financial liabilities are derecognised in the statement of �nancial position when they cease to exist, i.e. once the contractual liability has been
ful�lled, cancelled or has expired.
Definition of amortised cost
Subsequent to initial recognition, held-to-maturity investments, loans and receivables as well as �nancial liabilities not at fair value in pro�t or
loss, are measured at amortised cost using the e�ective interest method. The calculation of the e�ective interest rate involves estimating all cash
�ows and all of the contractual terms of the �nancial instruments (for example early repayment, call options and equivalent options). The
calculation includes all fees and margins paid or received between the parties to the contract that are an integral part of the e�ective interest
rate, transaction costs and all other premiums or discounts.
Definition of fair value
The fair value of �nancial assets listed on a stock exchange or on another regulated market in which regular trading takes place is determined as
the bid price on the last trading day up to and including the reporting date.
If a market for a �nancial instrument is not active, fair value is determined by using valuation techniques. Such valuation techniques make use of
recent arm’s length market transactions between independent, unrelated, and well informed parties where available, reference to the current
fair value of another instrument that is substantially the same, discounted cash �ow analysis, and options pricing models. If a valuation
technique is in common use by participants in the market and this method has proved to provide reliable estimates of prices actually achieved in
market transactions, this method is used.
Impairment of �nancial assets
For �nancial assets carried at amortised cost, an assessment is made on each reporting date whether there is any objective evidence that a
�nancial asset or group of �nancial assets is impaired.
If there is objective evidence that impairment has occurred, the amount of the loss is measured as the di�erence between the asset’s carrying
amount and the present value of the estimated future cash �ows (excluding future credit losses that have not occurred) discounted at the
�nancial asset’s original e�ective interest rate (i.e. the e�ective interest rate calculated at initial recognition). The amount of the loss is
recognised in the income statement.
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Losses expected as a result of future events, no matter how likely, are not recognised.
12-2. Classification and measurement of financial assets and liabilities
Financial assets are classi�ed into one of the following categories:
Financial assets held for trading.
Financial assets at fair value through pro�t or loss in accordance with the fair value option (FVO).
Financial assets held to maturity.
Financial assets, loans and receivables.
Held for trading
A �nancial asset is held for trading if:
it has been acquired principally for the purpose of selling or repurchasing it in the near term, is part of a portfolio of identi�ed �nancial
instruments that are managed together and there is evidence of a recent actual pattern of short-term pro�t-taking, or
it is a derivative that is not designated and e�ective as a hedging instrument.
With the exception of derivatives, only a limited proportion of Storebrand’s �nancial assets fall into this category.
Financial assets held for trading are measured at fair value at the reporting date, with all changes in their fair value recognised in pro�t or loss.
At fair value through pro�t or loss in accordance with the fair value option (FVO)
A signi�cant proportion of Storebrand’s �nancial instruments are classi�ed in the category of fair value through pro�t or loss because:
such classi�cation reduces the mismatch in the measurement or recognition that would otherwise arise as a result of the di�erent rules for
measuring assets and liabilities, or
the �nancial assets form part of a portfolio that is managed and reported on a fair value basis.
The accounting is equivalent to that of the held for trading category (the instruments are measured at fair value and changes in value are
recognised in the income statement).
Investments held to maturity
Held to maturity investments are non-derivative �nancial assets with �xed or determinable payments and �xed maturity and that a company
has the intention and ability to hold to maturity, with the exclusion of:
assets that are designated in initial recognition as assets at fair value through pro�t or loss, and
assets that are de�ned as loans and receivables.
Assets held to maturity are recognised at amortised costs using the e�ective interest method. The category is used in the Norwegian life
insurance business for assets linked to insurance contracts with interest rate guarantees.
Loans and receivables
Loans and receivables are non-derivative �nancial assets with �xed or determinable payments that are not quoted in an active market, with the
exception of assets that the company intends to sell immediately or in the near term that are classi�ed as held for trading and those that the
company upon initial recognition designates at fair value through pro�t or loss.
Loans and receivables are recognised at amortised cost using the e�ective interest method. The category is used in the Norwegian life insurance
business linked to insurance contracts with a guaranteed interest rate, and in the banking business.
Loans and receivables that are designated as hedged items are subject to measurement under the hedge accounting requirements.
12-3. Derivatives
Definition of a derivative
A derivative is a �nancial instrument or other contract within the scope of IAS39, and which has all three of the following characteristics:
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the value of the derivative changes in response to the change in a speci�ed interest rate, �nancial instrument price, commodity price, foreign
exchange rate, index of prices or rates, credit rating or credit index, or other variable (often referred to as the ‘underlying’),
it requires no initial net investment or an initial net investment that is smaller than would be required for other types of contracts that would
be expected to have a similar response to changes in market factors,
it is settled at a future date.
Accounting treatment of derivatives that are not hedging
Derivatives that do not meet the criteria for hedge accounting are recognised as �nancial instruments held for trading. The fair value of such
derivatives is classi�ed as either an asset or a liability with changes in fair value through pro�t or loss.
The majority of the derivatives used routinely for asset management fall into this category.
Some of the Group’s insurance contracts contain embedded derivatives such as interest rate guarantees. These insurance contracts do not
follow the accounting standard IAS 39 Financial Instruments, but follow the accounting standard IFRS 4 Insurance Contracts, and the embedded
derivatives are not continually measured at fair value.
12-4. Hedge accounting
Fair value hedging
Storebrand uses fair value hedging, where the items hedged are �nancial assets and �nancial liabilities measured at amortised cost. Derivatives
are recognised at fair value through pro�t or loss or are included in total comprehensive income. Changes in the value of the hedged item that
are attributable to the hedged risk adjusts the carrying amount of the hedged item and is recognised through pro�t or loss.
Hedging of net investments
Hedging of net investments in foreign businesses is recognised in the accounts in the same way as cash �ow hedging. Gains and losses on the
hedging instrument that relate to the e�ective part of the hedging are recognised through total comprehensive income, while gains and losses
that relate to the ine�ective part are recognised immediately in the accounts in the pro�t and loss account. The total loss or gain in equity is
recognised in the pro�t and loss account when the foreign business is sold or wound up.
Combined fair value and cash flow hedging
Some borrowing in foreign currency is hedged by means of hedging instruments (derivatives). The cash �ows in the hedged item coincide with
the cash �ows of the hedging instruments. Derivatives are recognised at fair value. Hedge accounting is carried out by dividing the hedge into
fair value hedging of the interest and a cash �ow hedging of the margin. Net changes in the value of the cash �ow hedge are recognised in the
Statement of Total Comprehensive Income.
12-5. Financial liabilities
Subsequent to initial recognition, all �nancial liabilities are primarily measured at amortised cost using an e�ective interest method.
13. ACCOUNTING FOR THE INSURANCE BUSINESS
The accounting standard IFRS 4 Insurance Contracts addresses the accounting treatment of insurance contracts. Storebrand’s insurance
contracts fall within the scope of this standard. IFRS 4 is meant to be a temporary standard and it allows the use of non-uniform principles for
the treatment of insurance contracts in consolidated �nancial statements. In the consolidated �nancial statements, the technical insurance
reserves in the respective subsidiaries are included, as calculated on the basis of the laws of the individual countries. This also applies to
insurance contracts acquired via business combinations. In such cases, positive excess values, cf. IFRS 4 no. 31b), are capitalised as assets.
Pursuant to IFRS 4, the technical insurance reserves must be adequate. When assessing the adequacy associated with recognised acquired
insurance contracts, reference must also be made to IAS37 Provisions, Contingent Liabilities and Contingent Assets, and Solvency II calculations.
An explanation of the accounting policies for the most important technical insurance reserves can be found below.
13-1. General – life insurance
Claims for own account
Claims for own account comprise claims settlements paid out, less reinsurance received, premium reserves transferred to other companies,
reinsurance ceded and changes in claims reserves. Claims not settled or paid out are provided for by allocation to the claims reserve under the
item, changes in insurance liabilities.
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Changes in insurance liabilities
These comprise premium savings that are taken to income under premium income and that are paid under claims. This item also includes
guaranteed returns on the premium reserve and the premium fund, as well as returns to customers beyond the guarantees.
Insurance liabilities
The premium reserve represents the present value of the company’s total insurance liabilities, including future administration costs in
accordance with the individual insurance contracts, after deducting the present value of agreed future premiums. In the case of individual
account policies with �exible premium payments, the total policy value is included in the premium reserve. The premium reserve is equivalent to
100 per cent of the guaranteed surrender or transfer value of insurance contracts prior to any fees for early surrender or transfer and the
policies’ share of the market value adjustment reserve.
The premium reserve is calculated using the same assumptions as those used to calculate premiums for the individual insurance contracts, i.e.
assumptions about mortality and disability rates, interest rates and costs. In addition, the provisions are increased due to expected increased life
expectancy. Premium tari�s are based on the observed level of mortality and disability in the population with the addition of security margins
that include expected future developments in this respect.
The premium reserve includes reserve amounts for future administration costs for all lines of insurance including settlement costs
(administration reserve). In the case of paid-up contracts, the present value of all future administration costs is allocated in full to the premium
reserve. In the case of contracts with future premium payments, a deduction is made for the proportion of future administration costs expected
to be �nanced by future premium receipts.
A substantial proportion of the Norwegian insurance contracts have a one-year interest guarantee, meaning that the guaranteed return must be
achieved every year. A substantial proportion of the Swedish insurance contracts have a guaranteed return up to the time of the pension
payments.
Insurance liabilities, special investments portfolio
The insurance reserves allocated to cover liabilities associated with the value of the special investments portfolio must always equal the value of
the investments portfolio assigned to the contract. The proportion of pro�t in the risk result is included. The company is not exposed to
investment risk on customer assets, since the customers are not guaranteed a minimum return. The only exception is in the event of death,
when the bene�ciaries are repaid the amount originally paid in for annuity insurance and for guaranteed account (Garantikonto).
IBNS reserves
Included in the premium reserve for insurance risk are provisions for claims either occurred but not yet reported or reported but not yet settled.
IBNR are reserves for potential future payments when Storebrand has yet to be informed about whether an instance of disability, death or other
instance entailing compensation has occurred. Since Storebrand is neither aware of the frequency nor the amount payable, IBNR is estimated
using mathematical models based on historical information about the portfolio. Correspondingly, RBNS is a provision for potential future
payments when Storebrand has knowledge of the incident, but has not settled the claim. Mathematical models based on historical information
are also used to estimate the reserves.
Transfers of premium reserves, etc. (transfers)
Transfers of premium reserves resulting from transfers of policies between insurance companies are recorded in the pro�t and loss account as
net premiums for own account in the case of reserves received and claims for own account in the case of reserves paid out. The recognition of
costs and income takes place on the date the insured risk is ceded. The premium reserve in the insurance liabilities is reduced / increased on the
same date. The premium reserve transferred includes the policy’s share of additional statutory reserves, the market value adjustment reserve,
conditional bonus and the pro�t for the year. Transferred additional reserves are not shown as part of premium income, but are reported
separately as changes in insurance liabilities. Transferred amounts are classi�ed as current receivables or liabilities until the transfer takes place.
Selling costs
Selling costs in the Norwegian life insurance business are expensed, whilst in the Swedish subsidiaries selling costs are recorded in the
statement of �nancial position and amortised over the expected duration of the product.
13-2. Life insurance – Norway
Additional statutory reserves
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These comprise premium savings that are taken to income under premium income and that are paid under claims. This item also includes
guaranteed returns on the premium reserve and the premium fund, as well as returns to customers beyond the guarantees.
Changes in insurance liabilities
Insurance liabilities
The premium reserve represents the present value of the company’s total insurance liabilities, including future administration costs in
accordance with the individual insurance contracts, after deducting the present value of agreed future premiums. In the case of individual
account policies with �exible premium payments, the total policy value is included in the premium reserve. The premium reserve is equivalent to
100 per cent of the guaranteed surrender or transfer value of insurance contracts prior to any fees for early surrender or transfer and the
policies’ share of the market value adjustment reserve.
The premium reserve is calculated using the same assumptions as those used to calculate premiums for the individual insurance contracts, i.e.
assumptions about mortality and disability rates, interest rates and costs. In addition, the provisions are increased due to expected increased life
expectancy. Premium tari�s are based on the observed level of mortality and disability in the population with the addition of security margins
that include expected future developments in this respect.
The premium reserve includes reserve amounts for future administration costs for all lines of insurance including settlement costs
(administration reserve). In the case of paid-up contracts, the present value of all future administration costs is allocated in full to the premium
reserve. In the case of contracts with future premium payments, a deduction is made for the proportion of future administration costs expected
to be �nanced by future premium receipts.
A substantial proportion of the Norwegian insurance contracts have a one-year interest guarantee, meaning that the guaranteed return must be
achieved every year. A substantial proportion of the Swedish insurance contracts have a guaranteed return up to the time of the pension
payments.
Insurance liabilities, special investments portfolio
The insurance reserves allocated to cover liabilities associated with the value of the special investments portfolio must always equal the value of
the investments portfolio assigned to the contract. The proportion of pro�t in the risk result is included. The company is not exposed to
investment risk on customer assets, since the customers are not guaranteed a minimum return. The only exception is in the event of death,
when the bene�ciaries are repaid the amount originally paid in for annuity insurance and for guaranteed account (Garantikonto).
IBNS reserves
Included in the premium reserve for insurance risk are provisions for claims either occurred but not yet reported or reported but not yet settled.
IBNR are reserves for potential future payments when Storebrand has yet to be informed about whether an instance of disability, death or other
instance entailing compensation has occurred. Since Storebrand is neither aware of the frequency nor the amount payable, IBNR is estimated
using mathematical models based on historical information about the portfolio. Correspondingly, RBNS is a provision for potential future
payments when Storebrand has knowledge of the incident, but has not settled the claim. Mathematical models based on historical information
are also used to estimate the reserves.
Transfers of premium reserves, etc. (transfers)
Transfers of premium reserves resulting from transfers of policies between insurance companies are recorded in the pro�t and loss account as
net premiums for own account in the case of reserves received and claims for own account in the case of reserves paid out. The recognition of
costs and income takes place on the date the insured risk is ceded. The premium reserve in the insurance liabilities is reduced / increased on the
same date. The premium reserve transferred includes the policy’s share of additional statutory reserves, the market value adjustment reserve,
conditional bonus and the pro�t for the year. Transferred additional reserves are not shown as part of premium income, but are reported
separately as changes in insurance liabilities. Transferred amounts are classi�ed as current receivables or liabilities until the transfer takes place.
Selling costs
Selling costs in the Norwegian life insurance business are expensed, whilst in the Swedish subsidiaries selling costs are recorded in the
statement of �nancial position and amortised over the expected duration of the product.
13-2. Life insurance – Norway
Additional statutory reserves
The company is allowed to make allocations to the additional statutory reserves to ensure the solvency of its life insurance business. These
additional reserves are divided among the contracts and can be used to cover a negative interest result up to the interest rate guarantee. In the
event that the company does not achieve a return that equals the basic interest rate in any given year, the allocation can be reversed from the
contract to enable the company to meet interest rate guarantee. This will result in a reduction in the additional statutory reserves and a
corresponding increase in the premium reserve for the contract. For allocated annuities, the additional statutory reserves are paid in instalments
over the disbursement period.
If additional reserves allocated to a contract entail that the total additional statutory reserves exceed 12 per cent of the premium reserve linked
to the contract, the excess amount is assigned to the contract as surplus.
Premium fund, deposit reserve and pensioners’ surplus fund
The premium fund contains premiums prepaid by policyholders as a result of taxation regulations for individual and group pension insurance
and allocated pro�t shares. Credits and withdrawals are not recognised through the pro�t and loss account but are taken directly to the
statement of �nancial position.
The pensioners’ surplus fund comprises surplus assigned to the premium reserve in respect of pensions in group payments. The fund is applied
each year as a single premium payment to secure additional bene�ts for pensioners.
Market value adjustment reserve
The current year’s net unrealised gains / losses on �nancial assets at fair value in the group portfolio in Storebrand Livsforsikring AS are
allocated to or reversed from the market value adjustment reserve in the statement of �nancial position assuming the portfolio has a net
unrealised excess value. The portion of the current year’s net unrealised gains / losses on �nancial current assets denominated in foreign
currencies that can be attributed to �uctuations in exchange rates is not transferred to the market value adjustment reserve. The foreign
exchange �uctuations associated with investments denominated in foreign currencies are largely hedged through foreign exchange contracts on
a portfolio basis. Similarly, the change in the value of the hedging instrument is not transferred to the market value adjustment reserve, but is
charged directly to the pro�t and loss account. Pursuant to the accounting standard for insurance contracts (IFRS4), the market value adjustment
reserve is shown as a liability.
Reserves for undetermined insurance events
The reserves for incurred insurance events consist of reserves for disability and retirement pensions, established claims, undetermined claims
and claims processing reserves. When assessing the reserves, the basic interest rate is used to determine the provision. In addition, provisions
are made for calculated claims that have been incurred but not reported (IBNR).
Risk equalisation reserve
Up to 50 per cent of the risk result for group pensions and paid/up policies can be allocated in the risk equalisation fund to cover any future
negative risk result. The risk equalisation reserve is not considered to be a liability according to IFRS and is included as part of the equity
(undistributable equity). See Note 2 for further information on the use of the risk equalisation reserve to strengthen the longevity reserves.
13-3. Life insurance Sweden
Life insurance reserves
The life insurance reserves are estimated as the present value of the expected future guaranteed payments, administrative expenses and taxes,
discounted by the current risk-free interest rate (Solvency 2 yield curve). Insurance reserves with guaranteed interest rates in SPP use a modelled
discount rate. A nominal risk-free interest rate is used to discount pure endowment insurance and health insurance in de�ned bene�t schemes.
For other risk insurance, a risk-free real interest rate, or nominal risk-free interest rate, is used in combination with the assumed in�ation.
When calculating the life insurance reserves, the estimated future administrative expenses that may reasonably be expected to arise and can be
attributed to the existing insurance contracts are taken into account. The expenses are estimated according to the company’s own cost analyses
and are based on the actual operating costs during the most recent year. Projection of the expected future costs follow the same principles on
which Solvency II is based. Any future cost-rationalisation measures are not taken into account.
Reserves for undetermined insurance events
The reserves for incurred insurance events consist of reserves for disability pensions, established claims, unestablished claims and claims
processing reserves. When assessing the reserves for disability pensions, a risk-free market interest rate is used, which takes into account future
index adjustment of the payments. In addition, provisions are made for calculated claims that have been incurred but not reported (IBNR).
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Conditional bonus and deferred capital contribution
The conditional bonus arises when the value of customer assets is higher than the present value of the liabilities, and thus covers the portion of
the insurance capital that is not guaranteed. In the case of contracts where customer assets are lower than liabilities, the owners’ result is
charged via deferred capital contribution allocations. The conditional bonus and deferred capital contribution are recognised on the same line in
the statement of �nancial position.
13-4. P&C insurance
Costs related to insurance claims are recognised when the claims occur. The following allocations have been made:
Reserve for unearned premium for own account concerns on-going policies that are in force at the time the �nancial statements were closed
and is intended to cover the contracts’ remaining risk period.
The claims reserve is a reserve for expected claims that have been reported, but not settled. The reserve also covers expected claims for losses
that have been incurred, but have not been reported at the expiry of the accounting period. The reserve includes the full amount of claims
reported, but not settled. A calculated provision is made in the reserve for claims incurred but not reported (IBNR) and claims reported but not
settled (RBNS). In addition, claims reserves shall include a separate provision for future claims on losses that have not been settled.
14. PENSION LIABILITIES FOR OWN EMPLOYEES
Storebrand has country-speci�c pension schemes for its employees. The schemes are recognised in the accounts in accordance with IAS 19. In
Norway, the pension scheme from 1 January 2015 changed from a de�ned bene�t to a de�ned contribution scheme. The e�ect of this change
was recognised in the accounts as at 31 December 2014. Storebrand is a member of the Norwegian contractual early retirement (AFP) pension
scheme. The Norwegian AFP scheme is regarded as a de�ned-bene�t scheme, but there is insu�cient quantitative information to be able to
estimate reliable accounting obligations and costs.
In Sweden, SPP has agreed, in accordance with the Finance Companies’ Service Pension Plan (BTP Plan), to collective, de�ned-bene�t pension
plans for its employees. A group de�ned-bene�t pension implies that an employee is guaranteed a certain pension based on the pay scale at the
time of retirement on termination of the employment.
14-1. Defined-benefit scheme
Pension costs and pension obligations for de�ned-bene�t pension schemes are determined using a linear accrual formula and expected �nal
salary as the basis for the entitlements, based on assumptions about the discount rate, future salary increases, pensions and National Insurance
bene�ts, future returns on pension plan assets as well as actuarial estimates of mortality, disability and voluntary early leavers. The net pension
cost for the period comprises the total of the accrued future pension entitlements during the period, the interest cost on the calculated pension
liability and the expected return on pension plan assets.
Actuarial gains and losses and the e�ects of changes in assumptions are recognised in total comprehensive income in the income statement for
the period in which they occur. The Group has insured and uninsured pension schemes. The insured scheme in Norway is managed by the
Group. Employees who resign before reaching retirement age or leave the scheme will be issued ordinary paid-up policies. The paid-up policies
that are included in technical insurance reserves are measured in accordance with the accounting standard IFRS 4.
14-2. Defined-contribution scheme
The de�ned-contribution pension scheme involves the Group in paying an annual contribution to the employees’ collective pension savings. The
future pension will depend upon the size of the contribution and the annual return on the pension savings. The Group does not have any further
work-related obligations after the annual contribution has been paid. No provisions are made for ongoing pension liabilities for these types of
schemes. De�ned-contribution pension schemes are recognised directly in the �nancial statements.
15. TANGIBLE FIXED ASSETS AND INTANGIBLE ASSETS
The Group’s tangible �xed assets comprise equipment, �xtures and �ttings, IT systems and properties used by the Group for its own activities.
Equipment, inventory and IT systems are valued at acquisition cost less accumulated depreciation and any write-downs.
Properties used for the Group’s own activities are measured at appreciated value less accumulated depreciation and write-downs. The fair value
of these properties is tested annually in the same way as described for investment properties. The increase in value for buildings used by the
Group for its own activities is recognised through total comprehensive income. Any write-down of the value of such a property is recognised �rst
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in the revaluation reserve for increases in the value of the property in question. If the write-down exceeds the revaluation reserve for the
property in question, the excess is expensed over the pro�t and loss account.
The write-down period and method are reviewed annually to ensure that the method and period being used both correspond to the useful
economic life of the asset. The disposal value is similarly reviewed. Properties are split into components if di�erent parts have di�erent useful
economic lives. The depreciation period and method of depreciation are measured then separately for each component.
The value of a tangible �xed asset is tested when there are indications that its value has been impaired. Any impairment losses are charged to
the income statement as the di�erence between the carrying value and the recoverable amount. The recoverable amount is the greater of the
fair value less costs of sale and the value in use. On each reporting date it is determined as to whether there is the option to reverse previous
impairment losses on non-�nancial assets.
16. TAX
The tax expense in the income statement comprises current tax and changes to deferred tax and is based on the accounting standard IAS12
Income Taxes. Tax is recognised in the income statement, except to the extent that it relates to items recognised in total comprehensive income.
Deferred tax and deferred tax assets are calculated on the di�erences between accounting and tax values of assets and liabilities.
Deferred tax is calculated on the basis of the Group’s tax loss carryforwards, deductible temporary di�erences and taxable temporary
di�erences. The Group’s tax-increasing temporary di�erences also include temporary di�erences linked to the Group’s investment properties.
These properties are primarily found in the Norwegian life company’s customer portfolio and in companies that are owned by holding
companies, which in turn is directly owned by Storebrand Livsforsikring AS. Even though these property companies are included in the customer
portfolio and can be sold virtually free of tax, the tax-increasing temporary di�erences linked to the underlying properties which are also
included in the Norwegian tax group, are included in the Group’s temporary di�erences where provisions have been made for deferred tax. See
also Section 6 above, which concerns business combinations.
Any deferred tax assets shall be recognised if it is considered probable that the tax asset will be recovered. Assets and liabilities associated with
deferred tax are recognised as a net amount when there is a legal right to o�set assets and liabilities for tax payable and the Group has the
ability and intention to settle net tax payable.
Changes in assets and liabilities associated with deferred tax that are due to changes in the tax rate are generally recognised in the income
statement.
Financial tax
In connection with the national budget for 2017, it was agreed to introduce a �nancial tax consisting of two elements:
Financial tax on salaries. This is set at 5 per cent and follows the rules for employer’s National Insurance contributions.
The tax rate on the ordinary income for companies subject to the �nancial tax will be continued at the 2016 level (25 per cent), while it will
otherwise be further reduced from 24 per cent to 23 per cent from 1 January 2018.
The �nancial tax applies from and including the 2017 �nancial year.
The Storebrand Group includes companies that are both subject to and not subject to the �nancial tax. Therefore, when capitalising deferred
tax/deferred tax assets in the consolidated �nancial statements, the company tax rate that applies for the individual companies is used (23 or 25
per cent).
See Note 27 for further information.
17. PROVISION FOR DIVIDENDS
Pursuant to IAS10, which deals with events after the balance sheet date, proposed dividends and/or group contributions are classi�ed as equity
until approved by the general meeting.
18. LEASING
A lease is classi�ed as a �nance lease if it mainly transfers the risk and rewards incident to ownership. Other leases are classi�ed as operating
leases. Storebrand has no �nancial lease agreements.
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19. STATEMENT OF CASH FLOWS
The statement of cash �ows is prepared using the direct method and shows cash �ows grouped by sources and use. Cash is de�ned as cash,
receivables from central banks and receivables from credit institutions with no agreed period of notice. The statement of cash �ows is classi�ed
according to operating, investing and �nancing activities.
20. BIOLOGICAL ASSETS
Pursuant to IAS41, investments in forestry are measures as biological assets. Biological assets are measured at fair value, which is de�ned based
on alternative fair value estimates, or the present value of expected net cash �ows. Changes in the value of biological assets are recognised in
the pro�t and loss account. Ownership rights to biological assets are recognised at the point in time when the purchase agreement is signed.
Annual income and expenses are calculated for forestry and outlying �elds.
Note 2 – Critical accounting estimates and
judgements
In preparing the Group’s �nancial statements the management are required to make judgements, estimates and assumptions of uncertain
amounts. The estimates and underlying assumptions are reviewed on an ongoing basis and are based on historical experience and expectations
of future events and represent the management’s best judgement at the time the �nancial statements were prepared.
A description of the most important elements and assessments in which discretion is used and which may in�uence recognised amounts or key
�gures is provided below and in Note 13 for Solvency II and in Note 27 for Tax.
Actual results may di�er from these estimates.
LIFE INSURANCE IN GENERAL
Insurance risk is the risk of higher than expected payments and/or unfavourable changes in the value of an insurance liability due to the actual
development di�ering from what was expected when premiums or provisions were calculated.
In the consolidated accounts, insurance liabilities with a guaranteed interest rate are included, but using di�erent principles in the Norwegian
and the Swedish activities. An intangible asset (value of business in-force – VIF) linked to the insurance contracts in the Swedish activities is also
included. This asset relates to Storebrand’s purchase of SPP (acquisition of a business). There are several factors that may have an impact on the
size of the insurance liabilities including VIF, such as biometric factors relating to longevity, future returns and invalidity, as well as the
development of future costs and legal aspects, such as amendments to legislation and judgments handed down in court cases, etc. In the long
term, a low interest rate will represent a challenge for insurance contracts with a guaranteed interest rate and, together with a reduced
customer bu�er, may have an impact on the amount recorded that is linked to the insurance contracts. The Norwegian insurance contracts with
guaranteed interest rates are discounted at the premium calculation rate (around 3.2 per cent on average). The Swedish insurance liabilities with
guaranteed interest rates have been discounted by a yield curve that coincides with the Solvency II yield curve.
In accordance with the accounting standard IFRS 4 Insurance Contracts, liability adequacy test shall be performed. The insurance liabilities are
calculated in accordance with rules stipulated by the national supervisory authorities, including the Insurance Activity Act with regulations in
Norway and the Insurance Business Act in Sweden. For the life insurance liabilities a test is performed at an overall, total level by conducting an
analysis based on the Norwegian premium reserve principles. The established analysis is based on the assumptions that apply correspondingly
to the calculation of the Solvency II liability, in which the company uses the best estimates for the future basic elements based on the current
experience. The test entails then that the company analyses the current margins between the assumptions used as a basis for reserves and the
assumptions based on the Solvency II calculations. This test was also performed for the introduction of IFRS.
Upon the acquisition of the Swedish insurance group SPP, excess values and goodwill related to the value of the SPP Group’s insurance contracts
were capitalised, while the SPP Group’s recognised insurance reserves were maintained in Storebrand’s consolidated �nancial statements. These
excess values (Value of business in-force) are tested for their adequacy together with the associated capitalised selling costs and insurance
liabilities. The test is satis�ed if the recognised liabilities in the �nancial statements are greater than or equal to the net liabilities valued at an
estimated market value, including the expected owner’s pro�t. In this test, the Solvency II calculations and IAS37 are taken into account. A key
element of this assessment involves calculating future pro�t margins using Solvency II calculations. The Solvency II calculations will be a�ected
93
by, among other things, volatility in the �nancial markets, interest rate expectations and the amount of bu�er capital. Storebrand satis�es the
adequacy tests for 2017, and they have thus no impact on the results in the �nancial statements for 2017. Reference is made to further
information in Note 28.
The IBNR and RBNS reserves for insurance risk are estimated and there is uncertainty associated with the estimates. This uncertainty relates to
the frequency and amounts of the claims. Changes in estimates and valuations may entail a reduction or increase in the reserves. Changes will
be included as part of the risk result.
In 2015, Storebrand received approval for the plan to strengthen longevity reserves linked to group pensions and paid-up policies from in the
Norwegian business. The maximum reserve strengthening period was from 1 January 2014 to 1 January 2021, but during 2017 Storebrand
completed reserve strengthening pursuant to K2013. Of the �nancial and risk pro�t for group pensions for the year, NOK 710 million has been
used to strengthen the longevity reserves. Final settlement of the reserve requirement will occur per contract in connection with account
management as of year-end 2017, but that is completed in the �rst half of 2018. Until then, there will be some uncertainty associated with the
�nal reserve requirement.
In Storebrand’s life insurance activities, a change in the estimates related to technical insurance reserves, �nancial instruments or investment
properties allocated to life insurance customers will not necessarily a�ect the owner’s result, but a change in the estimates and valuations may
a�ect the owner’s result. A key factor will be whether the assets of the life insurance customers, including the realised return for the year,
exceed the guaranteed liabilities.
In the Norwegian business, a signi�cant share of the insurance contracts have annual interest rate guarantees. Changes in estimates and
valuations may entail a change in the return on the customer portfolios. Depending on the size of any impairment in value, such impairment
may be o�set by a reduction in the market value adjustment reserve and additional statutory reserves, so that the e�ect on the owner’s result
may be limited. Correspondingly, increases in values could, to a large extent, increase the size of such funds.
In the Swedish business, there are no contracts with an annual interest rate guarantee. However, there are insurance contracts with a terminal
value guarantee. These contracts are discounted by a market-based calculated interest rate where parts of the yield curve used are not liquid.
Changes in the discount rate may have a signi�cant impact on the size of the insurance liabilities and impact the results. If the associated
customer assets have a higher value than the recognised value of these insurance liabilities, then the di�erence will represent a conditional
customer allocated fund – conditional bonus (bu�er capital). Changes in the assumptions for future administrative expenses (cost assumptions)
may also have a signi�cant impact on the recognised insurance liabilities. Changes in estimates and valuations may entail a change in the return
on the customer portfolios. Depending on the size of any impairment in value, such impairment may be o�set by a reduction in the conditional
bonus, so that the e�ect on the owner’s result may be limited. If the value of the individual insurance contract is higher than the associated
customer assets, the owner will have to cover the de�cient capital.
The discount rate used for the Swedish business is essentially calculated by the same methods used for calculation of the discount rate under
Solvency II:
For terms to maturity up to 10 years, the discount rate is determined based on the quoted swap interest rates, adjusted for both credit risk
(credit adjustment) and illiquidity (volatility adjustment). The credit and volatility adjustment is based on the most recently available values
that are published by EIOPA.
For terms to maturity ranging from 10 to 20 years, interpolated forward interest rates are used to ensure a smooth transition from the most
recent liquid market interest rate (at the 10-year point) to the long-term forward interest rate. The interpolation is carried out by means of the
so-called Smith-Wilson model.
For terms to maturity in excess of 20 years, an equilibrium interest rate is determined based on the sum of the long-term expectations for
in�ation and real growth.
There are also insurance contracts without an interest guarantee in the life insurance activities in which customers bear the return guarantee.
Changes in estimates and valuations may entail a change in the return on the associated customer portfolios. The recognition of such value
changes does not directly a�ect the owner’s result. However, a change in the estimates related to risk cover (disability and death) will a�ect the
owner’s result. This uncertainty relates to the frequency and amounts of the claims. Changes in estimates and valuations may entail a reduction
or increase in the reserves.
Further information about insurance liabilities is provided in Notes 7, 39 and 40.
94
INVESTMENT PROPERTIES
Investment properties are measured at fair value. The commercial real estate market in Norway and Sweden is not particularly liquid, nor is it
transparent. Uncertainty will be linked to the valuations, and they require exercise of professional judgement, especially in periods with
turbulent �nance markets.
Key elements included in valuations that require exercising judgement are:
Market rent and vacancy trends
Quality and duration of rental income
Owners’ costs
Technical standard and any need for upgrading
Discount rates for both certain and uncertain cash �ows, as well as residual value
External valuations are also obtained for parts of the portfolio every quarter. All properties must have an external valuation during at least a 3
year period.
Reference is also made to Note 12 in which the valuation of investment properties at fair value is described in more detail.
FINANCIAL INSTRUMENTS AT FAIR VALUE
There will be some uncertainty associated with the pricing of �nancial instruments, particularly instruments that are not priced in an active
market. This is particularly true for the types of securities priced on the basis of non-observable assumptions, and for these investments various
valuation techniques are applied in order to �x fair value. These include private equity investments, investments in foreign properties, and other
�nancial instruments where theoretical models are used in pricing. Any changes to the assumptions could a�ect recognised amounts. The
majority of such �nancial instruments are included in the customer portfolio.
There is uncertainty linked to �xed-rate loans recorded at fair value, due to variation in the interest rate terms o�ered by banks and since
individual borrowers have di�erent credit risk.
Reference is also made to Note 13 in which the valuation of �nancial instruments at fair value is described in more detail.
FINANCIAL INSTRUMENTS AT AMORTISED COST
Financial instruments valued at amortised cost are measured on the reporting date to see whether there is any objective evidence that a
�nancial asset or group of �nancial assets is impaired.
Discretion must be used in assessing whether impairment has occurred and the amount of the impairment loss. Uncertainty grows when there
is turmoil in �nancial markets. The assessments include credit, market and liquidity risk. Changes in assumptions for these factors will a�ect an
assessment of whether impairment is indicated. There will thus be uncertainty concerning the recognised amounts of individual and group
write-downs. This will apply to provisions relating to loans in the private and the corporate markets and to bonds that are measured at
amortised cost.
OTHER INTANGIBLE ASSETS WITH UNDEFINED USEFUL ECONOMIC LIVES
Goodwill and other intangible assets with unde�ned useful economic lives are tested annually for impairment. Goodwill is allocated to the
Group’s cash generating units. The test’s valuation method involves estimating cash �ows arising in the relevant cash �ow generating unit, as
well as applying the relevant discount rate. Tangible �xed assets and other intangible assets are measured annually to ensure that the method
and time period used correspond with economic realities.
PENSIONS FOR OWN EMPLOYEES
The present value of pension obligations depends upon the �nancial and demographic assumptions used in the calculation. The assumptions
must be realistic, mutually consistent and up to date as they should be based on a cohesive set of estimates about future �nancial performance.
The Group has both insured and uninsured pension schemes (direct pensions). There will be uncertainty associated with these estimates.
DEFERRED TAX AND UNCERTAIN TAX POSITIONS
The consolidated accounts contain signi�cant temporary di�erences between the values of assets for accounting purposes and for tax purposes.
The current Norwegian tax regulations have been applied when calculating deferred tax in the Norwegian business. This will apply, for example,
in particular to investments in foreign companies assessed as partnerships and investments in property. The actual income tax expense will also
95
depend on the form in which the underlying assets will be realised, including whether there will be future input and share transactions. There
are also di�erent tax rules between the companies that are part of the Norwegian business, whereby the Norwegian tax exemption method
does not apply to customer portfolios in life insurance companies. Calculation of deferred tax assets, deferred tax liabilities and the income tax
expense is based on the interpretation of rules and estimates.
The Group’s business activities may give rise to disputes etc. related to tax positions with an uncertain outcome. The Group makes provisions for
uncertain and disputed tax positions with best estimates of expected amounts, subject to notices or decisions by the tax authorities. The
provisions are reversed if the disputed tax position is decided to the bene�t of the Group and can no longer be appealed.
Reference is made to further information in Note 27.
Note 3 – Acquisition
Skagen
Storebrand has acquired 90.95% of the shares in Skagen, which has a strong position in the Norwegian fund and savings market. It also has
signi�cant capital under management from institutional clients and distributors in Sweden and internationally. Skagen has a clear management
philosophy and a strong brand. The transaction was completed on 7 December 2017.
All shares in Skagen that were acquired by Storebrand ASA were transferred to Storebrand Asset Management AS as of 8 December 2017 as a
contribution in kind.
In accordance with the share purchase agreement that was entered into, Storebrand has acquired all class A shares and 10,000 class B shares in
Skagen, corresponding to 90.95% of the share capital in the Company and 99.9% of the votes in the Company.
Skagen has 134 employees, and the company will be a part of the Savings segment.
Storebrand has paid the selling shareholders consideration for the shares amounting to NOK 1.5 billion upon completion of the transaction,
divided between newly issued shares in Storebrand ASA and a cash consideration of NOK 407 million. Upon completion of the transaction,
17,904,091 new shares have been issued in Storebrand ASA as a partial �nancing of the share acquisition. The capital increase was carried out
as a private placement and without the existing shareholders having preference. This is due to the capital increase being part of the
settlement. The value of the consideration that Storebrand ASA is paying for the shares in Skagen is based on the closing price of the shares in
Storebrand ASA as of 6 December, which was NOK 62.90 per share. In addition there may be additional consideration based on developments in
results and income in Skagen, and the sharing of fees triggered by Skagen delivering excess returns compared to its relevant reference indexes.
The additional consideration has an upper limit of NOK 1.9 billion.
The acquisition of the shares in Skagen was made public on 25 October 2017, and the transaction has been approved by the Financial
Supervisory Authority of Norway and the Norwegian Ministry of Finance, in addition to the competition authorities in Norway and Sweden.
Business combinations are recognised in accordance with the acquisition method. Upon acquisition of a subsidiary, a fair value analysis is
performed, and assets and liabilities are assessed at fair value at the time of purchase. The residual value in the acquisition will constitute
goodwill.
Excess value of NOK 688 million has been identi�ed before deferred tax in the acquisition analysis. Skagen has a strong brand name and
important customer relations in its operations. Of the total excess value, NOK 145 million is related to the brand name, which is amortized over
10 years, while NOK 402 million is related to customer relations, which are amortized over 10 years. In addition, excess value has been identi�ed
from customer relations related to the Skagen’s result in 2017 of NOK 131 million, which is amortized in 2017, while there is excess value of NOK
10 million related to IT systems. Deferred tax of NOK 172 million has been calculated for the excess value. Goodwill amounts to NOK 1007
million and this item is not depreciated, but is tested yearly against impairment.
AQQUISITION ANALYSIS SKAGEN
NOK million
Assets
Intangible assets
Financial assets
Book value in the company
Excess value upon acquistion
Book value
20
367
688
708
367
96
NOK million
Other assets
Bank deposits
Total assets
Liabilities
Current liabilities
Deferred tax
Net identifiable assets and liabilities
Goodwill
Fair value at acquisition date
Minority interests
Fair value majority (cost price)
Condiitional consideration
Cash consideration
SETTLEMENT OF CASH CONSIDERATION
NOK million
Consideration shares Storebrand ASA
Paid i cash
Total
RESULTS IN SKAGEN 2017
NOK million
Income
Pro�t
Book value in the company
Excess value upon acquistion
Book value
469
43
899
679
-1
221
688
172
516
469
43
1,587
679
171
737
1,007
1,743
20
1,723
190
1,533
Amount
1,126
407
1,533
After acquisition
Before acquisition
330
259
690
15
The result for Skagen has been included in Storebrand’s group result from December 2017.
Silver
On 24 October 2017 Storebrand Livsforsikring AS entered into an agreement to acquire Silver’s insurance portfolios. Silver was put under
administration on 17 February 2017. The acquisition also includes the company Silver AS after the company is released from administration
The transaction was completed in January 2018. The transaction was completed in two parts, with one part as an acquisition of the portfolio, and
the other part as an acquisition of Silver AS with its remaining operations.
Storebrand Livsforsikring AS paid a purchase price of NOK 520 million �nanced by the company portfolio. The purchase price has been
transferred to Silver’s customers as a part of the administration solution, and contributes to maintaining good pensions for the customers.
The amount of NOK 520 million has been transferred to Silver’s customers, and in the acquisition analysis the excess value of the acquisition will
be allocated to the insurance contracts (VIF –value of business in force) and deferred tax asset.
Silver’s approximately. 21,000 contracts and approximately. NOK 10 billion in pension assets have been moved to Storebrand. Approximately
NOK 8.5 billion of the portfolio consists of pension products with no interest guarantee. The remainder is related to risk cover.
As a part of the administration solution, Silver’s portfolio of paid-up policies has been converted to paid-up policies with investment options (FMI)
for retirement pension coverage. Risk cover is continued based on a reduced base rate of 2.75%. Storebrand Livsforsikring has taken over FMI
and associated risk cover from Silver as a portfolio.
Storebrand Livsforsikring has also taken over the company Silver AS, including the remaining portfolio of pension capital certi�cates and
individual pension contracts with no guarantee. As a part of the administration solution, equity in Silver was written down to zero. Storebrand
Livsforsikring has supplied new equity of NOK 40 million.
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Note 4 – Segment reporting
SEGMENTS
Storebrand’s business is divided into the following segments: Savings, Insurance, Guaranteed Pension and Other.
SAVINGS
The savings segment includes products for retirement savings with no interest rate guarantees. The segment consists of de�ned contribution
pensions in Norway and Sweden, asset management and retail banking products. In addition, certain other subsidiaries in Storebrand
Livsforsikring and SPP are included in Savings.
INSURANCE
The insurance segment provides health insurance in the Norwegian and Swedish corporate and retail markets, P&C insurance and personal risk
products in the Norwegian retail market and employer’s liability insurance and pension-related insurance in the Norwegian and Swedish
corporate markets.
GUARANTEED PENSION
The guaranteed Pension segment includes long-term pension savings products that give customers a guaranteed rate of return. The area
includes de�ned bene�t pensions in Norway and Sweden, paid-up policies and individual capital and pension insurances.
OTHER
The result for Storebrand ASA is reported under Other, as well as the result for the company portfolios and small subsidiaries of Storebrand Life
Insurance and SPP. In addition, the results associated with loans to commercial enterprises by Storebrand Bank and the activities at BenCo are
reported in this segment. The elimination of intra-group transactions that have been included in the other segments has also been included.
RECONCILIATION WITH THE OFFICIAL PROFIT AND LOSS ACCOUNTING
The results in the segments are reconciled against the Group result before amortisation and write-downs of intangible assets. The corporate
pro�t and loss account includes gross income and costs linked to both the insurance customers and owners (shareholders). The alternative
statement of the result only includes result elements relating to owners (shareholders) which are the result elements that the Group has
performance measures and follow-up for. The result lines that are used in segment reporting will therefore not be identical with the result lines
in the corporate pro�t and loss account. Below is an overall description of the most important di�erences.
Fee and administration income consists of fees and �xed administrative income. In the Group’s income statement, the item is classi�ed as
premium income, net interest income from bank or other income depending on the type of activity. The Group’s income statement also includes
savings elements for insurance contracts and possibly transferred reserve.
Price of return guarantee and profit risk (fee incomes) – Storebrand Life Insurance AS
The return guarantees in group pension insurance with a return guarantee must be priced upfront. The level of the return guarantee, the size of
the bu�er capital (additional statutory reserves and unrealised gains), and the investment risk of the portfolio in which the pensions assets are
invested determine the price that the customer pays for his or her return guarantee. Return guarantees are priced on the basis of the risk to
which the equity is exposed. The insurance company bears all the downside risk and must carry reserves against the policy if the bu�er reserves
are insu�cient or unavailable.
The insurance result consists of insurance premiums and claims
Insurance premiums consist of premium income relating to risk products (insurance segment) that are classi�ed as premium income in the
Group’s income statement.
Claims consist of paid-out claims and changes in claims incurred but not reported (IBNR) and claims reported but not settled (RBNS) relating to
risk products that are classi�ed as claims in the Group’s income statement.
Administration costs consist of the Group’s operating costs in the Group’s income statement minus operating costs allocated to traditional
individual products with pro�t sharing.
98
Financial items and risk result life and pensions include Risk Result Life and Pensions and Financial Result includes net pro�t sharing and Loan
Losses
Risk result life and pensions consists of the di�erence between risk premium and claims for products relating to de�ned-contribution pension,
unit linked contracts (savings segment) and de�ned-bene�t pension (guaranteed pension segment). Risk premium is classi�ed as premium
income in the Group’s income statement.
The financial result consists of the return for the company portfolios of Storebrand ASA, Storebrand Livsforsikring AS and SPP Pension &
Försäkring AB (Other segment), while returns for the other company portfolios in the Group are a �nancial result within the segment which the
business is associated with. Returns on company portfolios are classi�ed as net income from �nancial assets and property for companies in the
Group’s income statement. The �nancial result also includes returns on customer assets relating to products within the insurance segment, and
in the Group’s income statement this item will be entered under net income from �nancial assets and property for customers. In the alternative
income statement, the result before tax of certain unimportant subsidiaries is included in the �nancial result, while in the Group’s income
statement, this is shown as other income, operating costs and other costs.
Net profit sharing
Storebrand Livsforsikring
A modi�ed pro�t-sharing regime was introduced for old and new individual contracts that have left group pension insurance policies (paid-up
policies), which allows the company to retain up to 20 per cent of the pro�t from returns after any allocations to additional statutory reserves.
The modi�ed pro�t-sharing model means that any negative risk result can be deducted from the customers’ interest pro�t before sharing, if it is
not covered by the risk equalisation fund.
Individual endowment insurance and pensions written by the Group prior to 1 January 2008 will continue to apply the pro�t rules e�ective prior
to 2008. New contracts may not be established in this portfolio. The Group can retain up to 35 per cent of the total result after allocations to
additional statutory reserves.
Any negative returns on customer portfolios and returns lower than the interest guarantee that cannot be covered by additional statutory
reserves must be covered by the company’s equity and will be included in the net pro�t-sharing and losses line.
SPP Pension & Försäkring
For premiums paid from and including 2016, previous pro�t sharing is replaced by a guarantee fee. The guarantee fee is annual and is calculated
as a percentage of the capital. It goes to the company.
For contributions agreed to prior to 2016, the pro�t sharing is maintained, i.e. that if the total return on assets in one calendar year for a
premium-determined insurance (IF portfolio) exceeds the guaranteed interest, pro�t sharing will be triggered. When pro�t sharing is triggered,
90 per cent of the total return on assets passes to the policyholder and 10 per cent to the company. The company’s share of the total return on
assets is included in the �nancial result.
In the case of de�ned-bene�t contracts (KF portfolio), the company is entitled to charge an indexing fee if the group pro�t allows the indexing of
the insurance. Indexing is allowed up to a maximum equalling the change in the consumer price index (CPI) between the previous two
Septembers. Pensions that are paid out are indexed if the consolidated �gures on 30 September exceed 107 per cent, and half of the fee is
charged. The whole fee is charged if the consolidated �gures on 30 September exceed 120 per cent, in which case paid-up policies can also be
included. The total fee equals 0.8 per cent of the insurance capital.
The guaranteed liability is continuously monitored. If the guaranteed liability is higher than the value of the assets, a provision must be made in
the form of a deferred capital contribution. If the assets are lower than the guaranteed liability when the insurance payments start, the company
supplies capital up to the guaranteed liability in the form of a realised capital contribution. Changes in the deferred capital contribution are
included in the �nancial result.
In the case of de�ned-bene�t contracts (KF portfolio), the company is entitled to charge an indexing fee if the group pro�t allows the indexing of
the insurance.
Loan losses
99
Financial items and risk result life and pensions include Risk Result Life and Pensions and Financial Result includes net pro�t sharing and Loan
Losses
Risk result life and pensions consists of the di�erence between risk premium and claims for products relating to de�ned-contribution pension,
unit linked contracts (savings segment) and de�ned-bene�t pension (guaranteed pension segment). Risk premium is classi�ed as premium
income in the Group’s income statement.
The financial result consists of the return for the company portfolios of Storebrand ASA, Storebrand Livsforsikring AS and SPP Pension &
Försäkring AB (Other segment), while returns for the other company portfolios in the Group are a �nancial result within the segment which the
business is associated with. Returns on company portfolios are classi�ed as net income from �nancial assets and property for companies in the
Group’s income statement. The �nancial result also includes returns on customer assets relating to products within the insurance segment, and
in the Group’s income statement this item will be entered under net income from �nancial assets and property for customers. In the alternative
income statement, the result before tax of certain unimportant subsidiaries is included in the �nancial result, while in the Group’s income
statement, this is shown as other income, operating costs and other costs.
Net profit sharing
Storebrand Livsforsikring
A modi�ed pro�t-sharing regime was introduced for old and new individual contracts that have left group pension insurance policies (paid-up
policies), which allows the company to retain up to 20 per cent of the pro�t from returns after any allocations to additional statutory reserves.
The modi�ed pro�t-sharing model means that any negative risk result can be deducted from the customers’ interest pro�t before sharing, if it is
not covered by the risk equalisation fund.
Individual endowment insurance and pensions written by the Group prior to 1 January 2008 will continue to apply the pro�t rules e�ective prior
to 2008. New contracts may not be established in this portfolio. The Group can retain up to 35 per cent of the total result after allocations to
additional statutory reserves.
Any negative returns on customer portfolios and returns lower than the interest guarantee that cannot be covered by additional statutory
reserves must be covered by the company’s equity and will be included in the net pro�t-sharing and losses line.
For premiums paid from and including 2016, previous pro�t sharing is replaced by a guarantee fee. The guarantee fee is annual and is calculated
SPP Pension & Försäkring
as a percentage of the capital. It goes to the company.
For contributions agreed to prior to 2016, the pro�t sharing is maintained, i.e. that if the total return on assets in one calendar year for a
premium-determined insurance (IF portfolio) exceeds the guaranteed interest, pro�t sharing will be triggered. When pro�t sharing is triggered,
90 per cent of the total return on assets passes to the policyholder and 10 per cent to the company. The company’s share of the total return on
assets is included in the �nancial result.
In the case of de�ned-bene�t contracts (KF portfolio), the company is entitled to charge an indexing fee if the group pro�t allows the indexing of
the insurance. Indexing is allowed up to a maximum equalling the change in the consumer price index (CPI) between the previous two
Septembers. Pensions that are paid out are indexed if the consolidated �gures on 30 September exceed 107 per cent, and half of the fee is
charged. The whole fee is charged if the consolidated �gures on 30 September exceed 120 per cent, in which case paid-up policies can also be
included. The total fee equals 0.8 per cent of the insurance capital.
The guaranteed liability is continuously monitored. If the guaranteed liability is higher than the value of the assets, a provision must be made in
the form of a deferred capital contribution. If the assets are lower than the guaranteed liability when the insurance payments start, the company
supplies capital up to the guaranteed liability in the form of a realised capital contribution. Changes in the deferred capital contribution are
In the case of de�ned-bene�t contracts (KF portfolio), the company is entitled to charge an indexing fee if the group pro�t allows the indexing of
included in the �nancial result.
the insurance.
Loan losses
Loan losses consist of individual and group write-downs on lending activities that are on the balance sheet of Storebrand Bank Group. In the
Group’s income statement, the item is classi�ed under loan losses. With regard to loan losses that are on the balance sheet of the Storebrand
Livforsikring Group, these will not be included on this line in either the alternative income statement or in the Group’s income statement, but in
the Group’s income statement will be included in the item, net income from �nancial assets and property for customers.
Strengthening of longevity reserves consists of the owner’s equity contributions in connection with the conversion to a new mortality tari� in
2013, K2013. In the Group’s income statement, the item is classi�ed under the item, changes in insurance liabilities.
Amortisation of intangible assets includes depreciation and possible write-downs of intangible assets established through acquisitions of
enterprises.
GROUP PROFIT BY SEGMENTS
NOK million
Savings
Insurance
Guaranteed pension
Other
Group profit before amortisation
Amortisation of intangible assets
[1]
Group pre-tax profit
NOK million
Fee and administation income
Insurance result
– Insurance premiums f.o.a.
– Claims f.o.a.
Operating cost
Operating profit
Financial items and risk result life & pension
Group profit before amortisation
Amortisation of intangible assets
[2]
Group pre-tax profit
NOK million
Fee and administation income
Insurance result
– Insurance premiums f.o.a.
– Claims f.o.a.
Operating cost
Operating profit
Financial items and risk result life & pension
Group profit before amortisation
Amortisation of intangible assets
[3]
Group pre-tax profit
2017
1,511
608
766
55
2,940
-536
2016
1,063
575
870
405
2,913
-406
2,404
2,506
Savings
Insurance
Guaranteed pension
2017
3,402
2016
2,758
2017
2016
2017
1,483
2016
1,566
1,146
3,872
-2,822
-711
435
173
608
945
3,828
-2,883
-602
342
233
575
-1,899
1,503
8
-1,700
1,058
5
1,511
1,063
-889
595
171
766
-981
585
284
870
Other
Storebrand Group
2017
-107
2016
-30
2
-105
161
55
33
4
401
405
2017
4,779
1,146
3,872
-2,726
-3,498
2,427
513
2,940
-536
2016
4,294
945
3,828
-2,883
-3,250
1,989
924
2,913
-406
2,404
2,506
100
The Storebrand Group are represented in the following countries:
Segment/Country
Norway
Sweden
Latvia
Savings
Insurance
Guaranteed pension
Other
X
X
X
X
X
X
X
X
KEY FIGURES BY BUSINESS AREA
NOK million
Group
Earnings per ordinary share
Equity
Savings
Premium income Unit Linked
Unit Linked reserves
AuM asset management
Retail lending
Insurance
Total written premiums
Claims ratio
Cost ratio
Combined ratio
Guaranteed pension
Guaranteed reserves
Guaranteed reseves in % of total reserves
Net transfer out of guaranteed reserves
Capital bu�er in % of customer reserves Storebrand Life Group
[4]
Capital bu�er in % of customer reserves SPP
[5]
Solidity
Solvency II
[6]
Solidity capital (Storebrand Life Group)
[7]
Capital adequacy Storebrand Bank
Core Capital adequacy Stobrand Bank
UK
X
Guernsey
Netherlands
Denmark
X
X
X
X
X
2017
2016
5.28
30,832
15,017
167,849
721,165
42,133
4,462
70%
18%
89%
4.73
27,637
14,143
139,822
576,704
35,400
4,502
76%
16%
91%
264,320
258,723
61.2%
117
7.2%
64.9%
245
5.7%
9.0%
6.7%
172%
157%
63,972
56,381
18.9%
16.6%
17.7%
15.7%
Note 5 – Risk management and internal control
Storebrand’s income and performance are dependent on external factors that are associated with uncertainty. The most important external risk
factors are the developments in the �nancial markets and changes in life expectancy in the Norwegian and Swedish populations. Certain internal
operational factors can also result in losses, e.g. errors linked to the management of the customers’ assets or payment of pension.
101
Continuous monitoring and active risk management are core areas of the Group’s activities and organisation. The basis for risk management is
laid down in the Board’s annual review of the strategy and planning process, which sets the appetite for risk, risk targets and overriding risk
limits for the operations. At the Storebrand group, responsibility for risk management and internal control is an integral part of management
responsibility.
ORGANISATION OF RISK MANAGEMENT
The Group’s organisation of the responsibility for risk management follows a model based on three lines of defence. The objective of the model
is to safeguard the responsibility for risk management at both company and Group level.
The boards of directors of both Storebrand ASA and the group companies have the overall responsibility for limiting and following up the risks
associated with the activities. The boards set annual limits and guidelines for risk-taking in the company, receive reports on the actual risk levels,
and perform a forward-looking assessment of the risk situation.
The Board of Storebrand ASA has established a Risk Committee consisting of 3-4 Board members. The main task of the Risk Committee is to
prepare matters to be considered by the Board in the area of risk, with a special focus on the Group’s appetite for risk, risk strategy and
investment strategy. The Committee should contribute forward-looking decision-making support related to the Board’s discussion of risk taking,
�nancial forecasts and the treatment of risk reporting.
Managers at all levels in the company are responsible for risk management within their own area of responsibility. Good risk management
requires targeted work on objectives, strategies and action plans, identi�cation and assessment of risks, documentation of processes and
routines, prioritisation and implementation of improvement measures, and good communication, information and reporting.
INDEPENDENT CONTROL FUNCTIONS
Independent control functions have been established for risk management for the business (Risk Management Function / Chief Risk O�cer), for
compliance with the regulations (Compliance Function), for ensuring the insurance liabilities are calculated correctly (Actuary Function) and for
the bank’s lending. The functions have been established for both the Storebrand Group (the Group) and all of the companies requiring a licence.
The independent control functions are organised directly under the companies’ managing director and report to the respective company’s
board.
In terms of function the independent control functions are a�liated with the Group CRO, who is responsible to the group CEO and reports to the
board of Storebrand ASA. The Group CRO shall ensure that all signi�cant risks are identi�ed, measured and appropriately reported. The Group
CRO function shall be actively involved in the development of the Group’s risk strategy and maintain a holistic view of the company’s risk
exposure. This includes responsibility for ensuring compliance with the relevant regulations for risk management and the consolidated
companies’ operations.
The internal audit function is organised directly under the Board and shall provide the boards of the relevant consolidated companies with
con�rmation concerning the appropriateness and e�ectiveness of the company’s risk management, including how well the various lines of
defence are working.
102
Note 6 – Operational risk
Operational risk is the risk of loss due to inadequate or failing internal processes or systems, human error or external events. The de�nition
includes compliance risk: Compliance risk is the risk of loss or public sanctions as a result of non-compliance with external or internal rules.
Risk management shall ensure that the risk level at any time is compatible with the appetite for risk and within internal and regulatory
frameworks. The Group seeks to reduce operational risk through an e�ective system for internal control. Risks are followed up through the
management’s risk reviews, with documentation of risks, measures and the follow-up of incidents. In addition, Internal Audit carries out
independent checks through audit projects adopted by the Board.
Contingency plans have been prepared to deal with serious incidents in business-critical processes and recovery plans.
Storebrand’s IT systems are vital for operations and reliable �nancial reporting. Errors and disruptions may have consequences for operations
and can impact on the trust the Group has from both customers and shareholders. In the worst case, abnormal situations can result in penalties
from the supervisory authorities. Storebrand’s IT platform is characterised by complexity and integration between di�erent specialist systems
and joint systems. The operation of the IT systems has largely been outsourced to di�erent service providers. A management model has been
established with close follow-up of providers and internal control activities in order to reduce the risk associated with the development,
administration and operation of the IT systems, as well as information security. The bank platform and insurance platform are based on
purchased standard systems that are operated and monitored through outsourcing agreements. There is a greater degree of own development
for the life insurance activities, but parts of the operation of this have also been outsourced. The individual portfolio is handled in a purchased
standard system.
Note 7 – Insurance risk
Storebrand o�ers traditional life and pension insurance as both group and individual contracts. Contracts are also o�ered in which the customer
has the choice of investment.
The insurance risk in Norway is largely standardised between the contracts in the same industry as a result of detailed regulation from the
authorities. In Sweden, the framework conditions for insurance contracts entail major di�erences between the contracts within the same
industry.
The risk of long life expectancy is the greatest insurance risk in the Group. Other risks include the risk of disability and risk of mortality. The life
insurance risks are:
1. Long life expectancy – The risk of erroneously estimating life expectancy and future pension payments. Historical developments have shown
that an increasing number of people attain retirement age and live longer as pensioners than was previously the case. There is a great deal of
uncertainty surrounding future mortality development. In the event of longer life expectancy beyond that assumed in the premium tari�s, the
owner could risk higher charges on the owner’s result in order to cover necessary statutory provisions.
2. Disability – The risk of erroneous estimation of future illness and disability. There will be uncertainty associated with the future development
of disability, including disability pensioners who are returned to the workforce.
3. Death – The risk of erroneous estimation of mortality or erroneous estimation of payment to surviving relatives. Over the last few years, a
decrease in mortality and fewer young surviving relatives have been registered, compared with earlier years.
In the Guaranteed Pensions segment, the Group has a signi�cant insurance risk relating to long life expectancy for group and individual
insurance agreements. In addition, there is an insurance risk associated with disability and pensions left to spouses and/or children. The
disability coverage in Guaranteed Pensions is primarily sold together with a retirement pension. The risk of mortality is low in Guaranteed
Pensions when viewed in relation to other risks. In SPP it is possible to change the future premiums for the IF portfolio, reducing the risk
signi�cantly. In Norway it is also possible to change the future premiums of group policies, but only for new accumulation, entailing reduced risk.
Occupational pension agreements (hybrid) are reported in the Guaranteed Pension segment when a customer has an agreement without a
choice for investment of the pension assets. This is a small portfolio with limited insurance risk.
103
In the Savings segment the Group has a low insurance risk. Insurance risk is associated with death
In the Insurance segment, the Group has an insurance risk associated with disability and death. In addition, there are insurance risks associated
with occupational injury, critical illness, cancer insurance, child insurance, accident insurance and health insurance. For occupational injury, the
risk is �rst and foremost potential errors in the assessment of the level of provisions, because the number of claim years can be up to 25 years.
The risk within critical illness, cancer, accident and health insurance is considered to be limited based on the volume and underlying volatility of
the products. Within P&C insurance, the risk of house �re and personal injury for motor vehicle insurance constitute the main risks.
The Other segment includes the insurance risk at BenCo. BenCo o�ers pension products to multinational companies through Nordben and
Euroben. The insurance risk at BenCo primarily relates to group life insurance, early retirement pensions and pensions for expatriate employees.
These are de�ned-bene�t pensions that can be time-limited or lifelong. Many of the agreements have short durations, typically �ve-year early
retirement pensions, and the insurance risk is therefore limited.
DESCRIPTION OF PRODUCTS
GROUP CONTRACTS
Savings
1. Group de�ned-contribution pensions are pensions where the premium is stated as a percentage of pay, while the payments depend on the
actual added return. Customers have the option of choosing a guaranteed annual return.
2. Pension capital certi�cates are individual contracts with accrued rights that are issued upon withdrawal from or termination of group de�ned-
contribution pension agreements.
3. A hybrid pension (occupational pension scheme) is where the premium is stated as a percentage of salary, while the payments depend on the
contributions and adjustment/return. The insured person selects the investment pro�le him/herself. The product is only o�ered in Norway.
4. Pension certi�cates are individual contracts with accrued rights that are issued upon withdrawal from or termination of hybrid pension
agreements.
Guaranteed pension
5. Group de�ned-bene�t pensions are guaranteed pension bene�ts as a percentage of the �nal salary from a speci�ed age for as long as the
insured person lives. Alternatively, it can be agreed that the pension will end at a speci�ed age. The product is o�ered within the private
sector. Cover options that can be chosen include retirement, disability (including premium/contribution waivers) and survivor pensions. Paid-
up policies (Sweden only) remain in the group contract.
6. Paid-up policies (Norway only) are individual contracts with accrued rights that are issued upon withdrawal from or termination of group
de�ned-bene�t pension agreements. Holders of a paid-up policy can choose to convert their paid-up policy to a paid-up policy with
investment options.
7. A hybrid pension (occupational pension scheme) is where the premium is stated as a percentage of salary, while the payments depend on the
contributions and adjustment/return. The pension assets are managed collectively. The product is only o�ered in Norway.
8. Pension certi�cates are individual contracts with accrued rights that are issued upon withdrawal from or termination of hybrid pension
agreements.
Insurance – lump-sum payments (Norway only)
9. Group life consists of group contracts with lump-sum payments in the event of death or disability.
0. Health and P&C insurance contracts are group contracts with lump-sum payments for occupational injury insurance, critical illness, child
insurance or accident insurance.
1. Disability and survivor products in the payment phase without accrual of a paid-up policy.
INDIVIDUAL CONTRACTS
Savings
1. Individual unit-linked insurance is endowment insurance or allocated annuity in which the customer bears the �nancial risk. Related cover can
be linked in the event of death.
Guaranteed Pension
2. Individual allocated annuity or pension insurance provides guaranteed payments for as long as the insured person lives. Alternatively, it can
be agreed that the pension will end at a speci�ed age. Premiums or payments may be waived in the event of disability. The product can be
linked to disability pensions.
3. Individual endowment insurance provides lump sum payments in the event of attaining a speci�ed age, death or disability.
Insurance
104
In the Savings segment the Group has a low insurance risk. Insurance risk is associated with death
In the Insurance segment, the Group has an insurance risk associated with disability and death. In addition, there are insurance risks associated
with occupational injury, critical illness, cancer insurance, child insurance, accident insurance and health insurance. For occupational injury, the
risk is �rst and foremost potential errors in the assessment of the level of provisions, because the number of claim years can be up to 25 years.
The risk within critical illness, cancer, accident and health insurance is considered to be limited based on the volume and underlying volatility of
the products. Within P&C insurance, the risk of house �re and personal injury for motor vehicle insurance constitute the main risks.
The Other segment includes the insurance risk at BenCo. BenCo o�ers pension products to multinational companies through Nordben and
Euroben. The insurance risk at BenCo primarily relates to group life insurance, early retirement pensions and pensions for expatriate employees.
These are de�ned-bene�t pensions that can be time-limited or lifelong. Many of the agreements have short durations, typically �ve-year early
retirement pensions, and the insurance risk is therefore limited.
DESCRIPTION OF PRODUCTS
GROUP CONTRACTS
Savings
1. Group de�ned-contribution pensions are pensions where the premium is stated as a percentage of pay, while the payments depend on the
actual added return. Customers have the option of choosing a guaranteed annual return.
2. Pension capital certi�cates are individual contracts with accrued rights that are issued upon withdrawal from or termination of group de�ned-
contribution pension agreements.
3. A hybrid pension (occupational pension scheme) is where the premium is stated as a percentage of salary, while the payments depend on the
contributions and adjustment/return. The insured person selects the investment pro�le him/herself. The product is only o�ered in Norway.
4. Pension certi�cates are individual contracts with accrued rights that are issued upon withdrawal from or termination of hybrid pension
agreements.
Guaranteed pension
investment options.
agreements.
5. Group de�ned-bene�t pensions are guaranteed pension bene�ts as a percentage of the �nal salary from a speci�ed age for as long as the
insured person lives. Alternatively, it can be agreed that the pension will end at a speci�ed age. The product is o�ered within the private
sector. Cover options that can be chosen include retirement, disability (including premium/contribution waivers) and survivor pensions. Paid-
up policies (Sweden only) remain in the group contract.
6. Paid-up policies (Norway only) are individual contracts with accrued rights that are issued upon withdrawal from or termination of group
de�ned-bene�t pension agreements. Holders of a paid-up policy can choose to convert their paid-up policy to a paid-up policy with
7. A hybrid pension (occupational pension scheme) is where the premium is stated as a percentage of salary, while the payments depend on the
contributions and adjustment/return. The pension assets are managed collectively. The product is only o�ered in Norway.
8. Pension certi�cates are individual contracts with accrued rights that are issued upon withdrawal from or termination of hybrid pension
Insurance – lump-sum payments (Norway only)
9. Group life consists of group contracts with lump-sum payments in the event of death or disability.
0. Health and P&C insurance contracts are group contracts with lump-sum payments for occupational injury insurance, critical illness, child
insurance or accident insurance.
1. Disability and survivor products in the payment phase without accrual of a paid-up policy.
1. Individual unit-linked insurance is endowment insurance or allocated annuity in which the customer bears the �nancial risk. Related cover can
2. Individual allocated annuity or pension insurance provides guaranteed payments for as long as the insured person lives. Alternatively, it can
be agreed that the pension will end at a speci�ed age. Premiums or payments may be waived in the event of disability. The product can be
INDIVIDUAL CONTRACTS
Savings
be linked in the event of death.
Guaranteed Pension
linked to disability pensions.
3. Individual endowment insurance provides lump sum payments in the event of attaining a speci�ed age, death or disability.
Insurance
4. Individual P&C insurance contracts are individual contracts with lump-sum payments in the event of critical illness, child insurance, damage to
motor vehicle or injury to passengers, combined �re insurance, travel insurance or accident insurance.
5. Disability and survivor products without savings.
RISK PREMIUMS AND TARIFFS
Guaranteed pensions
There was a need to strengthen the premium reserves as they relate to long life expectancy for Norwegian group de�ned-bene�t pensions,
including paid-up policies. The need for reserves applies in general to products that involve a guaranteed bene�t, but the impact varies
depending on the product composition and characteristics, as well as amendments to regulations, as a result of the pension reform, for
example.
A new mortality tari� for group insurance (K2013) was developed in 2014. The tari� is based on three elements: Initial mortality, safety margin
and future increase in life expectancy. Initial mortality is determined on the basis of actual mortality in the insurance portfolio in the period
2005–2009. The safety margin will take into account the di�erence in mortality based on income, random variation in mortality and the
company’s margins. The future increase in life expectancy entails that the projected life expectancy is also dependent on the year of birth.
Today’s 50-year-olds are not expected to live as long as 50-year-olds in 20 years’ time. This factor is referred to as dynamic improvement in life
expectancy. K2013 is thus a dynamic tari�.
Starting from 2014 group pension insurance schemes in Norway follow the premiums for traditional retirement and survivor coverage in the
industry tari� K2013. The premiums for disability pensions are based on the company’s own experience. Expense premiums are determined
annually with a view to securing full cover for the next year’s expected costs.
For individual insurance, the premiums for death risk and long life expectancy risk are based on tari�s produced by insurance companies on the
basis of their shared experience. This applies to both endowment and pension insurance. Disability premiums are based on the company’s own
experience.
The risk premium for group insurance in Sweden is calculated as an equalised premium within the insurance group, based on the group
distribution of age and gender, as well as the requirement for coverage of next of kin. The risk premium for individual insurance is determined
individually and is based on age and gender.
In 2016, SPP revised the mortality assumptions it uses to calculate insurance technical reserves. The company’s assumptions are based on the
general mortality tari� DUS 14, adjusted for the company’s own observations.
Insurance
Tari�s for group life insurance and certain risk insurances within group pensions also depend on the industry or occupation, in addition to age
and gender. Group life insurance also applies tari�s based on claims experience. The company’s standard tari� for group life insurance, both for
life and disability cover, is based on the company’s own experience.
From December 2014, Storebrand has priced new individual endowment policies without taking gender into account. In other words, gender will
not be considered when calculating the premium.
For P&C insurance (occupational injury, property and motor vehicle) the tari�s are based on the company’s own experiences.
Management of insurance risk
Insurance risk is monitored separately for every line of insurance in the current insurance portfolio. The development of the risk results is
followed throughout the year. For each type of risk, the ordinary risk result for a period represents the di�erence between the risk premiums the
company has collected for the period and the sum of provisions and payments that must be made for insured events that occur in the period.
The risk result takes into account insured events that have not yet been reported, but which the company, on the basis of experience, assumes
have occurred.
When writing individual risk cover, the customer is subject to a health check. The result of the health check is re�ected in the level of premium
quoted. When arranging group policies with risk cover, all employees of small companies are subject to a health check, while for companies with
many employees a declaration of �tness for work is required. In the assessment of risk (underwriting), the company’s industrial category, sector
and sickness record are also taken into account.
105
Large claims or special events constitute a major risk for all products. The largest claims will typically be in the group life, occupational injury and
personal injury (motor vehicle accidents) segments.
The company manages its insurance risk through a variety of reinsurance programmes. Through catastrophe reinsurance (excess of loss), the
company covers losses (single claims and reserves provisions) where a single event causes more than two deaths or disability cases. This cover is
also subject to an upper limit. A reinsurance agreement for life policies covers death and disability risk that exceeds the maximum risk amount
for own account the company practises. The company’s maximum risk amount for own account is relatively high, and the risk reinsured is
therefore relatively modest.
The company also manages its insurance risk through international pooling. This implies that multinational corporate customers can equalise
the results between the various units internationally. Pooling is o�ered for group life and risk cover within group de�ned-bene�t and de�ned-
contribution pensions.
RISK RESULT
The risk result consists of premiums the company charges to cover insurance risks less the actual costs in the form of insurance reserves and
payments for insured events such as death, pensions, disability and accidents.
The table below speci�es the risk result for the largest entities in the Group and also states the e�ect of reinsurance and pooling on the result.
Specification of risk result
NOK million
Survival
Death
Disability
Reinsurance
Pooling
Other
Total risk result
Storebrand Life Insurance AS
SPP Pension & Försäkring AB
2017
-52
440
218
-18
19
-3
603
2016
-8
310
185
-17
-59
-25
386
2017
67
21
84
-3
-1
-8
161
2016
-54
56
90
-3
0
-16
73
The risk result for Storebrand Livsforsikring AS in the table above shows the total risk result before distribution to customers and the owner (the
insurance company).
Storebrand Livsforsikring AS
In the case of group de�ned-bene�t pensions and paid-up policies, any positive risk result passes to the customers, while any de�cit in the risk
result must, in principle, be covered by the insurance company. However, up to half of any risk pro�t on a particular line of insurance may be
retained in a risk equalisation fund. A de�cit due to risk elements can be covered by the risk equalisation fund. The risk equalisation fund can, as
a maximum, amount to 150 per cent of the total annual risk premium. The risk equalisation fund is classi�ed as equity in the balance sheet.
SPP Pension & Försäkring AB
The risk result is paid to the owners in its entirety for all insurance product.
Note 8 – Financial market risk
Market risk means changes in the value of assets as a result of unexpected volatility or changes in prices on the �nancial markets. It also refers
to the risk that the value of the insurance liability develops di�erently to that of the assets.
The most signi�cant market risks for Storebrand are equity market risk, credit risk, property price risk, interest rate risk and exchange rate risk.
For the life insurance companies, the �nancial assets are invested in a variety of sub-portfolios. Market risk a�ects Storebrand’s income and
pro�t di�erently in the di�erent portfolios. There are three main types of sub-portfolio: company portfolios, customer portfolios without a
guarantee (unit linked insurance) and customer portfolios with a guarantee.
106
The market risk in the company portfolios has a direct impact on the pro�t.
The market risk in unit linked insurance is at the customers’ risk and expense, meaning Storebrand is not directly a�ected by changes in value.
Nevertheless, changes in value do a�ect Storebrand’s pro�t indirectly. Income is based largely on the size of the reserves, while the costs tend to
be �xed. Lower returns on the �nancial market than expected will therefore have a negative e�ect on Storebrand’s future income and pro�t.
For customer portfolios with a guarantee, the net risk for Storebrand will be lower than the gross market risk. The measures to reduce risk
depends on several factors, the most important being the size and �exibility of the customer bu�ers and level and duration of the return
guarantee. If the investment return is not su�cient to meet the guaranteed interest rate, the shortfall may be met by using customer bu�ers
built up from previous years’ surpluses. Customer bu�ers primarily consist of unrealised gains and additional statutory reserves in Norway (one
year’s interest rate guarantee) and conditional bonus in Sweden. Storebrand must cover any deviations between return and interest rate
guarantee if the return is lower than the interest rate guarantee and the di�erence cannot be covered by customer bu�ers or the return will be
negative.
For guaranteed customer portfolios, the risk is a�ected by changes in the interest rate level. Falling interest rates are positive for the investment
return in the short term due to price appreciation for bonds, but negative in the long term because it reduces the probability of achieving a
return higher than the guarantee. Interest rates at the end of 2017 were at approximately the same level now as at the start of the year in both
Norway and Sweden. In Sweden, the money market rate is negative. Sveriges RIksbank (Swedish National Bank) and Norges Bank have indicated
that interest rates will be kept low for several years to come. Paid-up policies have a particularly high risk in a low interest rate scenario, because
there are very limited opportunities for changing the price or terms. In Norway, the e�ect of low interest rates will be dampened in the coming
years by a large proportion of amortised cost portfolios that will greatly bene�t from securities purchased at interest rate levels higher than the
current levels.
The composition of the �nancial assets within each sub-portfolio is determined by the company’s investment strategy. The investment strategy
also establishes guidelines and limits for the company’s risk management, credit exposure, counterparty exposure, currency risk, use of
derivatives, and requirements regarding liquidity.
ASSET ALLOCATION
Real estate at fair value
Bonds at amortised cost
Money market
Bonds at fair value
Equities at fair value
Loans at amortised cost
Other
Total
Customer portfolios with
guarantee
Customer portfolios
without guarantee
Company portfolios
11%
36%
3%
31%
7%
11%
1%
2%
5%
14%
79%
10%
36%
53%
100%
100%
100%
Storebrand aims to take low �nancial risk for the company portfolios, and most of the funds were invested in short and medium-term �xed
income securities with low credit risk.
The �nancial risk related to customer portfolios without a guarantee is borne by the insured person, and the insured person can choose the risk
pro�le. Storebrand’s role is to o�er a good, broad range of funds, to assemble pro�les adapted to di�erent risk pro�les, and to o�er systematic
reduction of risk towards retirement age. The most signi�cant market risks are share market risk and exchange rate risk.
The most signi�cant market risks facing guaranteed customer portfolios are linked to equity risk, interest rate risk, credit risk and property price
risk. There were no major changes in the investment allocation during 2017. In Norway most of the credit risk is linked to securities, which are
carried at amortised cost. This reduces the risk to the company’s pro�t signi�cantly.
The market risk is managed by segmenting the portfolios in relation to risk-bearing capacity. For customers who have large customer bu�ers,
investments are made with higher market risk that give increased expected returns. Equity risk is also managed by means of dynamic risk
management, the objectives of which are to maintain good risk-bearing capacity and to adjust the �nancial risk to the bu�er situation and the
company’s �nancial strength. By exercising this type of risk management, Storebrand expects to create good returns both for individual years
and over time.
107
For company portfolios and guaranteed customer portfolios, most of the assets that are in currencies other than the domestic currency are
hedged. This limits the currency risk from the investment portfolios.
Foreign exchange risk primarily arises as a result of investments in international securities, including as a result of ownership in SPP. Hedging is
performed by means of forward foreign exchange contracts at the portfolio level, and the currency positions are monitored continuously against
a total limit. Negative currency positions are closed out no later than the day after they arose.
In the consolidated �nancial statements, the value of assets and results from the Swedish operations are a�ected by changes in the value of the
Swedish krona. Storebrand Livsforsikring AS has hedged parts of the value of SPP through forward foreign exchange contracts and borrowings
in Swedish kroner.
FINANCIAL ASSETS AND LIABILITIES IN FOREIGN CURRENCIES
NOK million
Net in balance sheet
Net sales
in currency
in NOK
Balance sheet items
excluding currency
derivatives
Forwad contracts
Net position
DKK
CAD
EUR
GBP
JPY
SEK
USD
NOK
[8]
Other currency types
Insurance liabilities in foreign exchange
Total net currency positions 2017
Total net currency positions 2016
1,522
107
1,220
134
23,649
184,268
3,250
26,438
-167
-243
-1,430
-183
-38,087
-1,660
-4,299
1,355
-136
-209
-49
-14,437
-185,929
-1,049
1,808
-891
-2,046
-540
-1,054
185,744
-8,524
-558
25,880
25,842
-779
-190,177
-190,177
-189,989
9,571
5,425
The table above shows the currency positions as at 31 December 2017. The currency exposure is primarily related to investments in the
Norwegian and Swedish insurance business.
BANKING BUSINESS
Storebrand Bank ASA hedges net balance sheet items by means of forward contracts. The permitted limit for the bank’s foreign exchange
position is 0.50 per cent of primary capital, which is presently approximately NOK 12 million.
GUARANTEED CUSTOMER PORTFOLIOS IN MORE DETAIL
Storebrand Life Insurance
The annual guaranteed return to the customers follows the interest rate guarantee. In 2017, new premiums were taken in with an interest rate
guarantee of 2.0 per cent, and pensions were adjusted upwards with an interest rate guarantee of 0.5 per cent.
The percentage distribution of the insurance reserves by the various basic annual interest rates as at 31 December is as follows:
Interest rate
6 %
5 %
4 %
3.4 %
3 %
2.75 %
2.50 %
2.00 %
0.50 %
0 %
2017
0.3 %
0.3 %
47.8 %
0.4 %
30.1 %
1.1 %
11.3 %
7.6 %
2017
7.0 %
0.4 %
The table includes premium reserve excluding IBNS.
108
Average interest rate guarantee in per cent
Individual endowment insurance
Individual pension insurance
Group pension insurance
Paid-up policy
Group life insurance
Total
The table includes premium reserve including IBNS.
2017
2.7 %
3.8 %
2.7 %
3.4 %
0.1 %
3.2 %
2016
0.3 %
0.4 %
59.3 %
0.4 %
30.6 %
1.1 %
11.4 %
5.7 %
2016
0.2 %
0.5 %
2016
2.7 %
3.8 %
2.8 %
3.4 %
0.1 %
3.3 %
There is a 0 per cent interest rate guarantee for premium funds, de�ned-contribution funds, pensioners’ surplus funds and additional statutory
reserves.
The interest rate guarantee must be ful�lled on an annual basis. If the company’s investment return in any given year is lower than the
guaranteed interest rate, the equivalent of up to one year’s guaranteed return for the individual policy can be covered by transfers from the
policy’s additional statutory reserves.
A new mortality tari� (K2013) has been introduced for group pensions and paid-up policies from 2014. For the existing reserves, the Financial
Supervisory Authority of Norway has approved a seven-year escalation plan, and customer returns exceeding the guarantee can contribute to
reserve strengthening. At least 20 per cent of the individual customer’s increase in reserves must be covered by Storebrand. The strengthening
of reserves was completed during 2017.
To achieve adequate returns, it is necessary to take an investment risk. This is primarily done by investing in equities, property and corporate
bonds. It is possible to reduce market risk in the short term, but then the probability of achieving the necessary level of return is reduced. Risk
management shall balance out these considerations.
Interest rate risk is in a special position, because changes in interest rates also a�ect the value of the insurance liability (even if the book value of
the Norwegian liabilities with guaranteed interest rates is not recognised at market value). Since pension disbursements may be many years in
the future, the insurance liability is particularly sensitive to changes in interest rates. In the Norwegian business, greater interest rate sensitivity
from the investments will entail increased risk that the return is below the guaranteed level. The risk management must therefore balance the
risk of the pro�t for the year (interest rate increase) with the reinvestment risk if interest rates fall below the guarantee in the future. Bonds at
amortised cost are an important risk management tool.
SPP PENSION & INSURANCE
The guaranteed interest rate is determined by the insurance company and is used when calculating the premium and the guaranteed bene�t.
The guaranteed interest rate does not entail that there is an annual minimum guarantee for the return as is the case in Norway.
New premiums in individual de�ned-contribution pensions (IF) have a guarantee of 1.25% for 85% of the premium. Group de�ned-bene�t
pension (KF) is closed to new members.
SPP bears the risk of achieving a return equal to the guaranteed interest on the policyholders’ assets over time and that the level of the
contracts’ assets is greater than the present value of the insurance liabilities. For IF, pro�t sharing becomes relevant in SPP if the return exceeds
the guaranteed yield. The contracts’ bu�er capital must be intact in order for pro�t sharing to represent a net income for SPP. In the case of KF, a
certain degree of consolidation, i.e. that the assets are greater than the present value of the liabilities by a certain percentage, is required in
order for the owner to receive pro�t-sharing income (indexing fee).
0 %
2017
0.4 %
The table includes premium reserve excluding IBNS.
Average interest rate guarantee in per cent
Individual endowment insurance
Individual pension insurance
Group pension insurance
Paid-up policy
Group life insurance
Total
The table includes premium reserve including IBNS.
2016
0.5 %
2016
2.7 %
3.8 %
2.8 %
3.4 %
0.1 %
3.3 %
2017
2.7 %
3.8 %
2.7 %
3.4 %
0.1 %
3.2 %
There is a 0 per cent interest rate guarantee for premium funds, de�ned-contribution funds, pensioners’ surplus funds and additional statutory
reserves.
The interest rate guarantee must be ful�lled on an annual basis. If the company’s investment return in any given year is lower than the
guaranteed interest rate, the equivalent of up to one year’s guaranteed return for the individual policy can be covered by transfers from the
policy’s additional statutory reserves.
A new mortality tari� (K2013) has been introduced for group pensions and paid-up policies from 2014. For the existing reserves, the Financial
Supervisory Authority of Norway has approved a seven-year escalation plan, and customer returns exceeding the guarantee can contribute to
reserve strengthening. At least 20 per cent of the individual customer’s increase in reserves must be covered by Storebrand. The strengthening
of reserves was completed during 2017.
To achieve adequate returns, it is necessary to take an investment risk. This is primarily done by investing in equities, property and corporate
bonds. It is possible to reduce market risk in the short term, but then the probability of achieving the necessary level of return is reduced. Risk
management shall balance out these considerations.
Interest rate risk is in a special position, because changes in interest rates also a�ect the value of the insurance liability (even if the book value of
the Norwegian liabilities with guaranteed interest rates is not recognised at market value). Since pension disbursements may be many years in
the future, the insurance liability is particularly sensitive to changes in interest rates. In the Norwegian business, greater interest rate sensitivity
from the investments will entail increased risk that the return is below the guaranteed level. The risk management must therefore balance the
risk of the pro�t for the year (interest rate increase) with the reinvestment risk if interest rates fall below the guarantee in the future. Bonds at
amortised cost are an important risk management tool.
SPP PENSION & INSURANCE
The guaranteed interest rate is determined by the insurance company and is used when calculating the premium and the guaranteed bene�t.
The guaranteed interest rate does not entail that there is an annual minimum guarantee for the return as is the case in Norway.
New premiums in individual de�ned-contribution pensions (IF) have a guarantee of 1.25% for 85% of the premium. Group de�ned-bene�t
pension (KF) is closed to new members.
SPP bears the risk of achieving a return equal to the guaranteed interest on the policyholders’ assets over time and that the level of the
contracts’ assets is greater than the present value of the insurance liabilities. For IF, pro�t sharing becomes relevant in SPP if the return exceeds
the guaranteed yield. The contracts’ bu�er capital must be intact in order for pro�t sharing to represent a net income for SPP. In the case of KF, a
certain degree of consolidation, i.e. that the assets are greater than the present value of the liabilities by a certain percentage, is required in
order for the owner to receive pro�t-sharing income (indexing fee).
109
If the assets in an insurance contract in the company are smaller than the market value of the liability, an equity contribution is allocated that
re�ects this shortfall. This is termed a deferred capital contribution (DCC), and changes in DCC are recognised in the pro�t and loss account as
they occur. When the contracts’ assets exceed the present value of the liabilities, a bu�er, which is termed the conditional bonus, is established.
Changes in this customer bu�er are not recognised in the pro�t and loss account.
Interest rate
5.20 %
4.5%-5.2%
4.00 %
3.00 %
2.75%-4.0%
2.70 %
2.50 %
1.60 %
1.50 %
1.25 %
1.25%
[9]
0.5%-2.5%
0.00 %
2017
13.4 %
0.4 %
1.5 %
49.4 %
7.1 %
0.1 %
7.2 %
0.1 %
4.0 %
4.9 %
2.8 %
4.6 %
4.3 %
Average interest rate guarantee in per cent
Individual pension insurance
Group pension insurance
Individual occupational pension insurance
Total
2017
3.4 %
2.6 %
3.2 %
2.9 %
2016
14.2 %
0.5 %
1.6 %
49.9 %
7.1 %
0.1 %
7.3 %
0.2 %
4.0 %
5.0 %
1.2 %
4.7 %
4.3 %
2016
3.4 %
2.6 %
3.0 %
2.9 %
In the Swedish operations management of interest rate risk is based on the principle that the interest rate risk from assets shall approximately
correspond to the interest rate risk from the insurance liabilities.
SENSITIVITY ANALYSES
The tables show the fall in value for Storebrand Life Insurance and SPP’s investment portfolios as a result of immediate value changes related to
�nancial market risk. The calculation is model-based and the result is dependent on the choice of stress level for each asset class and
assumptions for diversi�cation. The stresses have been applied to the company portfolio and guaranteed customer portfolios as at 31
December 2017. The e�ect of each stress changes the return in each pro�le.
Unit linked insurance without a guaranteed annual return is not included in the analysis. For these products, the customers bear the market risk
and the e�ect of a falling market will not directly a�ect the result or bu�er capital.
The amount of stress is the same that is used for the company’s risk management. The stresses include a 12 per cent fall in equities, 7 per cent
fall in property, and an increase in credit spreads of 60 basis points. For interest rates, the stresses include both an increase and fall of 50 basis
points, where the most negative is used. The increase in interest rates is negative for the result, while the solvency position is negatively a�ected
by a fall in interest rates.
The stresses are applied individually, but the overall market risk is less than the sum of the individual stresses, because diversi�cation is
assumed. The correlation between the stresses is the same that is used for Solvency II.
Because it is the immediate market changes that are calculated, dynamic risk management will not a�ect the outcome. If it is assumed that the
market changes occur over a period of time, then dynamic risk management would reduce the e�ect of the negative outcomes and reinforce the
positive to some extent.
110
Sensitivity assessments
Resultrisk
Interest rate risk
Equity price risk
Property price risk
Credit risk
Diversi�cation
Result
Storebrand Life Insurance
SPP Pension & Försäkring
NOK million
Share of portfolio
SEK million
Share of portfolio
1,907
1,657
1,347
726
-764
4,873
1.0 %
0.9 %
0.7 %
0.4 %
-0.4 %
2.5 %
372
852
482
750
-384
2,172
0.4 %
1.0 %
0.7 %
0.8 %
-0.4 %
2.4 %
As a result of customer bu�ers, the e�ect of the stresses on the result will be lower than the combined change in value in the table. As at 31
December 2017, the customer bu�ers are of such a size that the e�ects on the result are signi�cantly lower.
STOREBRAND LIFE INSURANCE
Based on the stress test, Storebrand Life Insurance has an overall market risk of NOK 4.9 billion, which is equivalent to 2.5 per cent of the
investment portfolio.
If the stress causes the return to fall below the guarantee, it will have a negative impact on the result if the customer bu�er is not adequate.
Other negative e�ects on the result are a lower return from the company portfolio and that there is no pro�t sharing from paid-up policies and
individual contracts.
SPP PENSION & INSURANCE
Based on the stress test, SPP has an overall market risk of SEK 2.2 billion, which is equivalent to 2.4 per cent of the investment portfolio.
The bu�er situation for the individual contracts will determine if all or portions of the fall in value will a�ect the �nancial result. Only the portion
of the fall in value that cannot be settled against the customer bu�er will be charged to the result. In addition, the reduced pro�t sharing or loss
of the indexing fees may a�ect the �nancial result.
OTHER OPERATIONS
The other companies in the Storebrand Group are not included in the sensitivity analysis, as there is little market risk in these areas. The equity
of these companies is invested with little or no allocation to high-risk assets, and the products do not entail a direct risk for the company as a
result of price �uctuations in the �nancial market.
Note 9 – Liquidity risk
Liquidity risk is the risk that the company is unable to ful�l its obligations without incurring substantial additional expenses in the form of
reduced prices for assets that must be realised, or in the form of especially expensive �nancing.
For the insurance companies, the life insurance companies in particular, the insurance liabilities are long-term and the cash �ows are generally
known long before they fall due. In addition, liquidity is required to handle payments related to operations, and there are liquidity needs related
to derivative contracts. The liquidity risk is handled by liquidity forecasts and the fact that portions of the investments are in very liquid
securities, such as government bonds. The liquidity risk is considered low based on these measures.
Liquidity risk is one of the largest risk factors for the banking business, and the regulations stipulate requirements for liquidity management and
liquidity indicators. The guidelines for liquidity risk specify the principles for liquidity management, minimum liquidity reserves and �nancing
indicators for measuring liquidity risk. In addition to this, an annual funding strategy and funding plan are being drawn up that set out the
overall limits for the bank’s funding activities.
Separate liquidity strategies have also been drawn up for other subsidiaries in accordance with the statutory requirements. These strategies
specify limits and measures for ensuring good liquidity and a minimum allocation to assets that can be sold at short notice. The strategies de�ne
limits for allocations to various asset types and mean the companies have money market investments, bonds, equities and other liquid
investments that can be disposed of as required.
111
In addition to clear strategies and the risk management of liquidity reserves in each subsidiary, the Group’s holding company has established a
liquidity bu�er. The development of the liquid holdings is continuously monitored at the Group level in relation to internal limits. A particular risk
is the fact that during certain periods the �nancial markets can be closed for new borrowing. Measures for minimising the liquidity risk are to
maintain a regular maturity structure for the loans, low costs, an adequate liquidity bu�er and credit agreements with banks which the company
can draw on if necessary.
UNDISCOUNTED CASH FLOWS FOR FINANCIAL LIABILITIES [10]
NOK million
Subordinated loan capital
[11]
Liabilities to �nancial institutions
Deposits from bank customers
Debt raised from issuance of securities
Other current liabilities
Uncalled residual liabilities Limited partnership
Unused credit lines lending
Lending commitments
Total financial liabilities 2017
Derivatives related to funding 2017
0-6
months
6-12
months
1-3 years
3-5 years
> 5 years
Total
cashflows
Total
booked value
1,799
61
1,741
2,439
4,298
10,338
225
943
7,834
6,653
155
14,403
2,244
8,101
7,906
3,474
2,007
40,089
1,230
-117
20
9,575
-139
9,092
-97
4,298
-125
155
14,628
17,674
8,101
7,906
3,474
2,007
64,284
-457
8,867
155
14,628
16,575
8,101
48,326
41
Total �nancial liabilities 2016
39,050
309
11,299
8,049
4,721
63,428
47,028
SPECIFICATION OF SUBORDINATED LOAN CAPITAL
NOK million
Issuer
Hybrid tier 1 capital
[12]
Storebrand Livsforsikring AS
Perpetual subordinated loan capital
Storebrand Livsforsikring AS
Storebrand Livsforsikring AS
Dated subordinated loan capital
Storebrand Livsforsikring AS
Storebrand Livsforsikring AS
Storebrand Livsforsikring AS
Storebrand Bank ASA
Storebrand Bank ASA
Total subordinated loans and hybrid tier 1 capital 2017
Total subordinated loans and hybrid tier 1 capital 2016
SPESIFICATION OF LIABILITIES TO FINANCIAL INSTITUTIONS
NOK million
Call date
2017
2018
Total liabilities to financial institutions
SPESIFICATION OF LIABILITIES TO FINANCIAL INSTITUTIONS
NOK million
Total debt raised through issuance of securities
Nominal
value Currency
Interest Maturity
Book
value
1,500
NOK
Variable
2018
1,506
1,000
1,100
300
750
1,000
150
125
NOK
NOK
EUR
SEK
SEK
NOK
NOK
Variable
Variable
Fixed
Variable
Variable
Variable
Variable
2020
2024
2023
2021
2022
2017
2019
Book value
2017
155
155
1,000
1,103
3,227
757
998
126
150
8,867
7,621
2016
407
407
Book value
2017
2018
16,575
16,219
112
NOK million
Call date
2017
2018
2019
2020
2021
2022
Book value
2017
2,882
3,152
4,030
3,509
3,002
2018
3,051
4,062
2,692
3,417
2,997
Total debt raised through issuance of securities
16,575
16,219
The loan agreements and credit facilities contain covenants.
COVERED BONDS
For issued covered bonds, a regulatory requirement for over-collateralisation of 102 per cent and an over-collateralisation requirement of 109.5
per cent for bonds issued before 21 June 2017 apply.
CREDIT FACILITIES
Storebrand ASA has an unused credit facility of EUR 240 million, expiration December 2019.
FACILITIES ISSUED TO STOREBRAND BOLIGKREDITT AS
Storebrand Bank has issued two credit facilities to Storebrand Boligkreditt AS. One of these is an ordinary overdraft facility, with a ceiling of NOK
6 billion. This has no expired date, but can be terminated by the bank with 15 months’ notice. The other facility may not be terminated by
Storebrand Bank until at least 3 months after the maturity date of the covered bond and the associated derivates with the longest period to
maturity. Both agreements provide a minimum capacity to cover at least interests and payments on covered bonds and derivatives the following
31 days.
FINANCING ACTIVITIES – MOVEMENTS DURING THE YEAR
NOK Million
Book value 1.1.17
Admission of new loans/liabilities
Repayment of loans/liabilities
Change in accrued interest
Translation di�erences
Change in value/amortisation
Book value 31.12.17
Subordinated loan capital
Liabilities to financial institutions
Securities issued
7,621
1,126
-150
12
289
-30
8,867
407
155
-407
16,219
5,292
-4,899
-4
-34
155
16,575
Note 10 – Credit risk
Storebrand is exposed to risk of losses as a result of counterparties not ful�lling their debt obligations. This risk also includes losses on lending
and losses related to the failure of counterparties to ful�l their �nancial derivative contracts.
The maximum limits for credit exposure to individual counterparties and for overall credit exposure to rating categories are set by the boards of
the individual companies in the Group. Particular attention is paid to ensuring diversi�cation of credit exposure in order to avoid concentrating
credit exposure on any particular debtors or sectors. Changes in the credit standing of debtors are monitored and followed up. Thus far, the
Group has used published credit ratings wherever possible, supplemented by the company’s own credit evaluation.
Underlying investments in funds managed by Storebrand are included in the tables.
CREDIT RISK BROKEN DOWN BY COUNTERPARTY
BONDS AND OTHER FIXED-INCOME SECURITIES AT FAIR VALUE
113
Book value
2017
2,882
3,152
4,030
3,509
3,002
2018
3,051
4,062
2,692
3,417
2,997
NOK million
Call date
2017
2018
2019
2020
2021
2022
COVERED BONDS
CREDIT FACILITIES
Total debt raised through issuance of securities
16,575
16,219
The loan agreements and credit facilities contain covenants.
For issued covered bonds, a regulatory requirement for over-collateralisation of 102 per cent and an over-collateralisation requirement of 109.5
per cent for bonds issued before 21 June 2017 apply.
Storebrand ASA has an unused credit facility of EUR 240 million, expiration December 2019.
FACILITIES ISSUED TO STOREBRAND BOLIGKREDITT AS
Storebrand Bank has issued two credit facilities to Storebrand Boligkreditt AS. One of these is an ordinary overdraft facility, with a ceiling of NOK
6 billion. This has no expired date, but can be terminated by the bank with 15 months’ notice. The other facility may not be terminated by
Storebrand Bank until at least 3 months after the maturity date of the covered bond and the associated derivates with the longest period to
maturity. Both agreements provide a minimum capacity to cover at least interests and payments on covered bonds and derivatives the following
FINANCING ACTIVITIES – MOVEMENTS DURING THE YEAR
Subordinated loan capital
Liabilities to financial institutions
Securities issued
7,621
1,126
-150
12
289
-30
8,867
407
155
-407
16,219
5,292
-4,899
-4
-34
155
16,575
31 days.
NOK Million
Book value 1.1.17
Admission of new loans/liabilities
Repayment of loans/liabilities
Change in accrued interest
Translation di�erences
Change in value/amortisation
Book value 31.12.17
Note 10 – Credit risk
Storebrand is exposed to risk of losses as a result of counterparties not ful�lling their debt obligations. This risk also includes losses on lending
and losses related to the failure of counterparties to ful�l their �nancial derivative contracts.
The maximum limits for credit exposure to individual counterparties and for overall credit exposure to rating categories are set by the boards of
the individual companies in the Group. Particular attention is paid to ensuring diversi�cation of credit exposure in order to avoid concentrating
credit exposure on any particular debtors or sectors. Changes in the credit standing of debtors are monitored and followed up. Thus far, the
Group has used published credit ratings wherever possible, supplemented by the company’s own credit evaluation.
Underlying investments in funds managed by Storebrand are included in the tables.
CREDIT RISK BROKEN DOWN BY COUNTERPARTY
BONDS AND OTHER FIXED-INCOME SECURITIES AT FAIR VALUE
Category by issuer or guarantor
NOK million
Government and government guaranteed bonds
Corporate bonds
Structured notes
Collateralised securities
Total interest bearing securities stated by rating
Bond funds not managed by Storebrand
Non-interest bearing securities managed by Storebrand
AAA
Fair
value
20,052
17,502
31,575
69,129
A
Fair
value
10,542
20,615
AA
Fair
value
7,681
13,326
55
NIG
Fair
value
985
722
Other
Fair
value
BBB
Fair
value
5,164
24,258
736
81
122
5
Total
Fair
value
44,424
77,159
81
31,758
21,062
31,157
29,625
741
1,708
153,421
9,017
4,323
Total 2017
Total 2016
69,129
21,062
31,157
29,625
741
1,708
166,761
69,845
26,631
33,097
30,778
1,141
171,837
AA
Fair
value
6,111
A
Fair
value
7,187
12,465
11,164
BBB
Fair
value
4,068
6,304
Other
Fair
value
925
NIG
Fair
value
2,369
5,710
945
4,990
7,081
1,043
Total
Fair
value
33,771
48,998
1,869
26,467
AAA
Fair
value
14,036
13,355
13,352
40,744
24,511
25,432
11,415
925
8,079
111,105
40,724
22,646
25,678
11,400
6,766
107,214
AAA
Fair
value
AA
Fair
value
3,215
126
3,089
1,806
7,256
50
A
Fair
value
821
23
797
2,277
699
472
7,207
699
465
5,870
1,710
244
70
BBB
Fair
value
105
105
238
11
11
15
Other
Fair
value
NIG
Fair
value
75
2
73
506
35
35
10
Total
Fair
value
4,216
152
4,064
4,827
8,474
50
8,424
8,069
313
INTEREST BEARING SECURITIES AT AMORTISED COST
Category of issuer or guarantor
NOK million
Government and government guaranteed bonds
Corporate bonds
Structured notes
Collateralised securities
Total 2017
Total 2016
COUNTERPARTIES
NOK million
Derivatives
Of which derivatives in bond funds, managed by Storebrand
Total derivatives excluding derivatives
in bond funds 2017
Total derivatives excluding derivatives in bond funds 2016
Bank deposits
472
Of which bank deposits in bond funds, managed by Storebrand
Total bank deposits excluding bank deposits in bond funds
2017
Total bank deposits excluding bank deposits in bond funds
2016
Loans to �nancial institutions
Rating classes based on Standard & Poor’s.
NIG = Non-investment grade.
THE LOAN PORTFOLIO
Distribution of the loan portfolio
Commitments by customer groups
NOK million
Development of building
projects
– Of which Storebrand
Livsforsikring
Loan to and
receivables from
customers
Guar
ante
es
Unused
credit-
lines
Total
commit-
ments
Unimpaired
commit-
ments
Impaired
commit-
ments
Individual
write-
downs
Net defaulted
commit-ments
2
2
19,074
105
19,180
114
NOK million
Sale and operation of real
estate
Other service providers
Wage-earners and others
Others
Total
– Individual write-downs
+ Group write-downs
Total loans to and
receivables from
1)
customers 2017
Total loans to and
receivables from customers
2016
2)
1)
2017:
Loan to and
receivables from
customers
Guar
ante
es
Unused
credit-
lines
Total
commit-
ments
Unimpaired
commit-
ments
Impaired
commit-
ments
Individual
write-
downs
Net defaulted
commit-ments
9,048
17
320
42,031
2,470
9,066
320
3,551
45,582
22
2,492
53,868
20
3,574
57,462
-54
-27
-54
-27
29
42
41
2
114
150
1
150
53,788
20
3,574
57,382
150
114
46,342
24
3,654
50,020
107
88
20
9
13
1
43
43
27
43
10
33
178
1
222
222
168
222
– Of whcih Storebrand Bank
27,257
20
3,474
30,751
150
114
– Of which Storebrand
Livsforsikring
2)
2016:
26,531
100
26,631
– Of whcih Storebrand Bank
27,268
24
3,548
30,840
107
88
27
168
– Of which Storebrand
Livsforsikring
19,074
105
19,180
The division into customer groups is based on Statistics Norway’s standard for sector and business grouping. The placement of the individual
customer is determined by the customer’s primary business
The majority of the loans at Storebrand consist of home loans to retail market customers. The home loans are approved and administered by
Storebrand Bank, but an increasing share of the loans has been transferred to Storebrand Livsforsikring as a part of the investment portfolio.
Storebrand Livsforsikring and SPP also have loans to companies as part of the investment portfolio. The corporate market segment at
Storebrand Bank is being discontinued and will eventually be wound up. Lending as an asset class will increase in future years for the life
insurance companies, because lending makes a good contribution to achieving the return guarantee.
As at 31 December 2017, Storebrand had loans to customers totalling NOK 54 billion net after provisions for losses of NOK 54 million. Of this,
NOK 12 billion was to the corporate market and NOK 42 billion to the retail market.
The corporate market portfolio consists of income generating properties and development properties with few customers and low level of
default that are primarily secured by mortgage in commercial property. Corporate market loans at Storebrand Bank are being discontinued and
therefore everything other than NOK 0.3 billion of the loans has been provided by Storebrand Livsforsikring and SPP
In the retail market, most of the loans are secured by means of home mortgages. Customers are evaluated according to their capacity and intent
to repay the loan. In addition to their capacity to service debt, customers are checked in relation to policy regulations, and customers are given a
credit store using a scoring model. The balance of home loans sold from Storebrand Bank to sister company Storebrand Livsforsikring is NOK
15.2 billion. The mortgages were sold on commercial terms.
The weighted average loan-to-value ratio for home loans is approximately 57 per cent. Over 97 per cent of home loans have a loan to value ratio
within 85 per cent and approximately 99.7 per cent are within a 100 per cent loan to value ratio. Approximately 51 per cent of the home loans
are within a 60 per cent LVR. The portfolio is considered to have a low to moderate credit risk.
Total committments by remaining term
2017
2016
Loans to and
receivables from
customers
53,868
Guara
ntees
20
Unused
credit line
3,574
Total
commit-
ments
57,462
Loans to and receivables
from customers
46,409
Guara
ntees
24
Unused
credit line
3,654
Total
commit-
ments
50,086
Total gross
NOK million
commitments
115
2017
2016
Loans to and
receivables from
customers
Guara
ntees
Unused
credit line
243
91
1,096
8,298
2
16
1
24
55
294
859
Total
commit-
ments
268
148
1,406
9,159
Loans to and receivables
from customers
Guara
ntees
Unused
credit line
55
505
1,350
2
2
22
136
8,364
20
1,086
Total
commit-
ments
55
529
1,489
9,469
44,140
2,341
46,482
36,135
2,410
38,545
53,868
20
3,574
57,462
46,409
24
3,654
50,086
NOK million
Up to one month
1 – 3 months
3 months – 1
year
1 -5 years
More than 5
years
Total gross
commitments
Commitments are regarded as non-performing and loss exposed when a credit facility has been overdrawn for more than 90 days and when an
instalment loxan has arrears older than 90 days and the amount is at least NOK 2000.
Credit risks by customer groups
NOK million
Sale and operation of
real estate
Other service providers
Wage-earners and
others
Others
Total 2017
Total 2016
Gross non-performing
commitments
Individual write-
downs
Net non-performing
commit-ments
Total recognised value changes
during the period
29
42
191
2
265
195
20
9
13
-10
32
27
10
33
178
1
222
168
9
9
-3
-11
4
-30
In the case of default, Storebrand Bank ASA will sell the securities or repossess the properties if this is most suitable.
Total engagement amount by remaining term to maturity
2017
2016
NOK million
Overdue 1-30
days
Overdue 31-60
days
Overdue 61-90
days
Overdue more
than 90 days
Total
Loans to and receivables
from customers
Guara
ntees
Unused
credit line
379
101
50
150
681
3
1
2
7
Total
commit-
ments
383
102
50
153
688
Loans to and receivables
from customers
Guara
ntees
Unused
credit line
Total
commit-
ments
346
2
3
351
78
54
107
586
2
79
55
110
594
3
6
COUNTERPARTY RISK – DERIVATES
Investments subject to netting agreements/CSA
NOK million
Investments subject to netting
agreements
Booked value fin.
assets
Booked value fin.
liabilites
Net booked fin. assets/
liabilities
Collateral
Cas
h
(+/-
)
Securiti
es
(+/-)
Net
exposure
3,971
2,015
1,956
-1,228
3,183
116
NOK million
Investments not subject to netting
agreements
Total 2017
Booked value fin.
assets
Booked value fin.
liabilites
Net booked fin. assets/
liabilities
93
4,064
2,015
93
2,049
Collateral
Cas
h
(+/-
)
Securiti
es
(+/-)
Net
exposure
The Group has entered into framework agreements with all its counterparties to reduce the risk inherent in outstanding derivative transactions.
These regulate how collateral is to be pledged against changes in market values that are calculated on a daily basis, among other things.
Note 11 – Concentrations of risk
CONCENTRATIONS OF RISK
Most of the risk for the Storebrand Group relates to the guaranteed pension products in the life insurance companies. These risks are
consolidated in the Storebrand Life Insurance Group, which includes the Storebrand Livsforsikring AS, SPP Livförsäkring AB and the business in
Ireland and Guernsey (BenCo). Other companies directly owned by Storebrand ASA that are exposed to signi�cant risks are Storebrand
Forsikring AS, Storebrand Helseforsikring AS, Storebrand Asset Management Group and Storebrand Bank Group.
For the life insurance businesses, the greatest risks are largely the same in Norway and Sweden. The �nancial market risk will depend
signi�cantly on global circumstances that in�uence the investment portfolios in all businesses. The insurance risk may be di�erent for the
various companies, and longevity risk in particular can be in�uenced by universal trends.
Both the insurance business and the banking business are exposed to credit risk. The insurance business primarily has a credit risk relating to
bonds with signi�cant geographical and industry-related diversi�cation, while the bank is mostly exposed to direct loans for residential property
in Norway. There is no signi�cant concentration risk across bonds and loans.
The �nancial market and investment risks are largely related to the customer portfolios in the life insurance business. The risk associated with a
negative outcome in the �nancial market is described and quanti�ed in Note 8, �nancial market risk. The banking business has little direct
exposure to types of risk other than credit.
In the short term, an interest rate increase will negatively impact on the returns for the life insurance companies. An interest rate increase can
also result in bank customers having lower debt-servicing capacity and increased losses for the banking business.
The risk from the P&C insurance and health insurance risk in Storebrand Skadeforsikring AS and Storebrand Helseforsikring AS has a low
correlation with the risk from the rest of the businesses in the Group.
In the asset management business, the principal risk is operational risk in the form of behaviour that can trigger claims and/or impact on
reputation. Since the asset management business is the principal manager of the insurance businesses, errors in asset management could result
in errors in the insurance businesses.
Note 12 – Valuation of �nancial instruments and
properties
The Group conducts a comprehensive process to ensure that �nancial instruments are valued as closely as possible to their market value.
Publicly listed �nancial instruments are valued on the basis of the o�cial closing price on stock exchanges, supplied by Reuters and Bloomberg.
Fund units are generally valued at the updated o�cial NAV prices when such prices exist. Bonds are generally valued based on prices obtained
from Reuters and Bloomberg. Bonds that are not regularly quoted will normally be valued using recognised theoretical models. The latter is
particularly applicable to bonds denominated in Norwegian kroner. Discount rates composed of the swap rates plus a credit premium are used
as a basis for these types of valuations. The credit premium will often be speci�c to the issuer, and will normally be based on a consensus of
credit spreads quoted by a selected brokerage �rm.
117
Unlisted derivatives, including primarily interest rate and foreign exchange instruments, are also valued theoretically. Money market rates, swap
rates, exchange rates and volatilities that form the basis for valuations are supplied by Reuters and Bloomberg.
The Group carries out continual checks to safeguard the quality of market data that has been collected from external sources. This involves
controlling and assessing the likelihood of unusual changes.
The Group categorises �nancial instruments valued at fair value on three di�erent levels, which are described in more detail below. The levels
express the di�ering degrees of liquidity and di�erent measurement methods used. The company has established valuation models to gather
information from a wide range of well-informed sources with a view to minimising the uncertainty of valuations.
LEVEL 1: FINANCIAL INSTRUMENTS VALUED ON THE BASIS OF QUOTED PRICES FOR IDENTICAL ASSETS IN ACTIVE MARKETS
This category encompasses listed equities that over the previous three months have experienced average daily trading equivalent to
approximately NOK 20 million or more. Based on this, the equities are regarded as su�ciently liquid to be included at this level. Bonds,
certi�cates or equivalent instruments issued by national governments are generally classi�ed as level 1. When it comes to derivatives,
standardised stock index futures and interest rate futures will also be included at this level.
LEVEL 2: FINANCIAL INSTRUMENTS VALUED ON THE BASIS OF OBSERVABLE MARKET INFORMATION NOT COVERED BY LEVEL 1
This category encompasses �nancial instruments that are valued on the basis of market information that can be directly observable or indirectly
observable. Market information that is indirectly observable means that the prices can be derived from observable related markets. Level 2
includes shares or equivalent equity instruments for which market prices are available, but where the volume of transactions is too limited to
ful�l the criteria in level 1. Shares in this level will normally have been traded during the last month. Bonds and equivalent instruments are
generally classi�ed in this level. Moreover, interest rate and foreign exchange swaps, as well as non-standardised interest rate and foreign
exchange derivatives are classi�ed as level 2. Fund investments, with the exception of private equity funds, are generally classi�ed as level 2, and
encompass equity, interest rate, and hedge funds.
LEVEL 3: FINANCIAL INSTRUMENTS VALUED ON THE BASIS OF INFORMATION THAT IS NOT OBSERVABLE IN ACCORDANCE WITH LEVEL 2
Equities classi�ed as level 3 encompass investments in primarily unlisted/private companies. These include investments in forestry, real estate,
micro�nance and infrastructure. Private equity is generally classi�ed as level 3 through direct investments or investments in funds.
The types of mutual funds classi�ed as level 3 are discussed in more detail below with a reference to the type of mutual fund and the valuation
method. Storebrand is of the opinion that the valuation method used represents a best estimate of the mutual fund’s market value.
Equities
Forestry represents a large portion of the shares at level 3. External valuations were carried out as at 31 December which form the basis for the
valuation of the company’s investments. These valuations are based on models that include non-observable assumptions.
Alternative investments organised as limited liability companies (such as micro�nance, property and infrastructure) are equity investments that
are valued based on the value-adjusted equity reported by external sources when available.
In the case of direct private equity investments, the valuation is normally based on either the most recent transaction or a model in which a
company that is in continuous operation is assessed by comparing the key �gures with equivalent listed companies or groups of equivalent
listed companies. In some instances, the value is reduced by a liquidity discount.
Fund Units
Of the fund units, it is primarily private equity investments and property funds that represent the majority at level 3. Moreover, there are also
some other types of funds, such as infrastructure funds and micro�nance funds here. The majority of Storebrand’s private equity investments
are investments in private equity funds. These fund investments are valued based on the value reported by the funds. Most of the funds report
on a quarterly basis, while a few report less often. Reporting typically takes place with a few months’ delay. The most recently received valuations
are used as a basis, adjusted for cash �ows and possible market e�ects in the period from the most recent valuation until the reporting date. For
private equity, the market e�ect is calculated based on the development in value in the relevant index, multiplied by the estimated beta in
relation to the relevant index.
Indirect real estate investments are primarily investments in funds with underlying real estate investments where Storebrand’s intention is to
own the investments throughout the fund’s lifetime. The valuation of the property funds is carried out based on information received from each
fund manager, adjusted for cash �ows in the period from the most recent valuation until the reporting date. Estimated values prepared by the
fund companies will be used if these are available.
LOANS TO CUSTOMERS
The value of �xed-rate loans is determined by discounting the agreed cash �ows over the remaining maturity by the current discount rate
118
adjusted for market spread.
The discount rate that is used is based on a swap interest rate (mid swap) with a maturity that corresponds to the remaining lock-in period for
the underlying loans. The market spread that is used on the date of the balance sheet is determined by assessing the market conditions, market
price and the associated swap interest rate. However, the fair value of loans to corporate customers with margin loans is lower than the
amortised cost because certain loans run with lower margins that they would have done if they had been taken up as of the end of 2017. The
value shortfall is calculated by discounting the di�erence between the agreed margin and the current market price over the remaining duration.
Among the bonds at level 3, we �nd micro�nance investments structured as loans. In addition, there are a small number of private equity
investments organised as loans that are valued at the most recent reported value. In addition, non-performing loans will be left for estimated
CORPORATE BONDS
expected payment.
Investment properties
The investment properties primarily consist of o�ce buildings located in Oslo and Stockholm and shopping centres in Southern Norway.
Office properties and shopping centres in Norway:
When calculating fair value, Storebrand uses an internal cash �ow model. Net cash �ows for the individual property are discounted by an
individual required rate of return. A future income and expense picture for the �rst 10 years has been estimated for the o�ce properties and a
�nal value has been calculated for the end of the 10th year based on market rent and normal operating costs for the property. In the net income
stream, consideration has been made to existing and future loss of income due to vacancy, necessary investments and an assessment of the
future development in the market rent. The majority of contracts have a duration of �ve or ten years. The cash �ows from these lease
agreements (contractual rent) are included in the valuations. To estimate the long-term, future non-contractual rental incomes, a forecasting
model has been developed. The model is based on historical observations in Dagens Næringsliv’s property index (adjusted by CPI) and market
estimates. A long-term, time-weighted average of the annual observations is calculated in which the oldest observations are weighted with the
lowest importance. For non-contractual rent in the short-term, the current rental prices and market situation are used.
An individual required rate of return is determined for each property. The required rate of return is viewed in connection with the related cash
�ow for the property. The knowledge available about the market’s required rate of return, including transactions and appraisals, is used when
The required rate of return is divided into the following elements:
determining the cash �ow.
Risk-free interest
Risk premium, adjusted for:
Type of property
Location
Structural standard
Environmental standard
Duration of contract
Quality of tenant
property.
External valuation:
Other factors such as transactions and perception in the market, vacancy and general knowledge about the market and the individual
For properties in Norwegian activities, a methodical approach is taken to a selection of properties that are to be externally valued each quarter
such that all properties have had an external valuation at least every three years. In 2017, external valuations were obtained for properties
worth NOK 14 billion (72 per cent of the portfolio’s value as at 31 December 2017).
External valuations are obtained for properties in the Swedish business. Shopping centres and commercial premises are valued annually, while
other wholly-owned property investments are valued on a quarterly basis.
fund companies will be used if these are available.
LOANS TO CUSTOMERS
The value of �xed-rate loans is determined by discounting the agreed cash �ows over the remaining maturity by the current discount rate
adjusted for market spread.
The discount rate that is used is based on a swap interest rate (mid swap) with a maturity that corresponds to the remaining lock-in period for
the underlying loans. The market spread that is used on the date of the balance sheet is determined by assessing the market conditions, market
price and the associated swap interest rate. However, the fair value of loans to corporate customers with margin loans is lower than the
amortised cost because certain loans run with lower margins that they would have done if they had been taken up as of the end of 2017. The
value shortfall is calculated by discounting the di�erence between the agreed margin and the current market price over the remaining duration.
CORPORATE BONDS
Among the bonds at level 3, we �nd micro�nance investments structured as loans. In addition, there are a small number of private equity
investments organised as loans that are valued at the most recent reported value. In addition, non-performing loans will be left for estimated
expected payment.
Investment properties
The investment properties primarily consist of o�ce buildings located in Oslo and Stockholm and shopping centres in Southern Norway.
Office properties and shopping centres in Norway:
When calculating fair value, Storebrand uses an internal cash �ow model. Net cash �ows for the individual property are discounted by an
individual required rate of return. A future income and expense picture for the �rst 10 years has been estimated for the o�ce properties and a
�nal value has been calculated for the end of the 10th year based on market rent and normal operating costs for the property. In the net income
stream, consideration has been made to existing and future loss of income due to vacancy, necessary investments and an assessment of the
future development in the market rent. The majority of contracts have a duration of �ve or ten years. The cash �ows from these lease
agreements (contractual rent) are included in the valuations. To estimate the long-term, future non-contractual rental incomes, a forecasting
model has been developed. The model is based on historical observations in Dagens Næringsliv’s property index (adjusted by CPI) and market
estimates. A long-term, time-weighted average of the annual observations is calculated in which the oldest observations are weighted with the
lowest importance. For non-contractual rent in the short-term, the current rental prices and market situation are used.
An individual required rate of return is determined for each property. The required rate of return is viewed in connection with the related cash
�ow for the property. The knowledge available about the market’s required rate of return, including transactions and appraisals, is used when
determining the cash �ow.
The required rate of return is divided into the following elements:
Risk-free interest
Risk premium, adjusted for:
Type of property
Location
Structural standard
Environmental standard
Duration of contract
Quality of tenant
Other factors such as transactions and perception in the market, vacancy and general knowledge about the market and the individual
property.
External valuation:
For properties in Norwegian activities, a methodical approach is taken to a selection of properties that are to be externally valued each quarter
such that all properties have had an external valuation at least every three years. In 2017, external valuations were obtained for properties
worth NOK 14 billion (72 per cent of the portfolio’s value as at 31 December 2017).
External valuations are obtained for properties in the Swedish business. Shopping centres and commercial premises are valued annually, while
other wholly-owned property investments are valued on a quarterly basis.
119
VALUATION OF FINANCIAL INSTRUMENTS AND PROPERTIES AT FAIR VALUE
Level 1
Quoted
prices
22,135
427
22,563
20,615
24,011
165
9
24,186
23,337
NOK million
Assets:
Equities and units
– Equities
– Fund units
Total equities and fund units 31.12.17
Total equities and fund units 31.12.16
Loans to customers
[14]
– Loans to customers – corporate
– Loans to customers – retail
Loans to customers 31.12.17
[15]
Loans to customers 31.12.16
[16]
Bonds and other fixed-income securities
– Government bonds
– Corporate bonds
– Structured notes
– Collateralised securities
– Bond funds
Total bonds and other fixed-income securities
31.12.17
Total bonds and other �xed-income securities
31.12.16
Derivatives:
– Interest derivatives
– Currency derivatives
Total derivatives 31.12.17
– of which derivatives with a positive market value
– of which derivatives with a negative market value
Total derivatives 31.12.16
Properties:
Investment properties
Properties for own use
Total properties 31.12.17
Total properties 31.12.16
Liabilities:
Liabilities to �nancial institutions
[17]
Total liabilities 31.12.17
[18]
Total liabilities 31.12.16 [13]
Level 2
Observable
assumptions
Level 3
Non-observable
assumptions
31/12/1
7
31/12/1
6
457
124,968
125,425
99,814
25,011
49,057
81
28,914
39,403
142,467
148,251
2,799
-751
2,049
4,114
-2,065
2,634
402
767
23,360
21,950
7,679
133,074
107,586
8,445
156,433
9,107
129,537
5,104
5,104
580
580
2,346
1,959
5,684
5,684
4,304
4,304
49,022
47,696
108
49,331
33,154
81
29
28,914
33,216
39,412
57,742
108
166,761
249
171,837
2,799
3,291
-751
2,049
4,114
-657
4,827
-2,065
-2,194
2,634
27,453
27,453
24,161
1,408
1,408
2,863
28,861
28,861
27,024
27,024
402
402
MOVEMENTS BETWEEN QUOTED PRICES AND OBSERVABLE ASSUMPTIONS
NOK million
From quoted prices to observable assumptions
From observable assumptions to quoted prices
Equities and fund units
6
18
120
Movements from level 1 to level 2 re�ect a reduction in the trading volume of relevant equities and bonds during the most recent measurement
period. On the other hand, movements from level 2 to level 1 indicate an increase in the market value of relevant equities and bonds during the
most recent measurement period.
FINANCIAL INSTRUMENTS AND REAL ESTATE AT FAIR VALUE – LEVEL 3
NOK million
Book value 01.01.17
Net gains/losses on �nancial
instruments
Supply
Sales
Translation di�erences
Other
Equitie
s
1,059
-23
2
-295
23
Fund
units
8,050
749
725
-1,974
129
Loans to
customers
Corporrate
bonds
Investment
properties
Properties for own
use
4,304
-73
3,150
-1,825
128
249
-36
-115
11
108
24,284
376
4,056
-1,856
593
27,453
2,895
69
168
-2,239
514
1,408
Book value 31.12.17
767
7,679
5,684
VALUATION OF FINANCIAL INSTRUMENTS TO AMORTISED COST
NOK Mill.
Financial assets
Loans to and due from
�nancial institutions
Loans to customers –
corporate
Loans to customers – retail
Bonds held to maturity
Bonds classi�ed as loans and
receivables
Total financial assets
31.12.2017
Total �nancial assets
31.12.2016
Financial liabilities
Debt raised by issuance of
securities
Liabilities to �nancial
institutions
Deposits from banking
customers
Subordinatd loan capital
Total financial liabilities
31.12.2017
Total �nancial liabilities
31.12.2016
Level 1
Quoted
prices
Level 2
Observable
assumptions
Level 3
Non- observable
assumptions
Total
fair value
31.12.17
Total
fair value
31.12.16
Book
value
31.12.17
Book
value
31.12.16
1
1
313
299
26 354
16 933
94 218
138 117
132 759
16 634
155
14 628
8 990
40 407
39 254
313
272
313
272
6 200
6 500
8 474
6 532
8 518
15 217
41 571
16 933
33 520
17 537
41 571
15 128
33 520
15 644
94 218
89 677
87 474
82 777
21 417
159 536
151 019
16 721
149 480
140 730
16 634
16 290
16 575
16 219
155
5
155
5
14 628
15 238
14 628
15 238
8 990
7 720
8 867
7 621
40 407
40 224
39 254
39 083
THE SENSITIVITY OF FINANCIAL INSTRUMENTS AND PROPERTY AT FAIR VALUE
Equities
It is primarily investments in forestry that are classi�ed as equities at level 3. Forestry investments are characterised by, among other things, very
long cash �ow periods. There can be some uncertainty associated with future cash �ows due to future income and costs growth, even though
these assumptions are based on recognised sources. Nonetheless, valuations of forestry investments will be particularly sensitive to the
121
discount rate used in the estimate. The company bases its valuation on external valuations. These utilise an estimated market-related required
rate of return. As a reasonable alternative assumption with regard to the required rate of return used, a change in the discount rate of 0.25 per
cent would result in an estimated change of around 5.7 per cent in value, depending on the maturity of the forest and other factors.
Million NOK
Change in fair value per 31.12.17
Change in fair value per 31.12.16
Fund units
Change in value at change in discount rate
Increase + 25 bp
Decrease – 25 bp
45
44
-43
-42
Large portions of the portfolio are priced using comparable listed companies, while smaller portions of the portfolio are listed. The valuation of
the private equity portfolio will thus be sensitive to �uctuations in global equity markets. The private equity portfolio has an estimated beta
relative to MSCI World (Net – currency hedged to NOK) of around 0.5.
Million NOK
Change in fair value per 31.12.17
Change in fair value per 31.12.16
Change MSCI World
Increase + 10 %
Decrease – 10 %
323
349
-323
-349
The valuation of indirect property investments will be sensitive to a change in the required rate of return and the expected future cash �ow. The
indirect property investments are leveraged structures. The portfolio is leveraged 1 per cent on average.
Million NOK
Change in fair value per 31.12.17
Change in fair value per 31.12.16
Loans to customers
Change in value underlying properties
Increase + 10 %
19
35
Decrease + 10 %
-19
-35
The value of �xed-rate loans is determined by discounting the agreed cash �ows over the remaining maturity by the current discount rate
adjusted for market spread. The discount rate that is used is based on a swap interest rate (mid swap) with a maturity that corresponds to the
remaining lock-in period for the underlying loans. The market spread that is used on the date of the balance sheet is determined by assessing
the market conditions, market price and the associated swap interest rate.
Loans from SPP Pension & Försäkring AB are appraised at fair value. The value of these loans is determined by future cash �ows being
discounted by an associated swap curve adjusted for a customer-speci�c credit spread.
Million NOK
Change in fair value per 31.12.17
Change in fair value per 31.12.16
Corporate bonds
Change in marketspread
+ 10 bp
-20
-19
– 10 bp
20
19
Level 3 corporate bonds include micro�nance funds, private equity debt funds and convertible bonds. They are not priced by a discount rate as
bonds normally are, and therefore these investments are included in the same sensitivity test as private equity.
Million NOK
Change in fair value per 31.12.17
Change in fair value per 31.12.16
Change MSCI World
Increase + 10 %
6
12
Decrease + 10 %
-6
-12
122
Properties
The sensitivity assessment of properties applies both to investment properties and owner-occupied properties. The valuation of property is
particularly sensitive to a change in the required rate of return and the expected future cash �ow. A change of 0.25 per cent in the required rate
of return when everything else remains unchanged will result in a change in the value of Storebrand’s property portfolio of approximately 4.8
per cent.
Million NOK
Change in fair value per 31.12.17
Change in fair value per 31.12.16
Note 13 – Solvens II
Change in required rate of return
+ 0.25 %
-1,324
-1,231
– 0.25 %
1,466
1,344
The Storebrand Group is an insurance-dominated, cross-sectoral �nancial group with capital requirements in accordance with Solvency II.
Storebrand calculates Solvency II according to the standard method as de�ned in the Solvency II Regulations.
Consolidation is carried out in accordance with Section 18-2 of the Norwegian Act relating to Financial Undertakings and Financial Groups.
The solvency capital requirement and minimum capital requirement for the group are calculated in accordance with Section 46 (1)-(3) of the
Solvency II Regulations using the standard method and include the e�ect of the transitional arrangement for shares pursuant to Section 58 of
the Solvency II Regulations.
The models used as a basis for the calculation of capital requirements and solvency capital are based on a number of requirements and
assumptions that are partly speci�ed in the regulations and partly interpreted by Storebrand based on the regulations. The most important
assumptions and estimates in the calculation relate to the risk-reducing capacity of deferred tax, future margins and reserve developments, as
well as the value of the customers guarantees and options. The assumptions and estimates are reviewed on an ongoing basis and are based on
historical experience and expectations of future events and represent the management’s best judgment at the time the �nancial statement were
prepared. Changes to the regulations, methods and interpretations may be made that could a�ect the Solvency II margin in the future.
The solvency capital largely appears as net assets in the Solvency II balance sheet with the addition of eligible subordinated loans and deducted
for own shares and ineligible minority interests. The solvency capital is therefore signi�cantly di�erent to book equity in the �nancial statements.
Technical insurance reserves are calculated in accordance with the standard method and include the e�ect of the transitional arrangement
pursuant to Section 56 (1) – (6) of the Solvency II Regulations. The transitional arrangement entails that the increase in the value of the technical
insurance reserves is phased in gradually over a period of 16 years. The composition of solvency capital appears in the table below.
The solvency capital is divided into three capital groups in accordance with Section 6 of the Solvency II Regulations. Group 1 capital consists of
paid-in capital and reconciliation
reserve [19]
. It also includes perpetual subordinated loans (perpetual hybrid Tier 1 capital) with up to 20 per
cent of Group 1 capital.
Other subordinated loans (time limited) and risk equalisation reserve are categorised as Group 2 capital. Group 2 capital can cover up to 50 per
cent of the solvency capital requirement and up to 20 per cent of the minimum capital requirement.
Eligible minority interests and deferred tax assets are categorised as Group 3 capital. Group 3 capital can cover up to 15 per cent of the solvency
capital requirement. Group 3 capital cannot be used to cover the minimum capital requirement.
Subordinated loans issued prior to 17 January 2015 are covered by a transitional arrangement that will continue until 2026 and during this
period these loans will qualify as Group 1 capital despite them not fully satisfying the requirements for viable capital in the Solvency II
regulations.
123
The companies in the group governed by CRD IV are included in the group’s solvency capital and solvency capital requirements with their
respective primary capital and capital requirements.
Solvency capital
NOK million
Share capital
Share premium
Reconciliation reserve
Including the effect of the transitional arrangement
Subordinated loans
Deferred tax assets
Risk equalisation reserve
Minority interests
Unavailable minority interests
Deductions for CRD IV subsidiaries
Expected paid out dividend
Total basic solvency capital
Subordinated capital for subsidiaries regulated in accordance with CRD IV
Total solvency capital
Total solvency capital available to cover the minimum capital requirement
Total
2,339
10,521
25,694
4,513
8,547
71
143
49
-33
-2,929
-1,168
43,234
2,929
46,164
39,294
Group 1
unlimited
2,339
10,521
25,694
4,513
-2,429
-1,168
34,958
31.12.17
Group 1
limited Group 2 Group 3
2,642
5,905
143
-225
-275
71
49
-33
2,417
5,773
87
34,958
2,417
1,920
31.12.16
Total
2,250
9,485
23,524
3,073
7,198
102
140
46
-30
-2,690
-695
39,331
2,690
42,020
36,726
The capital requirement in Solvency II appears as the total of changes in solvency capital calculated under di�erent types of stress, less
diversi�cation. The largest part of the capital requirement appears from �nancial market stress and particularly relates to changes in interest
rates and falls in the equity markets, as well as increased credit spreads. There is also the insurance risk, for which the most important capital
requirement comes from stress relating to the transfer of existing customers within de�ned contribution pensions. The solvency capital
requirement appears in the table below.
Solvency capital requirement and -margin
NOK million
Market
Counterparty
Life
Health
P&C
Operational
Diversi�cation
Loss-absorbing tax e�ect
Total solvency capital requirement – insurance company
Capital requirements for subsidiaries regulated in accordance with CRD IV
Total solvency capital requirement
Solvency margin with transitional rules
Minimum capital requirement
Minimum margin
31.12.17
31.12.16
22,936
565
10,453
744
283
1,496
-7,023
-5,002
24,452
2,458
26,910
172%
9,599
409%
24,175
529
8,773
731
295
1,449
-6,340
-5,363
24,249
2,537
26,786
157%
10,010
367%
Note 14 – Cross-sectoral �nancial group
The Storebrand Group has a requirement to report capital adequacy in a multi-sectoral �nancial group (conglomerate directive). The calculation
in accordance with the Solvency II regulations and capital adequacy calculation in accordance with the conglomerate directive give the same
124
primary capital and essentially the same capital requirements.
NOK million
Capital requirements for CRD IV companies
Solvency captial requirements for insurance
Total capital requirements
Net primary capital for companies included in the CRD IV report
Net primary capital for insurance
Total net primary capital
Overfunding
31.12.17
31.12.16
2,687
24,452
27,138
2,929
43,234
46,164
2,700
24,249
26,950
2,690
39,331
42,020
19,025
15,070
Under Solvency II, the capital requirement from the CRD IV companies in the Group is included in accordance with their respective capital
requirements. In a multi-sectoral �nancial group, all the capital requirements of the CRD IV companies are calculated based on their respective
applicable requirements, including bu�er requirement for the largest company in the Group (Storebrand Bank). This increases the total
requirement from the CRD IV companies in relation to what is included in the Solvency II calculation. As at 31 December 2017, the di�erence
amounted to NOK 229 million.
Note 15 – Premium income
NOK million
Savings:
Unit Linked Storebrand Life Insurance
Unit Linked SPP
Total savings
Of which premium reserve transferred to company
Insurance:
P&C & Individual life
[20]
Group life
[21]
Pension related disability insurance
Total insurance
Of which premium reserve transferred to company
Guaranteed pension:
De�ned Bene�t (fee based) Storebrand Life Insurance
Paid-up policies Storebrand Life Insurance
Traditional individual life and pension Storebrand Life Insurance
SPP Guaranteed Products
Total guaranteed pension
Of which premium reserve transferred to company
Other:
BenCo
Total other
Total premium income
Of which premium reserve transferred to company
2017
2016
11,893
5,772
17,666
2,648
10,875
5,159
16,034
1,890
1,831
1,831
737
1,297
3,864
110
3,142
-277
259
1,817
4,940
182
182
26,652
2,758
743
1,330
3,904
38
4,035
-348
272
1,786
5,746
-474
146
146
25,829
1,455
Note 16 – Net income analysed by class of �nancial
instrument
NOK million
Dividend/ Net gains and losses on Net revaluation on
Total
Of which
2016
125
Under Solvency II, the capital requirement from the CRD IV companies in the Group is included in accordance with their respective capital
requirements. In a multi-sectoral �nancial group, all the capital requirements of the CRD IV companies are calculated based on their respective
applicable requirements, including bu�er requirement for the largest company in the Group (Storebrand Bank). This increases the total
requirement from the CRD IV companies in relation to what is included in the Solvency II calculation. As at 31 December 2017, the di�erence
amounted to NOK 229 million.
Note 15 – Premium income
31.12.17
31.12.16
2,687
24,452
27,138
2,929
43,234
46,164
2,700
24,249
26,950
2,690
39,331
42,020
19,025
15,070
2017
2016
1,831
1,831
primary capital and essentially the same capital requirements.
NOK million
Capital requirements for CRD IV companies
Solvency captial requirements for insurance
Total capital requirements
Net primary capital for insurance
Total net primary capital
Overfunding
Net primary capital for companies included in the CRD IV report
Unit Linked Storebrand Life Insurance
Of which premium reserve transferred to company
NOK million
Savings:
Unit Linked SPP
Total savings
Insurance:
P&C & Individual life
[20]
[21]
Group life
Pension related disability insurance
Total insurance
Of which premium reserve transferred to company
Guaranteed pension:
De�ned Bene�t (fee based) Storebrand Life Insurance
Paid-up policies Storebrand Life Insurance
Traditional individual life and pension Storebrand Life Insurance
Of which premium reserve transferred to company
SPP Guaranteed Products
Total guaranteed pension
Other:
BenCo
Total other
Total premium income
Of which premium reserve transferred to company
11,893
5,772
17,666
2,648
737
1,297
3,864
110
3,142
-277
259
1,817
4,940
182
182
26,652
2,758
Note 16 – Net income analysed by class of �nancial
instrument
10,875
5,159
16,034
1,890
743
1,330
3,904
38
4,035
-348
272
1,786
5,746
-474
146
146
25,829
1,455
2016
2016
financial assets
Net gains and losses on
investments
Net revaluation on
Dividend/ Net gains and losses on Net revaluation on
investments
financial assets
interest income
Dividend/
etc.
interest income
etc.
2017 Com
Total
pany
Total
2017
Com
pany
Of which
Of which
Custo
mer
Custo
mer
NOK million
NOK million
Pro�t on equities and fund units
Pro�t on bonds and other �xed-income
securities at fair value
Pro�t on �nancial derivatives
Pro�t on loans
Total gains and losses on financial
assets at fair value
– of which FVO (fair value option)
– of which trading
Net income bonds to amortised cost,
loans and accounts receivables
Net income bonds held to maturity
Net income loans
Total gains and losses on financial
assets at amortised cost
594
3,199
1,329
158
5,280
3,830
1,322
4,061
1,108
5,169
2,642
2,449
362
5,453
5,089
358
317
13,738 16,974
31 16,943 11,647
-1,988
3,660
503
3,157
4,672
-745
12
946
170
99
57
848
113
2,636
40
11,017 21,750
690 21,060 18,995
11,728 20,647
399 20,212 15,725
-737
943
99
848
2,641
4,377
134
4,243
3,613
1,108
665
443
706
991
317
5,486
799
4,686
5,310
Losses from loans
NOK million
Write-downs/income recognition for loans and guarantees for the period
Change in individual loan write-downs for the period
Change in grouped loan write-downs for the period
Realised losses on loans where provisions have previously been made
Realised losses on loans where no provisions have previously been made
Recovery of loan losses realised previously
Write-downs/income recognition for loans and guarantees for the period
Note 17 – Net income from properties
NOK million
*
Rent income from properties
Operating expenses (including maintenance and repairs) relating to
properties that have provided rent income during the period
**
Total
Change in fair value
Total income properties
*
Of which properties for own use
**
Of which properties for own use
Allocation by company and customers:
Company
[22]
Customer
Total income from properties
Note 18 – Other income
126
2017
2016
-15
8
-2
-5
2
-13
31
-4
-35
-7
1
-14
2017
1,376
2016
1,282
-294
-292
1,082
1,474
2,556
184
-40
2,556
2,556
990
1,314
2,304
181
-42
10
2,295
2,304
NOK million
interest income
Dividend/
Net gains and losses on
financial assets
Net revaluation on
investments
Total
2017 Com
Of which
Custo
2016
interest income
financial assets
investments
2017
Pro�t on equities and fund units
Pro�t on bonds and other �xed-income
securities at fair value
Pro�t on �nancial derivatives
Pro�t on loans
Total gains and losses on financial
assets at fair value
– of which FVO (fair value option)
– of which trading
Net income bonds to amortised cost,
loans and accounts receivables
Net income bonds held to maturity
Net income loans
Total gains and losses on financial
assets at amortised cost
etc.
etc.
594
3,199
1,329
158
5,280
3,830
1,322
4,061
1,108
5,169
pany
Com
pany
mer
Custo
mer
13,738 16,974
31 16,943 11,647
-1,988
3,660
503
3,157
4,672
-745
12
946
170
99
57
848
113
2,636
40
11,017 21,750
690 21,060 18,995
11,728 20,647
399 20,212 15,725
-737
943
99
848
2,641
4,377
134
4,243
3,613
2,642
2,449
362
5,453
5,089
358
317
1,108
665
443
317
5,486
799
4,686
5,310
Losses from loans
NOK million
Write-downs/income recognition for loans and guarantees for the period
Change in individual loan write-downs for the period
Change in grouped loan write-downs for the period
Realised losses on loans where provisions have previously been made
Realised losses on loans where no provisions have previously been made
Recovery of loan losses realised previously
Write-downs/income recognition for loans and guarantees for the period
Note 17 – Net income from properties
706
991
31
-4
-35
-7
1
-14
2016
1,282
990
1,314
2,304
181
-42
10
2,295
2,304
2017
2016
-15
8
-2
-5
2
-13
-294
-292
2017
1,376
1,082
1,474
2,556
184
-40
2,556
2,556
2017
2016
79
79
1,354
826
848
315
373
256
64
64
835
517
785
440
417
162
4,051
3,220
2017
2016
-4,646
-3,456
-8,102
-3,310
-3,312
-3,106
-6,418
-3,356
-1,080
-1,138
-514
-158
-1,752
-30
-2,091
-4,989
-1,499
-5,275
-13,854
-642
-1,277
-1,277
-24,985
-3,982
-715
-166
-2,020
-34
-4,097
-4,607
-1,420
-5,796
-15,919
-2,812
-956
-956
-25,313
-6,202
BenCo
2
3
10
14
NOK million
Rent income from properties
*
Operating expenses (including maintenance and repairs) relating to
properties that have provided rent income during the period
**
Total
Change in fair value
Total income properties
*
**
Of which properties for own use
Of which properties for own use
Allocation by company and customers:
Company
[22]
Customer
Total income from properties
Note 18 – Other income
NOK million
Fee and commission income, banking
Net fee and commission income, banking
Management fees, asset management
Management fees
Return commissions/Kick-back
Insurance related income
Revenue from companies other than banking and insurance
Other income
Total other income
Note 19 – Insurance claims
NOK million
Savings:
Unit Linked Storebrand Life Insurance
Unit Linked SPP
Total savings
Of which premium reserve transferred to company
Insurance:
P&C & Individual life
[23]
Group life
[24]
Pension related disability insurance
Total insurance
Of which premium reserve transferred to company
Guaranteed pension:
De�ned Bene�t (fee based) Storebrand Life Insurance
Paid-up policies Storebrand Life Insurance
Traditional individual life and pension Storebrand Life Insurance
SPP Guaranteed Products
Total guaranteed pension
Of which premium reserve transferred to company
Other:
BenCo
Total other
Total net premium income
Of which premium reserve transferred to company
The table below shows the anticipated compensation payments.
Development in exected insurance claim payments – life insurance
NOK billion
0-1 year
1-3 years
> 3 years
Total
Storebrand Life Insurance
16
34
204
253
SPP
7
13
147
167
Development in insurance claim payment – P&C insurance, exlusive run-off
127
NOK million
Fee and commission income, banking
Net fee and commission income, banking
Management fees, asset management
Management fees
Return commissions/Kick-back
Insurance related income
Revenue from companies other than banking and insurance
Other income
Total other income
Note 19 – Insurance claims
Unit Linked Storebrand Life Insurance
Of which premium reserve transferred to company
NOK million
Savings:
Unit Linked SPP
Total savings
Insurance:
P&C & Individual life
[23]
[24]
Group life
Pension related disability insurance
Total insurance
Of which premium reserve transferred to company
Guaranteed pension:
De�ned Bene�t (fee based) Storebrand Life Insurance
Paid-up policies Storebrand Life Insurance
Traditional individual life and pension Storebrand Life Insurance
SPP Guaranteed Products
Total guaranteed pension
Of which premium reserve transferred to company
Total net premium income
Of which premium reserve transferred to company
The table below shows the anticipated compensation payments.
Development in exected insurance claim payments – life insurance
Other:
BenCo
Total other
NOK billion
0-1 year
1-3 years
> 3 years
Total
2017
2016
79
79
1,354
826
848
315
373
256
64
64
835
517
785
440
417
162
4,051
3,220
2017
2016
-1,080
-1,138
-4,646
-3,456
-8,102
-3,310
-514
-158
-1,752
-30
-2,091
-4,989
-1,499
-5,275
-13,854
-642
-1,277
-1,277
-24,985
-3,982
-3,312
-3,106
-6,418
-3,356
-715
-166
-2,020
-34
-4,097
-4,607
-1,420
-5,796
-15,919
-2,812
-956
-956
-25,313
-6,202
2
3
10
14
Storebrand Life Insurance
BenCo
16
34
204
253
SPP
7
13
147
167
Development in insurance claim payment – P&C insurance, exlusive run-off
NOK million
Calculated gross cost of claims
At end of the policy year
– one year later
– two years later
– three years later
– four years later
– �ve years later
Calculated amount 31.12.17
Total disbursed to present
Claims reserve
Claims reserve for previous years (before 2012)
2012
2013
2014
2015
2016
2017
Total
391
373
364
357
370
362
344
18
461
482
478
482
471
437
34
785
793
762
690
687
653
513
506
500
483
453
30
573
80
665
97
486
299
2,958
557
19
The overview shows the development in the estimate for occurred insurance claims over time and the remaining claims reserve.
Note 20 – Change in insurance liabilities – life insurance
NOK million
Guaranteed return
Other changes in premium reserves customer funds with
guaranteed return
Change in premium reserve customer funds without guaranteed
return
Change in premuim fund/pensioners surplus fund
Pro�t to customers
Change in allocations, risk products
Storebrand Life
Insurance
BenC
o
Eliminatio
ns
SPP
-5,812
-76 -2,216
2017
2016
-8,104
-8,086
4,980
551
3,732
52
9,316
5,478
-15,227
198 -8,980
-24,009 -19,670
-23
336
-574
9
313
-574
310
-761
9
-1,019
Change in insurance liabilities – life insurance
-16,647
1,009 -7,463
52 -23,049 -23,748
Note 21 – Change in capital bu�er
NOK million
Change in market value adjustment reserve
Change in additional statutory reserves
Change in conditional bonuses
Total change in capital buffer
2017
-1,024
-1,387
-1,532
-3,943
2016
1,836
-1,488
1,126
1,475
Note 22 – Operating expenses and number of employees
OPERATING EXPENSES
NOK million
Personnel expenses
Amortisation/write-downs
NOK million
Other operating expenses
Total operating expenses
NUMBER OF EMPLOYEES [25]
128
Number of employees 31.12
Average number of employees
Number of person-years 31.12
Average number of person-years
2017
-1,955
-167
2017
-1,952
-4,073
2017
1,795
1,759
1,773
1,738
2016
-1,741
-275
2016
-1,771
-3,788
2016
1,745
1,816
1,723
1,791
Note 23 – Pension expenses and pension liabilities
Storebrand Group has country-speci�c pension schemes.
Storebrand’s employees in Norway have a de�ned-contribution pension scheme. In a de�ned-contribution scheme, the company allocates an
agreed contribution to a pension account. The future pension depends upon the amount of the contributions and the return on the pension
account. When the contributions have been paid, the company has no further payment obligations relating to the de�ned-contribution pension
and the payment to the pension account is charged as an expense on an ongoing basis. For regulatory reasons, there can be no savings in the
de�ned-contribution pension for salaries that exceed 12G (G = National Insurance Scheme basic amount). Storebrand has pension savings in the
savings product Extra Pension for employees with salaries exceeding 12G.
The premiums and content of the de�ned-contribution pension scheme are as follows:
Savings rate of 7 per cent of salary from 0 to 12 G (the National Insurance basic amount “G” was NOK 93,634 at 31 December 2017)
Saving starts from the �rst krone of salary.
In addition, 13 per cent of salary between 7.1 and 12 G is saved.
Savings rate for salary over 12 G is 20 per cent.
Employees and former employees who had salaries in excess of 12G until 31 December 2014 were o�ered a cash redemption option for their
accrued rights with payment at the start of 2015. For employees who were a part of the executive management team, these payments were
distributed over 5 years.
The Norwegian companies participate in the Joint Scheme for Collective Agreement Pensions (AFP). The private AFP scheme provides a lifelong
supplement to an ordinary pension and is a multi-employer pension scheme, but there is no reliable information available for inclusion of this
liability on the statement of �nancial position. The scheme is �nanced by means of an annual premium that is de�ned as a percentage of
salaries from 1 G to 7.1 G, and the premium rate was 2.5 % in 2017. Storebrand employees in Norway who were born before 1 January 1956 can
choose between drawing an AFP scheme pension or retiring at the age of 65 and receiving a direct pension from the company until they reach
the age of 67. Employees can choose to receive bene�ts from the AFP scheme from the age of 62 and still continue to work.
Employees who were on sick leave and partiality disabled during the transition to the de�ned-contribution pension, remain in the de�ned-
bene�t pension scheme. There are also pension liabilities for the de�ned-bene�t scheme related to direct pensions for certain former
employees and former board members.
The pension plan for employees at SPP in Sweden follows the plan for bank employees in Sweden (BTP).
SPP has a de�ned-contribution occupational pension known as BTP1. All new employees were enrolled in this pension agreement from and
including 1 January 2014. In BTP1, the employer pays a premium for pension savings that is calculated based on pensionable salary up to 30
times the “basic income amount” (inkomstbasbelopp). The insurance includes retirement pension with or without mortality inheritance, disability
NOK million
Total operating expenses
NUMBER OF EMPLOYEES [25]
Number of employees 31.12
Average number of employees
Number of person-years 31.12
Average number of person-years
2017
-4,073
2016
-3,788
2017
1,795
1,759
1,773
1,738
2016
1,745
1,816
1,723
1,791
Note 23 – Pension expenses and pension liabilities
Storebrand Group has country-speci�c pension schemes.
Storebrand’s employees in Norway have a de�ned-contribution pension scheme. In a de�ned-contribution scheme, the company allocates an
agreed contribution to a pension account. The future pension depends upon the amount of the contributions and the return on the pension
account. When the contributions have been paid, the company has no further payment obligations relating to the de�ned-contribution pension
and the payment to the pension account is charged as an expense on an ongoing basis. For regulatory reasons, there can be no savings in the
de�ned-contribution pension for salaries that exceed 12G (G = National Insurance Scheme basic amount). Storebrand has pension savings in the
savings product Extra Pension for employees with salaries exceeding 12G.
The premiums and content of the de�ned-contribution pension scheme are as follows:
Saving starts from the �rst krone of salary.
Savings rate of 7 per cent of salary from 0 to 12 G (the National Insurance basic amount “G” was NOK 93,634 at 31 December 2017)
In addition, 13 per cent of salary between 7.1 and 12 G is saved.
Savings rate for salary over 12 G is 20 per cent.
Employees and former employees who had salaries in excess of 12G until 31 December 2014 were o�ered a cash redemption option for their
accrued rights with payment at the start of 2015. For employees who were a part of the executive management team, these payments were
distributed over 5 years.
The Norwegian companies participate in the Joint Scheme for Collective Agreement Pensions (AFP). The private AFP scheme provides a lifelong
supplement to an ordinary pension and is a multi-employer pension scheme, but there is no reliable information available for inclusion of this
liability on the statement of �nancial position. The scheme is �nanced by means of an annual premium that is de�ned as a percentage of
salaries from 1 G to 7.1 G, and the premium rate was 2.5 % in 2017. Storebrand employees in Norway who were born before 1 January 1956 can
choose between drawing an AFP scheme pension or retiring at the age of 65 and receiving a direct pension from the company until they reach
the age of 67. Employees can choose to receive bene�ts from the AFP scheme from the age of 62 and still continue to work.
Employees who were on sick leave and partiality disabled during the transition to the de�ned-contribution pension, remain in the de�ned-
bene�t pension scheme. There are also pension liabilities for the de�ned-bene�t scheme related to direct pensions for certain former
employees and former board members.
The pension plan for employees at SPP in Sweden follows the plan for bank employees in Sweden (BTP).
SPP has a de�ned-contribution occupational pension known as BTP1. All new employees were enrolled in this pension agreement from and
including 1 January 2014. In BTP1, the employer pays a premium for pension savings that is calculated based on pensionable salary up to 30
times the “basic income amount” (inkomstbasbelopp). The insurance includes retirement pension with or without mortality inheritance, disability
129
pension and children’s pension. The premium is calculated independently of age and is calculated primarily based on the monthly salary. The
premium is paid monthly in two parts, a �xed part that is 2.5 per cent of the pensionable salary up to and including 7.5 times the “basic income
amount”. The optional part of the premium is 2 per cent of salary up to and including 7.5 times the “basic income amount” and 30 per cent of
salary between 7.5 and 30 times the “basic income amount”.
The pension in the BTP2 agreement (de�ned-bene�t occupational pension that is a closed scheme) amounts to 10 per cent of the annual salary
up to 7.5 times the “basic income amount” (which was SEK 61,500 in 2017 and will be SEK 62.500 in 2018), 65 per cent of salary in the interval
from 7.5 to 20, and 32.5 per cent in the interval from 20 to 30. No retirement pension is paid for the portion of salary in excess of 30 times the
“basic income amount”. Full pension entitlement is reached after 30 years of membership in the pension scheme. In addition to the de�ned-
bene�t part, the BTP plan has a smaller de�ned-contribution component. Here the employees can decide themselves how assets are to be
invested (traditional insurance or unit-linked insurance). The de�ned-contribution part is 2 per cent of the annual salary.
The ordinary retirement age is 65 in accordance with the pension agreement between the Employer’s Association of the Swedish Banking
Institutions (BAO) and the trade unions that are part of BTP.
The retirement age for SPP’s CEO is 65 years. The CEO is covered by BTP1. In addition, the CEO has a de�ned-contribution based additional
pension with SPP. The premium for this insurance is 20 per cent of salary that exceeds 30 times the “basic income amount”.
The pension for the employees at Nordben Life and Pension Insurance Company LTD and Euroben Life and Pension LTD is covered by a de�ned-
contribution scheme. In addition, the employees of Nordben are covered by a lump sum upon death during their period of service.
Reconciliation of pension assets and liabilities in the statement of financial position
Present value of insured pension liabilities
Fair value of pension assets
Net pension liabilities/assets insured scheme
Asset ceiling
Present value of unsecured liabilities
Net pension liabilities recognised in statement of financial position
Includes employer contributions on net under-�nanced liabilities in the gross liabilities.
Booked in statement of financial position
NOK million
Pension assets
Pension liabilities
Changes in the net defined benefit pension liabilities in the period
NOK million
Net pension liabilities 01.01
Pensions earned in the period
Pension cost recognised in period
Estimate deviations
Gain/loss on insurance reductions
Pensions paid
Changes to pension scheme
Pension liabilities additions/disposals and currency adjustments
Payroll tax of employer contribution, assets
Net pension liabilities 31.12
Changes in the fair value of pension assets
NOK million
Pension assets at fair value 01.01
130
2017
3
341
2017
994
-928
66
5
267
338
2017
1,237
17
32
18
2
-89
43
2016
979
-948
31
258
289
2016
289
2016
1,481
32
39
118
-179
-104
-71
-73
-7
1,260
1,237
2017
948
2016
1 016
pension and children’s pension. The premium is calculated independently of age and is calculated primarily based on the monthly salary. The
premium is paid monthly in two parts, a �xed part that is 2.5 per cent of the pensionable salary up to and including 7.5 times the “basic income
amount”. The optional part of the premium is 2 per cent of salary up to and including 7.5 times the “basic income amount” and 30 per cent of
salary between 7.5 and 30 times the “basic income amount”.
The pension in the BTP2 agreement (de�ned-bene�t occupational pension that is a closed scheme) amounts to 10 per cent of the annual salary
up to 7.5 times the “basic income amount” (which was SEK 61,500 in 2017 and will be SEK 62.500 in 2018), 65 per cent of salary in the interval
from 7.5 to 20, and 32.5 per cent in the interval from 20 to 30. No retirement pension is paid for the portion of salary in excess of 30 times the
“basic income amount”. Full pension entitlement is reached after 30 years of membership in the pension scheme. In addition to the de�ned-
bene�t part, the BTP plan has a smaller de�ned-contribution component. Here the employees can decide themselves how assets are to be
invested (traditional insurance or unit-linked insurance). The de�ned-contribution part is 2 per cent of the annual salary.
The ordinary retirement age is 65 in accordance with the pension agreement between the Employer’s Association of the Swedish Banking
Institutions (BAO) and the trade unions that are part of BTP.
The retirement age for SPP’s CEO is 65 years. The CEO is covered by BTP1. In addition, the CEO has a de�ned-contribution based additional
pension with SPP. The premium for this insurance is 20 per cent of salary that exceeds 30 times the “basic income amount”.
The pension for the employees at Nordben Life and Pension Insurance Company LTD and Euroben Life and Pension LTD is covered by a de�ned-
contribution scheme. In addition, the employees of Nordben are covered by a lump sum upon death during their period of service.
Reconciliation of pension assets and liabilities in the statement of financial position
Present value of insured pension liabilities
Fair value of pension assets
Net pension liabilities/assets insured scheme
Asset ceiling
Present value of unsecured liabilities
Net pension liabilities recognised in statement of financial position
Includes employer contributions on net under-�nanced liabilities in the gross liabilities.
Changes in the net defined benefit pension liabilities in the period
Booked in statement of financial position
NOK million
Pension assets
Pension liabilities
NOK million
Net pension liabilities 01.01
Pensions earned in the period
Pension cost recognised in period
Estimate deviations
Gain/loss on insurance reductions
Pensions paid
Changes to pension scheme
Pension liabilities additions/disposals and currency adjustments
Payroll tax of employer contribution, assets
Net pension liabilities 31.12
Changes in the fair value of pension assets
NOK million
NOK million
Pension assets at fair value 01.01
Expected return
Estimate deviation
Premiums paid
Pensions paid
Changes to pension scheme
Pension liabilities additions/disposals and currency adjustments
Payroll tax of employer contribution, assets
Net pension assets 31.12
Expected premium payments (pension assets) in 2018
Expected premium payments (contributions) in 2018
Expected AFP early retirement scheme payments in 2018
Expected payments from operations (uninsured scheme) in 2018
2017
3
341
2017
994
-928
66
5
267
338
2017
1,237
17
32
18
2
-89
43
2016
979
-948
31
258
289
2016
289
2016
1,481
32
39
118
-179
-104
-71
-73
-7
1,260
1,237
2017
2017
948
2016
2016
1 016
30
-27
89
-31
-61
-61
-7
948
26
-96
32
-34
51
928
27
171
15
69
Pension assets are based on the financial assets held by Storebrand Life Insurance/SPP composed at 31.12:
NOK million
Real estate at fair value
Bonds at amortised cost
Loans at amortised cost
Equities and units at fair value
Bonds at fair value
Total
Storebrand Life
Insurance
SPP
2017
2016
2017
2016
12%
32%
12%
15%
27%
15% 11%
8%
40%
6%
12%
8%
6%
27% 81% 86%
100%
100% 100% 100%
The table shows the percentage asset allocation of pension assets at year-end managed by Storebrand
Life Insurance.
Realised return on assets
4,9 %
6,4 % 3,7 % 5,3 %
Net pension expenses booked to profit and loss account, specified as follows
NOK million
Current service cost
Net interest cost/expected return
Changes to pension scheme
Gain/loss on insurence reductions
Total for defined benefit schemes
The periods payment to contribution scheme
The periods payment to contractual pension
Net pension cost recognised in profit and loss account in the period
Other Comprehensive Income (OCI) in the period
NOK million
Acturial loss (gain) – change in discount rate
Acturial loss (gain) – change in other �nancial assumptions
Acturial loss (gain) – experience DBO
Loss (gain) – experience asset
Investment management cost
Asset ceiling – asset adjustment
Remeasurements loss (gain) in the period
2017
2016
17
8
3
29
161
17
207
2017
98
-10
-70
95
5
119
32
9
-189
-147
152
17
22
2016
100
-2
27
24
3
152
Main assumptions used when calculating net pension liability 31.12
Storebrand Livsforsikring
SPP
2017
2016
2017
2016
131
Pension assets are based on the financial assets held by Storebrand Life Insurance/SPP composed at 31.12:
The table shows the percentage asset allocation of pension assets at year-end managed by Storebrand
Realised return on assets
4,9 %
6,4 % 3,7 % 5,3 %
Net pension expenses booked to profit and loss account, specified as follows
2017
2016
NOK million
Expected return
Estimate deviation
Premiums paid
Pensions paid
Changes to pension scheme
Pension liabilities additions/disposals and currency adjustments
Payroll tax of employer contribution, assets
Net pension assets 31.12
Expected premium payments (pension assets) in 2018
Expected premium payments (contributions) in 2018
Expected AFP early retirement scheme payments in 2018
Expected payments from operations (uninsured scheme) in 2018
NOK million
Real estate at fair value
Bonds at amortised cost
Loans at amortised cost
Equities and units at fair value
Bonds at fair value
Total
Life Insurance.
NOK million
Current service cost
Net interest cost/expected return
Changes to pension scheme
Gain/loss on insurence reductions
Total for defined benefit schemes
The periods payment to contribution scheme
The periods payment to contractual pension
Net pension cost recognised in profit and loss account in the period
Other Comprehensive Income (OCI) in the period
NOK million
Acturial loss (gain) – change in discount rate
Acturial loss (gain) – change in other �nancial assumptions
Acturial loss (gain) – experience DBO
Loss (gain) – experience asset
Investment management cost
Asset ceiling – asset adjustment
Remeasurements loss (gain) in the period
Main assumptions used when calculating net pension liability 31.12
Discount rate
Expected earnings growth
Expected annual increase in social security pensions
Expected annual increase in pensions payments
Disability table
Mortality table
2017
2016
30
-27
89
-31
-61
-61
-7
948
26
-96
32
-34
51
928
27
171
15
69
Storebrand Life
Insurance
SPP
2017
2016
2017
2016
15% 11%
8%
12%
32%
12%
15%
27%
40%
6%
12%
8%
6%
27% 81% 86%
100%
100% 100% 100%
17
8
3
29
161
17
207
2017
98
-10
-70
95
5
119
Storebrand Livsforsikring
Storebrand Livsforsikring
SPP
SPP
2017
2017
2.6%
2.25%
2.25%
0.0%
KU
2016
2016
2.3%
2.00%
2.00%
0.0%
KU
2017
2017
2.3%
3.5%
3.0%
2.0%
32
9
-189
-147
152
17
22
2016
100
-2
27
24
3
152
2016
2016
2.8%
3.5%
3.0%
2.0%
K2013BE
K2013BE
DUS14
DUS14
Financial assumptions:
The �nancial assumptions have been determined on the basis of the regulations in IAS 19. Long-term assumptions such as future in�ation, real
interest rates, real wage growth and adjustment of the basic amount are subject to a particularly high degree of uncertainty.
In Norway, a discount rate based on covered bonds is used. Based on the market and volume trends observed, the Norwegian covered bond
market must be perceived as a deep market.
Speci�c company conditions including expected direct wage growth are taken into account when determining the �nancial assumptions.
Actuarial assumptions:
In Norway standardised assumptions on rates of mortality and disability as well as other demographic factors are prepared by Finance Norway.
With e�ect from 2014 a new mortality basis, K2013, has been introduced for group pension insurance in life insurance companies and pension
funds. Storebrand has used the mortality table K2013BE (best estimate) in the actuarial calculations at 31 December 2017.
The actuarial assumptions in Sweden follow the industry’s mutual mortality table DUS14 adjusted for corporate di�erences. The average
employee turnover rate is estimated to be 4 per cent p.a.
Sensetivity analysis pension calculations
Storebrand’s risk associated with the pension scheme relates to the changes in the �nancial and actuarial assumptions that must be used in the
calculations and the actual return on the pension funds. The pension liabilities are particularly sensitive to changes in the discount rate. A
reduction of the discount rate will in isolation entail an increase in pension liabilities. For the Norwegian companies that have converted to
de�ned contribution pensions as of 1 January 2015, the sensitivity has not been calculated, and the �gures below illustrate the sensitivity for the
Swedish companies.
The following estimates are based on facts and circumstances as of 31 December 2017 and are calculated for each individual when all other
assumptions are kept constant.
Discount
rate
Expected earnings
growth
Expected annual increase in pensions
payment
Mortality – change in expected life
expectancy
-1.0
%
1.0%
Percentage change in
pension:
1.0 %
-1.0 %
1.0 %
+ 1 year
– 1 year
– Pension liabilities
-9% 12%
-4%
– The period’s net
pension costs
-24% -1%
-7%
-20%
7%
-7%
4%
-10%
-4%
-17%
Note 24 – Remuneration to senior employees and elected
o�cers of the company
132
Discount rate
Expected earnings growth
Expected annual increase in social security pensions
Expected annual increase in pensions payments
Disability table
Mortality table
Storebrand Livsforsikring
SPP
2017
2.6%
2.25%
2.25%
0.0%
KU
2016
2.3%
2.00%
2.00%
0.0%
KU
2017
2.3%
3.5%
3.0%
2.0%
2016
2.8%
3.5%
3.0%
2.0%
K2013BE
K2013BE
DUS14
DUS14
Financial assumptions:
The �nancial assumptions have been determined on the basis of the regulations in IAS 19. Long-term assumptions such as future in�ation, real
interest rates, real wage growth and adjustment of the basic amount are subject to a particularly high degree of uncertainty.
In Norway, a discount rate based on covered bonds is used. Based on the market and volume trends observed, the Norwegian covered bond
market must be perceived as a deep market.
Speci�c company conditions including expected direct wage growth are taken into account when determining the �nancial assumptions.
Actuarial assumptions:
In Norway standardised assumptions on rates of mortality and disability as well as other demographic factors are prepared by Finance Norway.
With e�ect from 2014 a new mortality basis, K2013, has been introduced for group pension insurance in life insurance companies and pension
funds. Storebrand has used the mortality table K2013BE (best estimate) in the actuarial calculations at 31 December 2017.
The actuarial assumptions in Sweden follow the industry’s mutual mortality table DUS14 adjusted for corporate di�erences. The average
employee turnover rate is estimated to be 4 per cent p.a.
Sensetivity analysis pension calculations
Storebrand’s risk associated with the pension scheme relates to the changes in the �nancial and actuarial assumptions that must be used in the
calculations and the actual return on the pension funds. The pension liabilities are particularly sensitive to changes in the discount rate. A
reduction of the discount rate will in isolation entail an increase in pension liabilities. For the Norwegian companies that have converted to
de�ned contribution pensions as of 1 January 2015, the sensitivity has not been calculated, and the �gures below illustrate the sensitivity for the
Swedish companies.
assumptions are kept constant.
The following estimates are based on facts and circumstances as of 31 December 2017 and are calculated for each individual when all other
Discount
Expected earnings
Expected annual increase in pensions
Mortality – change in expected life
rate
growth
payment
expectancy
-1.0
%
1.0%
1.0 %
-1.0 %
1.0 %
+ 1 year
– 1 year
-24% -1%
-7%
-20%
7%
-7%
4%
-10%
-4%
-17%
Percentage change in
pension:
– The period’s net
pension costs
– Pension liabilities
-9% 12%
-4%
Note 24 – Remuneration to senior employees and elected
o�cers of the company
NOK thousand
Ordinary salary [26] Other benefits [27]
Total
remuneratio
n for the year
Pension
accrued for
the year
Post
termination
salary
(months)
Loan [28] No. of shares owned [29]
Senior
employees
Odd Arild
Grefstad
Lars Aa.
Løddesøl
Geir Holmgren
Robin
Kamark [30]
Heidi Skaaret
Sta�an
Hansén
Jan Erik
Saugestad
Jostein Chr.
Dalland
Karin Greve-
Isdahl [31]
Wenche
Annie
Martinussen
[32]
Total 2017
Total 2016
NOK thousand
Board of Directors
Birger Magnus
[34]
Didrik Munch
[35]
Gyrid Skalleberg Ingerø
Laila S. Dahlen
Martin Skancke
Håkon Reistad Fure
Karin Bing Orgland
Jan Chr. Opsahl
Heidi Storruste
Knut Dyre Haug
[36]
Arne Fredrik Håstein
Ingvild Pedersen
[37]
Total 2017
Total 2016
6,881
4,819
4,335
3,858
4,391
4,762
4,901
2,757
1,646
199
214
215
139
198
17
164
148
12
7,079
1,107
5,033
4,550
3,997
4,589
4,780
5,065
2,904
1,657
863
692
794
688
1,066
878
483
273
3,508
8,997
6,774
na
3,481
1,200
24
18
12
12
12
12
12
12
2,751
169
2,920
386
12
7,850
41,100
37,006
1,474
1,463
42,574
38,469
7,231
7,286
31,810
27,283
114,486
70,144
39,283
na
38,014
37,788
32,882
9,959
2,267
7,227
352,050
314,376
Remuneration
Loan
No. of shares owned [33]
173
487
345
322
567
503
469
322
363
109
403
308
4,372
4,623
3,461
1,226
3,273
2,389
10,349
7,850
20,000
5,000
10,500
16,414
18,500
15,000
1,100,000
3,365
13,755
4,144
1,684
1,208,362
1,183,678
Loans to Group employees totalled NOK 2.431 million.
STOREBRAND ASA – THE BOARD OF DIRECTORS’ STATEMENT ON THE FIXING OF SALARIES AND OTHER REMUNERATION TO EXECUTIVE
PERSONNEL
133
NOK thousand
Ordinary salary [26] Other benefits [27]
n for the year
the year
(months)
Loan [28] No. of shares owned [29]
Total
Pension
termination
remuneratio
accrued for
salary
Post
7,079
1,107
114,486
6,881
4,819
4,335
3,858
4,391
4,762
4,901
2,757
1,646
199
214
215
139
198
17
164
148
12
5,033
4,550
3,997
4,589
4,780
5,065
2,904
1,657
863
692
794
688
878
483
273
1,066
3,508
8,997
6,774
na
3,481
1,200
24
18
12
12
12
12
12
12
2,751
169
2,920
386
12
7,850
41,100
37,006
1,474
1,463
42,574
38,469
7,231
7,286
31,810
27,283
Remuneration
Loan
No. of shares owned [33]
Senior
employees
Odd Arild
Grefstad
Lars Aa.
Løddesøl
Geir Holmgren
Robin
Kamark [30]
Heidi Skaaret
Sta�an
Hansén
Jan Erik
Saugestad
Jostein Chr.
Dalland
Karin Greve-
Isdahl [31]
Wenche
Annie
Martinussen
[32]
Total 2017
Total 2016
NOK thousand
Board of Directors
Birger Magnus
[34]
[35]
Didrik Munch
Gyrid Skalleberg Ingerø
Laila S. Dahlen
Martin Skancke
Håkon Reistad Fure
Karin Bing Orgland
Jan Chr. Opsahl
Heidi Storruste
Knut Dyre Haug
[36]
Arne Fredrik Håstein
Ingvild Pedersen
[37]
Total 2017
Total 2016
70,144
39,283
na
38,014
37,788
32,882
9,959
2,267
7,227
352,050
314,376
20,000
5,000
10,500
16,414
18,500
15,000
3,365
13,755
4,144
1,684
1,100,000
1,208,362
1,183,678
173
487
345
322
567
503
469
322
363
109
403
308
4,372
4,623
3,461
1,226
3,273
2,389
10,349
7,850
Loans to Group employees totalled NOK 2.431 million.
STOREBRAND ASA – THE BOARD OF DIRECTORS’ STATEMENT ON THE FIXING OF SALARIES AND OTHER REMUNERATION TO EXECUTIVE
PERSONNEL
The Board of Directors of Storebrand ASA has had a dedicated Compensation Committee since 2000. The Compensation Committee is tasked
with making a recommendation to the Board of Directors concerning all matters regarding the Company’s remuneration of its Chief Executive
O�cer. The Committee is responsible for keeping itself informed and proposing guidelines for the determination of remuneration of executive
employees in the Group. The Committee also acts as an advisory body to the Chief Executive O�cer with regard to remuneration schemes that
encompass all employees of the Storebrand Group, including Storebrand’s bonus and pension schemes. The Compensation Committee satis�es
the follow-up requirements set forth in the remuneration schemes.
Storebrand Asset Management AS’ subsidiary Skagen AS, which was acquired in December 2017, has separate guidelines for �nancial
consideration which will be examined at in more detail during 2018 and the Group’s guidelines will therefore not apply directly to Skagen AS in
2018.
1. ADVISORY GUIDELINES FOR THE COMING FINANCIAL YEAR
Storebrand aims to base remuneration on competitive and motivating principles that help attract, develop and retain highly quali�ed sta�.
Storebrand shall have an incentive model that supports the strategy, with emphasis on the customers’ interests and long-term perspective, an
ambitious model of cooperation, as well as transparency that enhances the Group’s reputation. Therefore, the Company will primarily stress a
�xed salary as a means of overall �nancial compensation, and utilise variable remuneration to a limited extent.
The salaries of executive employees are determined based on the position’s responsibilities and level of complexity. Comparisons with
equivalent external positions are regularly made in order to adjust the salary level to the market rates. Storebrand does not wish to be a pay
leader in relation to the industry.
Bonus scheme
The Group’s executive management team and executive personnel who have a signi�cant in�uence on the Company’s risk receive only �xed
salaries. Other employees may, in addition to �xed salary, be awarded a discretionary bonus of 5-15% of �xed salary.
Pension scheme
The Company shall arrange and pay for ordinary group pension insurance common to all employees, from the moment employment
commences, and in accordance with the pension rules in force at any given time. With e�ect from 2015, the Company has de�ned contribution
pension schemes for all employees. This applies to pay both above and below
12 G. [38]
In connection with the transition from de�ned bene�t to de�ned contribution schemes, compensation schemes were established for employees
for whom the change was disadvantageous. These schemes give additional monthly saving for employees for a maximum 36 months. The
additional saving is taxed as pay.
For group management, the calculated cash value of pension rights for pay above 12 G that was already earned before the change will be paid
out over a �ve-year period. The payment period is �xed regardless of whether the employee leaves the Company before the end of this period.
Severance pay
The Chief Executive O�cer and the executive vice presidents are entitled to termination pay if their contracts are terminated by the Company.
Entitlement to a severance package is also available if the employee decides to leave the Company due to substantial changes in the
organisation, or equivalent circumstances, which result in the individual being unable to naturally continue in his/her position. If the
employment is brought to an end due to a gross breach of duty or other material non-performance of the employment contract, the provisions
in this section will not apply.
Deductions are made to the termination pay for all work-related income, including fees from the provision of services, o�ces held, etc. The
termination pay corresponds to the pensionable salary at the end of the employment, excluding any bonus schemes. The Chief Executive O�cer
is entitled to 24 months of termination pay. Other executive vice presidents are entitled to 18 months of termination pay.
2. BINDING GUIDELINES FOR SHARES, SUBSCRIPTION RIGHTS, OPTIONS ETC. FOR THE COMING 2017 FINANCIAL YEAR
To ensure that the executive management team has incentive schemes that coincide with the long-term interests of the owners, a proportion of
the �xed salary will be linked to the purchase of physical STB shares with a lock-in period of three years. The purchase of shares will take place
once per year.
134
In 2018, a limited group of a few employees may be encompassed by a scheme similar to that of the executive management team with the
mandatory purchase of the Company’s shares.
Like other employees in Storebrand, executive employees have an opportunity to purchase a limited number of shares in Storebrand ASA at a
discount in accordance with the share programme for employees.
3. STATEMENT ON THE EXECUTIVE EMPLOYEE REMUNERATION POLICY DURING THE PREVIOUS FINANCIAL YEAR
The guidelines for executive remuneration policy set for 2017 have been followed. The annual independent assessment of the guidelines and
the practising of these guidelines in connection with bonuses to be paid in 2018 will be carried out during the �rst half of 2018.
4. STATEMENT ON THE EFFECTS OF SHARE-BASED REMUNERATION AGREEMENTS ON THE COMPANY AND THE SHAREHOLDERS
A proportion of the �xed salary of the executive management and a limited group of employees will be linked to the purchase of physical STB
shares with a lock-in period of three years. The purchase of shares will take place once per year.
In the opinion of the Board of Directors, this has a positive e�ect on the company and the shareholders, given the structure of the scheme and
the size of each person’s portfolio of shares in Storebrand ASA.
Note 25 – Remuneration paid to auditors
The remuneration paid to Deloitte AS amounts to:
NOK million
Statutory audit
Other reporting duties
Tax advice
Other non-audit services
Total remuneration to auditors
The amounts are excluding VAT.
Note 26 – Other expenses
NOK million
Incurance related expenses
Administration expenses
Earnout
Other expenses
Total other expenses
Note 27 – Tax
TAX COST IN THE RESULT
NOK million
Tax payable
NOK million
Change in deferred tax
Total tax charge
RECONCILIATION OF EXPECTED AND ACTUAL TAX COST
135
NOK million
Ordinary pre-tax pro�t
Expected income tax at nominal rate
Tax e�ect of
realised/unrealised shares
share dividends received
associated companies
other permanent di�erences
recognition/write-down of tax assets
change in tax rate
Changes from previous years
Total tax charge
E�ective tax rate *
Tax-increasing temporary differences
NOK million
Securities
Properties
Operating assets
Securities liabilities
Gains/losses account
Other
Securities
Operating assets
Provisions
Accrued pension liabilities
Gains/losses account
Other
Total tax-increasing temporary differences
Tax-reducing temporary differences
Total tax-reducing temporary differences
Carryforward losses
Basis for net deferred tax and tax assets
Net basis for deferred tax and tax assets
Recognised in balance sheet
Deferred tax assets
Deferred tax
Net deferred tax assets/liabilities in balance sheet *) **) ***)
2017
-11,3
-1,3
-0,5
-0,2
-13,3
2017
-100
-551
-51
-228
-930
2017
-72
2017
74
2
2017
2,404
-601
112
66
14
496
1
104
-190
2
0%
15,095
10,452
8
65
84
1,281
26,984
-10,682
-240
-43
-39
-9
-3
-11,015
-16,649
-679
-679
-399
637
238
2016
-12,7
-2,1
-1,3
-0,4
-16,5
2016
-34
-444
-205
-683
2016
-28
2016
-336
-364
2016
2,506
-625
-89
-47
15
319
118
-55
-364
15%
9,769
11,063
158
106
1,116
22,211
-64
-35
-6,914
-254
-11
-7,278
-15,969
-1,036
-1,036
-420
595
175
* During the year, property shares were sold (covered by the exemption method) which resulted in a reduction in tax-increasing temporary
di�erences and related allocations for deferred tax being reversed.
The equity includes a risk equalisation reserve, and tax deductions related to the build-up of this reserve are treated as a permanent di�erence
between the �nancial and tax accounts (see further information on this under “Reconciliation of the Group’s equity”). Use of the fund will, in
isolation, entail a higher e�ective tax rate.
The e�ective tax rate is also a�ected by the fact that the Group has operations in countries with tax rates that are di�erent from Norway (25 per
cent). In addition, the income tax expense is also in�uenced by tax e�ects relating to previous years.
CALCULATION OF DEFERRED TAX ASSETS AND DEFERRED TAX ON TEMPORARY DIFFERENCES AND LOSSES CARRIED FORWARD
2017
2016
NOK million
Total tax charge
RECONCILIATION OF EXPECTED AND ACTUAL TAX COST
NOK million
Ordinary pre-tax pro�t
Expected income tax at nominal rate
Tax e�ect of
realised/unrealised shares
share dividends received
associated companies
other permanent di�erences
recognition/write-down of tax assets
change in tax rate
Changes from previous years
Total tax charge
E�ective tax rate *
2017
2
2017
2,404
-601
112
66
14
496
1
104
-190
2
0%
2016
-364
2016
2,506
-625
-89
-47
15
319
118
-55
-364
15%
* During the year, property shares were sold (covered by the exemption method) which resulted in a reduction in tax-increasing temporary
di�erences and related allocations for deferred tax being reversed.
The equity includes a risk equalisation reserve, and tax deductions related to the build-up of this reserve are treated as a permanent di�erence
between the �nancial and tax accounts (see further information on this under “Reconciliation of the Group’s equity”). Use of the fund will, in
isolation, entail a higher e�ective tax rate.
The e�ective tax rate is also a�ected by the fact that the Group has operations in countries with tax rates that are di�erent from Norway (25 per
cent). In addition, the income tax expense is also in�uenced by tax e�ects relating to previous years.
CALCULATION OF DEFERRED TAX ASSETS AND DEFERRED TAX ON TEMPORARY DIFFERENCES AND LOSSES CARRIED FORWARD
NOK million
Tax-increasing temporary differences
Securities
Properties
Operating assets
Securities liabilities
Gains/losses account
Other
Total tax-increasing temporary differences
Tax-reducing temporary differences
Securities
Operating assets
Provisions
Accrued pension liabilities
Gains/losses account
Other
Total tax-reducing temporary differences
Carryforward losses
Basis for net deferred tax and tax assets
Net basis for deferred tax and tax assets
Net deferred tax assets/liabilities in balance sheet *) **) ***)
Recognised in balance sheet
Deferred tax assets
Deferred tax
136
2017
2016
15,095
10,452
8
65
84
1,281
26,984
-43
-39
-10,682
-240
-9
-3
-11,015
-16,649
-679
-679
-399
637
238
9,769
11,063
158
106
1,116
22,211
-64
-35
-6,914
-254
-11
-7,278
-15,969
-1,036
-1,036
-420
595
175
*) The Group’s tax-increasing temporary di�erences also include temporary di�erences linked to the Group’s investment properties. These
properties are primarily found in the Norwegian life insurance company’s customer portfolio and in companies that are owned by holding
companies, which in turn are owned by Storebrand Livsforsikring AS. If these limited companies that own the properties were to be sold, they
could be disposed of practically tax-free. The tax-increasing temporary di�erences related to the di�erence between the fair value and taxable
value of investment properties that have arisen during the period of ownership (around NOK 10.5 billion), are included in the Group’s temporary
di�erences, on which deferred tax is calculated at a nominal tax rate of 23 per cent. In accordance with IAS 12, no provisions have been set aside
for deferred tax related to temporary di�erences that existed when companies were acquired and the transaction was not de�ned as a business
transfer (basis of around NOK 0.8 billion).
**) In December 2017, the Norwegian Parliament (Storting) agreed to reduce the company tax rate from 24 to 23 per cent with e�ect from 1
January 2018. It was also agreed to keep the rate at 25 per cent for companies subject to the �nancial tax. The Storebrand Group includes
companies that are both subject to and not subject to the �nancial tax. Therefore, when capitalising deferred tax/deferred tax assets in the
consolidated �nancial statements, the company tax rate that applies for the individual companies is used (23 or 25 per cent).
***) Uncertain tax positions
I In 2015, Storebrand Livsforsikring AS discontinued a wholly-owned Norwegian subsidiary, Storebrand Eiendom Holding AS, with a tax loss of
approximately NOK 6.5 billion and with a corresponding increase in the loss carryforward. In January 2018, Storebrand Livsforsikring received
notice of an adjustment to the tax assessment for 2015 (dated 21 December 2017) which claimed that the calculated loss was excessive, but
provided no further quanti�cation. Storebrand Livsforsikring AS disagrees with the arguments that were put forward and will submit its reply to
the tax authorities by the deadline that has been set.
The notice is unclear. Based on the notice, a provision was made for an uncertain tax position in the annual �nancial statements for 2017. The
best estimate of the reduction in the loss, where Storebrand’s interpretation of the Norwegian Tax Administration’s notice is used as a basis, is
approximately NOK 1.6 billion (appears as a reduction in the loss carryforward and, in isolation, gives an associated increased tax expense for
2017 of approximately NOK 400 million).
Note 28 – Intangible assets and excess value on
purchased insurance contracts
NOK million
Acquisition cost 01.01
Additions in the period
– Developed internally
– Purchased separately
– Purchased via acquistion/merger
Disposals in the period
Currency di�erences on converting foreign units
Other changes
Acquisition cost 31.12
Intangible assets
VIF
[39]
9,380
Other intangible assets
Goodwill
2017
2016
671
1,260
12,048
13,353
43
73
44
105
678
1,007
1,715
510
35
43
-287
-1,166
-36
590
1
IT systems
737
43
73
31
-36
3
1
851
9,890
1,384
2,310
14,434
12,049
Accumulated depreciation and write-downs 01.01
-410
-5,880
-597
-304
-7,190
-7,543
Write-downs in the period
Amortisation in the period
Disposals in the period
Currency di�erences on converting foreign units
Acc. depreciation and write-downs 31.12
Book value 31.12
-82
33
-460
391
-325
-330
-6,535
3,355
-211
-33
-841
542
-10
-506
199
671
-619
33
-363
-304
-8,139
-7,190
2,006
6,295
4,858
Intangible assets linked to acquisition of SPP
137
Storebrand Livsforsikring AS acquired SPP Livförsäkring AB and its subsidiaries in 2007. The majority of the intangible assets associated with SPP
comprise the value of in-force business (VIF), for which a separate liability adequacy test has been performed in accordance with the
requirements of IFRS 4. In order to determine whether goodwill and other intangible assets associated with SPP have su�ered an impairment in
value, estimates are made of the recoverable amount for the relevant cash-�ow generating units. Recoverable amounts are established by
calculating the enterprise’s utility value. SPP is regarded as a single cash �ow generating unit, and the development of future administration
results, risk results and �nancial results for SPP will a�ect its utility value.
In calculating the utility value, the management have made use of budgets and forecasts approved by the Board for the next three years (2018
to 2020). The management has made assessments for the period from 2021 to 2027, and the annual growth for each element in the income
statement has been estimated. The primary drivers of improved long-term results will be the return on total assets, underlying in�ation and
wage growth in the market (which drive premium growth). The utility value is calculated using a required rate of return after tax of 5.3 per cent.
The required rate of return is calculated based on the risk-free interest rate and added to a premium that re�ects the risk of the business.
Calculations related to the future will be uncertain. The value will be a�ected by various growth parameters, expected return and what required
rate of return is assumed, etc. It is pointed out that the aim of the calculations is to ensure adequate reliability that the utility value, cf. IAS 36, is
not lower than the recognised value in the accounts. Simulation with reasonable, as well as conservative, assumptions indicates a value for the
investment that justi�es the book value.
Intangible assets linked to the banking business
A cash �ow based valuation based on the expected result after tax is used when calculating the utility value of the banking business. In the
spring of 2014, the board of the bank approved a liquidation plan for the bank’s corporate market portfolio. This liquidation has been taken into
account in the �nancial plan. In addition, budgets and forecasts approved by the Board for the next three years (2018 to 2020) are used as the
basis for the valuation.
The cash �ow is based on two elements, pro�t/loss after tax to equity and change in expected regulatory tying-up of capital. It is also assumed
that all capital in addition to regulatory tied-up capital, can be withdrawn at the end of each period. For the period after 2020, a growth rate of
2.5 percent has been used for the retail market which is also included in the calculation of the terminal value. The required rate of return to
equity is calculated based on the capital asset pricing model (CAPM). Long-term risk-free interest is set at the interest rate for 10 year Norwegian
government bonds. The market’s risk premium is set at 4,5 percent and this is in line with the risk premium in the Norwegian market.
Since it has been decided that the corporate market activities will be discontinued, a di�erent beta has been used for the retail and corporate
markets. The retail portfolio consists of a well-diversi�ed home mortgage portfolio with a low loan-to-value ratio and very limited risk. It is
therefore natural to assume that the risk premium for this portion of the business is lower than the rest of the market. The beta has been set at
0.8 in the calculations, which corresponds to the average beta for regional banks in Europe. The risk in the corporate market portfolio is
correspondingly higher, since it consists of a smaller portfolio with larger individual commitments. In order to re�ect this risk, the beta has been
set at 1.5 in the calculations. The use of two di�erent required rates of return is particularly important in relation to the terminal value, in which
it is expected that only the retail part will endure.
There will be uncertainty related to the assumptions that have been made in the valuation. The value will be a�ected by the assumptions for the
interest rate margin, expected losses on lending, growth parameters and capital requirements, as well as what required rate of return is
assumed, etc. It is pointed out that the aim of the calculations is to ensure adequate reliability that the utility value, cf. IAS 36, is not lower than
the recognised value in the accounts. Simulation with reasonable, as well as conservative, assumptions indicates a value for the investment that
justi�es the book .
Intangible assets linked to the acquisition of Skagen
Storebrand ASA acquired 90.95% of the shares in Skagen AS on 7 December 2017. The intangible assets linked to Skagen are customer lists,
branded products, technology and goodwill. On 8 December 2017, Storebrand ASA transferred ownership of Skagen AS to Storebrand Asset
Management as a contribution in kind.
The value of Skagen AS is calculated based on expected cash �ows from Skagen’s business activities. As of 31 December 2017, no separate
calculations have been made of the utility value because it has been found that the valuation from early December has not been subject to
signi�cant changes or impairment. Based on this, the utility value of the company is deemed to justify the book value of Skagen.
Specification of intagible assets
NOK million
Brand name SPP
Useful economic life
Depr. rate
Depr. method
Book value 2017
10 years
10 %
Straight line
138
Storebrand Livsforsikring AS acquired SPP Livförsäkring AB and its subsidiaries in 2007. The majority of the intangible assets associated with SPP
comprise the value of in-force business (VIF), for which a separate liability adequacy test has been performed in accordance with the
requirements of IFRS 4. In order to determine whether goodwill and other intangible assets associated with SPP have su�ered an impairment in
value, estimates are made of the recoverable amount for the relevant cash-�ow generating units. Recoverable amounts are established by
calculating the enterprise’s utility value. SPP is regarded as a single cash �ow generating unit, and the development of future administration
results, risk results and �nancial results for SPP will a�ect its utility value.
In calculating the utility value, the management have made use of budgets and forecasts approved by the Board for the next three years (2018
to 2020). The management has made assessments for the period from 2021 to 2027, and the annual growth for each element in the income
statement has been estimated. The primary drivers of improved long-term results will be the return on total assets, underlying in�ation and
wage growth in the market (which drive premium growth). The utility value is calculated using a required rate of return after tax of 5.3 per cent.
The required rate of return is calculated based on the risk-free interest rate and added to a premium that re�ects the risk of the business.
Calculations related to the future will be uncertain. The value will be a�ected by various growth parameters, expected return and what required
rate of return is assumed, etc. It is pointed out that the aim of the calculations is to ensure adequate reliability that the utility value, cf. IAS 36, is
not lower than the recognised value in the accounts. Simulation with reasonable, as well as conservative, assumptions indicates a value for the
investment that justi�es the book value.
Intangible assets linked to the banking business
A cash �ow based valuation based on the expected result after tax is used when calculating the utility value of the banking business. In the
spring of 2014, the board of the bank approved a liquidation plan for the bank’s corporate market portfolio. This liquidation has been taken into
account in the �nancial plan. In addition, budgets and forecasts approved by the Board for the next three years (2018 to 2020) are used as the
basis for the valuation.
The cash �ow is based on two elements, pro�t/loss after tax to equity and change in expected regulatory tying-up of capital. It is also assumed
that all capital in addition to regulatory tied-up capital, can be withdrawn at the end of each period. For the period after 2020, a growth rate of
2.5 percent has been used for the retail market which is also included in the calculation of the terminal value. The required rate of return to
equity is calculated based on the capital asset pricing model (CAPM). Long-term risk-free interest is set at the interest rate for 10 year Norwegian
government bonds. The market’s risk premium is set at 4,5 percent and this is in line with the risk premium in the Norwegian market.
Since it has been decided that the corporate market activities will be discontinued, a di�erent beta has been used for the retail and corporate
markets. The retail portfolio consists of a well-diversi�ed home mortgage portfolio with a low loan-to-value ratio and very limited risk. It is
therefore natural to assume that the risk premium for this portion of the business is lower than the rest of the market. The beta has been set at
0.8 in the calculations, which corresponds to the average beta for regional banks in Europe. The risk in the corporate market portfolio is
correspondingly higher, since it consists of a smaller portfolio with larger individual commitments. In order to re�ect this risk, the beta has been
set at 1.5 in the calculations. The use of two di�erent required rates of return is particularly important in relation to the terminal value, in which
it is expected that only the retail part will endure.
There will be uncertainty related to the assumptions that have been made in the valuation. The value will be a�ected by the assumptions for the
interest rate margin, expected losses on lending, growth parameters and capital requirements, as well as what required rate of return is
assumed, etc. It is pointed out that the aim of the calculations is to ensure adequate reliability that the utility value, cf. IAS 36, is not lower than
the recognised value in the accounts. Simulation with reasonable, as well as conservative, assumptions indicates a value for the investment that
justi�es the book .
Intangible assets linked to the acquisition of Skagen
Storebrand ASA acquired 90.95% of the shares in Skagen AS on 7 December 2017. The intangible assets linked to Skagen are customer lists,
branded products, technology and goodwill. On 8 December 2017, Storebrand ASA transferred ownership of Skagen AS to Storebrand Asset
Management as a contribution in kind.
The value of Skagen AS is calculated based on expected cash �ows from Skagen’s business activities. As of 31 December 2017, no separate
calculations have been made of the utility value because it has been found that the valuation from early December has not been subject to
signi�cant changes or impairment. Based on this, the utility value of the company is deemed to justify the book value of Skagen.
Useful economic life
Depr. method
NOK million
Depr. rate
Book value 2017
Brand name Skagen
Specification of intagible assets
10 years
10 %
Straight line
144
SPP Fonder
NOK million
IT systems
NOK million
Brand name SPP
Customer lists SPP
Brand name Skagen
Customer lists Skagen
SPP Fonder
Value of business in force SPP
IT systems
Total
Customer lists SPP
Customer lists Skagen
Value of business in force SPP
Goodwill distributed by business acquisition
Total
10 years
Useful economic life
3-8 years
Useful economic life
10 years
10 %
Depr. rate
20 %
Depr. rate
10 %
Straight line
Depr. method
Straight line
Depr. method
Straight line
Book value 2017
391
Book value 2017
10 years
10 years
10 years
10 years
20 years
3-8 years
10 years
10 years
20 years
10 %
10 %
10 %
10 %
5 %
20 %
10 %
10 %
5 %
Straight line
Straight line
Straight line
Straight line
Straight line
Straight line
Straight line
Straight line
Straight line
144
399
3,355
391
4,289
399
3,355
4,289
NOK million
Business area
Acquisition
cost 01.01
Accumulated write-
downs 01.01
Book value
01.01
Supply/ disposals/
currency effect
Book value
31.12
Goodwill distributed by business acquisition
Savings
Delphi
Fondsforvaltning
SPP Fonder
NOK million
Storebrand Bank
Delphi
ASA
Fondsforvaltning
SPP
SPP Fonder
Skagen
Storebrand Bank
Total
ASA
SPP
Skagen
Total
Savings
Business area
Other
Savings
Guarant. pension/Savings
Savings
Savings
Other
Guarant. pension/Savings
Savings
35
-4
32
32
Acquisition
45
cost 01.01
Accumulated write-
downs 01.01
Book value
45
01.01
Supply/ disposals/
2
currency effect
Book value
48
31.12
422
35
757
45
422
1,261
757
1,261
-300
-4
-300
-304
-304
122
32
757
45
122
957
757
957
122
32
797
48
1,007
122
2,006
797
1,007
2,006
40
2
1,007
1,049
40
1,007
1,049
Note 29 – Tangible �xed assets
Note 29 – Tangible �xed assets
NOK million
Vehicles/ equipment
Real estate
2017
2016
Book value 01.01
Additions
Disposals
NOK million
Value adjustment recognised through the balance sheet
Book value 01.01
Addition via acquisition/merger
Additions
Depreciation
Disposals
Currency di�erences from converting foreign units
Value adjustment recognised through the balance sheet
Other changes
Addition via acquisition/merger
Book value 31.12
Depreciation
Currency di�erences from converting foreign units
Other changes
Depreciation plan and financial lifetime
Book value 31.12
Depreciation method:
Vehicles/equipment
Fixtures & �ttings
Depreciation plan and financial lifetime
Properties
Depreciation method:
Vehicles/equipment
Fixtures & �ttings
Properties
58
6
423
5
-2
Vehicles/ equipment
Real estate
1
58
6
6
-19
-2
1
1
6
52
-19
1
52
22
423
5
5
37
22
5
491
37
491
543
481
11
-2
2017
23
481
10
11
-19
-2
38
23
1
10
543
-19
38
1
500
28
-17
2016
13
500
28
-18
-17
-25
13
9
490
-18
-25
9
490
Straight line
3-10 years
3-8 years
15 years
Straight line
3-10 years
3-8 years
15 years
Note 30 – Investments in other companies
Note 30 – Investments in other companies
Applies to subsidiaries with a signi�cant minority, associated companies and joint ventures.
IFRS 10 establishes a model for evaluating control that will apply to all companies, and the content of the control concept has changed in IFRS 10
in relation to IAS 27 and will entail an increased degree of assessment of units that are controlled by the company. Control exists when the
Applies to subsidiaries with a signi�cant minority, associated companies and joint ventures.
investor has power over the investment object and possesses the right to variable yields from the investment object and simultaneously
possesses the power and possibility to steer activities in the investment object that a�ect the yield.
In the Group’s �nancial statements, securities funds in which Storebrand has an ownership percentage of around 40 per cent or more, and
139
which are also managed by management companies within the Storebrand Group, are consolidated 100 per cent on the balance sheet. Minority
ownership interests in consolidated securities funds are shown on one line for assets and correspondingly on one line for liabilities. In
consequence of other investors in the funds being able to request redemption of their ownership interests from the respective funds, such are
deemed to be minority interests that are classi�ed as liabilities in Storebrand’s consolidated �nancial statements.
SPECIFICATION OF SUBSIDARIES WITH SUBSTANTIAL MINORITY (100% FIGURES)
Ownership intereest – minority
Voting rights as a percentage of the total number of shares
NOK million
Assets
Liabilities
Equity – majority
Equity – minority
Income
Result after tax
Other income and expenses
Total comprehensive income
Dividend paid to minority
NOK million
Accounting method
Type of operation
Type of interest
Current assets
Fixed assets
Short term liabilities
Long term liabilities
Cash and cash equivalents
Income
Result after tax
Total comprehensive income
Dividend paid
NOK million
Associated companies
Norsk Pensjon AS
Inntre Holding AS
Handelsboderna i Sverige Fastighets AB
Storebrand Eiendomsfond Invest AS
Joint ventures
Försäkringsgirot AB
Storebrand Helseforsikring AS
Cognizant Technology Solutions
Total
SPECIFICATION OF ASSOCIATED COMPANIES AND JOINT VENTURES CLASSIFED AS SUBSTANTIAL (100% FIGURES)
Storebrand Helseforsikring AS
Equity-method
Insurance
Joint venture
OWNERSHIP INTERESTS IN ASSOCIATED COMPANIES AND JOINT VENTURES
Business location
Ownership share
Book value 31.12
Oslo
Steinkjær
Stockholm
Oslo
Stockholm
Lysaker
Vilnius
25.0 %
34.3 %
50.0 %
21.2 %
25.0 %
50.0 %
34.0 %
2017
Benco
17,350
16,851
449
891
50
10
10
20
1
20
2
2017
718
15
64
347
42
729
79
80
72
1
84
44
3,069
3
161
42
3,404
IFRS 10 establishes a model for evaluating control that will apply to all companies, and the content of the control concept has changed in IFRS 10
in relation to IAS 27 and will entail an increased degree of assessment of units that are controlled by the company. Control exists when the
investor has power over the investment object and possesses the right to variable yields from the investment object and simultaneously
possesses the power and possibility to steer activities in the investment object that a�ect the yield.
In the Group’s �nancial statements, securities funds in which Storebrand has an ownership percentage of around 40 per cent or more, and
which are also managed by management companies within the Storebrand Group, are consolidated 100 per cent on the balance sheet. Minority
ownership interests in consolidated securities funds are shown on one line for assets and correspondingly on one line for liabilities. In
consequence of other investors in the funds being able to request redemption of their ownership interests from the respective funds, such are
deemed to be minority interests that are classi�ed as liabilities in Storebrand’s consolidated �nancial statements.
SPECIFICATION OF SUBSIDARIES WITH SUBSTANTIAL MINORITY (100% FIGURES)
NOK million
Assets
Liabilities
Equity – majority
Equity – minority
Ownership intereest – minority
Voting rights as a percentage of the total number of shares
Income
Result after tax
Other income and expenses
Total comprehensive income
Dividend paid to minority
SPECIFICATION OF ASSOCIATED COMPANIES AND JOINT VENTURES CLASSIFED AS SUBSTANTIAL (100% FIGURES)
2017
Benco
17,350
16,851
449
50
10
10
891
20
1
20
2
2017
NOK million
Accounting method
Type of operation
Type of interest
Current assets
Fixed assets
Short term liabilities
Long term liabilities
Cash and cash equivalents
Income
Result after tax
Total comprehensive income
Dividend paid
Storebrand Helseforsikring AS
Equity-method
Insurance
Joint venture
718
15
64
347
42
729
79
80
72
OWNERSHIP INTERESTS IN ASSOCIATED COMPANIES AND JOINT VENTURES
NOK million
Associated companies
Norsk Pensjon AS
Inntre Holding AS
Handelsboderna i Sverige Fastighets AB
Storebrand Eiendomsfond Invest AS
Joint ventures
Försäkringsgirot AB
Storebrand Helseforsikring AS
Cognizant Technology Solutions
Total
Business location
Ownership share
Book value 31.12
Oslo
Steinkjær
Stockholm
Oslo
Stockholm
Lysaker
Vilnius
25.0 %
34.3 %
50.0 %
21.2 %
25.0 %
50.0 %
34.0 %
1
84
44
3,069
3
161
42
3,404
140
NOK million
Business location
Ownership share
Book value 31.12
Allocation by company and customers
Investments in associated companies – company
Investments in associated companies – customers
Total
RECEIVABLES FOR ASSOCIATED COMPANIES AND JOINT VENTURES
NOK million
Handelsboden Örebro Rävgräva 4:4 AB
Total
Allocation by company and customers
Receivables in associated companies – customers
Total receivables for associated companies
INCOME FROM ASSOCIATED COMPANIES AND JOINT VENTURES
NOK million
Proportion of the result
Interest income
Realised change in value
Unrealised change in value
Total
Allocation by company and customers
Receivables in associated companies – company
Receivables in associated companies – customers
Total receivables from associated companies
291
3,113
3,404
2017
2016
39
39
39
39
2017
245
88
17
350
119
231
350
37
37
37
37
2016
230
1
1
232
65
167
232
Note 31 – Classi�cation of �nancial assets and liabilities
NOK million
Financial assets
Bank deposits
Shares and fund units
Bonds and other �xed-income
securities
Loans to �nancial institutions
Loans to customers
Accounts receivable and other
short-term receivables
Derivatives
Total financial assets 2017
Total �nancial assets 2016
Financial liabilities
Subordinated loan capital
Liabilities to �nancial institutions
Deposits from banking
customers
Securities issued
Derivatives
Other current liabilities
NOK million
Total financial liabilities 2017
Total �nancial liabilities 2016
Loans and
receivables
Investments, held
to maturity
Fair value,
held for sale
Fair
value,
FVO
Available
for sale
Liabilities at
amortised cost
Total
8,424
87,474
313
48,103
5,526
149,841
136,855
156,420
14
15,128
166,761
5,684
15,128
15,644
4,064
4,064
328,865
4,827
305,672
14
6
8,424
156,433
269,363
313
53,787
5,526
4,064
497,911
463,004
8,867
8,867
155
155
14,628
14,628
16,575
16,575
139
Loans and
receivables
Investments, held
to maturity
Fair value,
held for sale
139
209
1,876
Fair
value,
FVO
1,876
402
Available
for sale
8,101
Liabilities at
amortised cost
48,326
2,015
8,101
Total
50,341
48,611
49,221
Note 32 – Bonds at amortised cost
141
LOANS AND RECEIVABLES
NOK million
Government bonds
Corporate bonds
Structured notes
Collateralised securities
Total bonds at amortised cost
STOREBRAND BANK
NOK million
Modi�ed duration
Average e�ective yield
STOREBRAND LIFE INSURANCE
NOK million
Modi�ed duration
Average e�ective yield
Distribution beween company and customers
NOK million
Loans and receivables company
Loans and receivables customers with guarantee
Total
BONDS HELD TO MATURITY
NOK mill.
Government bonds
Corporate bonds
Collateralised securities
Total bonds at amortised cost
Modifed duration
Average e�ective yield
Distribution beween company and customers:
Bonds held to maturity – customers with guarantees
Total
Book value
Fair value
Book value
Fair value
2017
2017
1.3%
2017
2016
Book value
Fair value
Book value
Fair value
28,148
40,798
1,020
17,510
87,474
31,268
42,419
1,034
19,497
94,218
Book value
Fair value
Book value
Fair value
30,008
39,592
580
19,496
89,677
0.2
1.2%
6.7
2.6%
412
6,456
10,669
17,537
5.5
2.4%
26,545
38,356
594
17,282
82,777
2016
2016
3.8%
3,398
79,378
82,777
363
5,829
9,452
15,644
4.5%
15,644
15,644
2017
2016
Book value
Fair value
Book value
Fair value
2017
2016
Book value
Fair value
Book value
Fair value
6,490
10,443
16,933
4.9
1.2%
0.2
0.7%
7.0
0.9%
3,403
84,071
87,474
5,828
9,300
15,128
2.2%
15,128
15,128
NOK million
receivables
to maturity
held for sale
for sale
amortised cost
Total
Loans and
Investments, held
Fair value,
value,
Available
Liabilities at
Total �nancial liabilities 2016
209
Note 32 – Bonds at amortised cost
Fair
FVO
402
48,611
49,221
LOANS AND RECEIVABLES
NOK million
Government bonds
Corporate bonds
Structured notes
Collateralised securities
Total bonds at amortised cost
STOREBRAND BANK
NOK million
Modi�ed duration
Average e�ective yield
STOREBRAND LIFE INSURANCE
NOK million
Modi�ed duration
Average e�ective yield
Distribution beween company and customers
NOK million
Loans and receivables company
Loans and receivables customers with guarantee
Total
BONDS HELD TO MATURITY
NOK mill.
Government bonds
Corporate bonds
Collateralised securities
Total bonds at amortised cost
Modifed duration
Average e�ective yield
Distribution beween company and customers:
Bonds held to maturity – customers with guarantees
Total
2017
2016
Book value
Fair value
Book value
Fair value
31,268
42,419
1,034
19,497
94,218
28,148
40,798
1,020
17,510
87,474
2017
26,545
38,356
594
17,282
82,777
2016
30,008
39,592
580
19,496
89,677
Book value
Fair value
Book value
Fair value
0.2
0.7%
0.2
1.2%
2017
2016
Book value
Fair value
Book value
Fair value
1.3%
7.0
0.9%
3.8%
6.7
2.6%
2017
2016
Book value
Fair value
Book value
Fair value
3,403
84,071
87,474
3,398
79,378
82,777
2017
2016
Book value
Fair value
Book value
Fair value
6,490
10,443
16,933
4.9
1.2%
5,828
9,300
15,128
2.2%
15,128
15,128
412
6,456
10,669
17,537
5.5
2.4%
363
5,829
9,452
15,644
4.5%
15,644
15,644
142
A yield is calculated for each bond, based on both the paper’s book value and the observed market price (fair value). For �xed income securities
with no observed market prices the e�ective interest rate is calculated on the basis of of the �xed interest rate period and classi�cation of the
individual security with respect to liquidity and credit risk. Calculated e�ective yields are weighted to give an average e�ective yield on the basis
of each security’s share of the total interest rate sensitivity.
Note 33 – Loans to customers
LOANS
NOK million
Corporate market *
Retail market
Gross loans
Write-downs of loans losses
Net loans **
*
Of which Storebrand Bank
**
Of which Storebrand Bank
Of which Storebrand Livsforsikring
NON-PERFORMING AND LOSS-EXPOSED LOANS
NOK million
Non-performing and loss-exposed loans without identi�ed impairment
Non-performing and loss-exposed loans with identi�ed impairment
Gross non-performing loans
Individual write-downs
Net non-performing loan [40]
For further information about lending, see note 10 Credit risk.
Note 34 – Properties
TYPE OF PROPERTIES
2017
11,683
42,184
53,867
-80
53,786
360
27,257
26,530
2016
10,907
35,508
46,415
-73
46,342
1,550
27,268
19,074
2017
2016
150
114
265
-43
222
107
88
195
-27
167
NOK million
31.12.17
31.12.16
[41]
lease (years) [42]
m2
31/12/17
Required rate
of return %
Average duration of
Office buildings (including parking and storage):
Oslo-Vika/Filipstad Brygge
Rest of Greater Oslo
O�ce buildings in Sweden
Shopping centres (including parking and storage)
Rest of Greater Oslo
Rest of Norway
Housing Sweden
[43]
Car parks
Multi-storey car parks in Oslo
Multi-storey car parks in Sweden
[44]
Other properties:
Cultural/conference centres in Sweden
[45]
4,00-4,35
4,95-5,75
4.5
6.9
4,35-7,05
5.7
4.2
5.0
6.8
6,838
3,935
1,259
611
6,151
1,909
933
62
8,186
3,583
1,106
591
6,008
458
918
72
264
275
143
5.4
5.3
5.5
3.0
3.5
5.1
93,952
85,515
29,559
38,820
161,259
75,002
4.0
27,393
13.7
4,967
13.3
18,757
NOK million
Trading Sweden
[46]
Hotel Sweden
[47]
Service properties Sverige
[48]
Properties Norway
Total investment properties
Properties for own use
Total properties
31.12.17
31.12.16
1,236
488
2,391
1,190
1,814
1,237
50
51
27,453
24,161
1,408
2,863
28,861
27,024
31/12/17
3.9
4.5
5.1
4.1
m2
0.3
7,000
12.2
35,386
12.1
62,157
639,766
4.0
16,853
656,619
As of 31.12.16, Storebrand Life Insurance had NOK 3 069 million invested in Storebrand Eiendomsfond Norge KS and Ruseløkkveien 26.
The investments are classi�ed as “Investment in associated Ccmpanies and joint ventures” in the Consolidated Financial Statements.
Storebrand Eiendomsfond Norge KS and Ruseløkkveien 26 invest exclusively in real estate at fair value.
Vacancy
Norway
The vacancy rate for lettable areas was 4.1 per cent (6.7 per cent) at the end of 2017.
Of the total vacancy, 9.3 per cent (9,2 per cant) is related to to space that is unavaiilable for leasing due to ongoing development procjects.
At the end of 2017, a total of 13.3 per cent (15.9 per cent) of the �oor space in the investment properties was vacant.
Sweden
At the end of 2017, there was practically no vacancy in the investment properties.
Transactions
Purchases: No further property acquisitons has been agreed upon in Storebrand Livsforsikring that is not included in the Financial statement as
of 31.12.2017. In SPP and Euroben, SEK 1 144 million in property acquisitions have been agreed upon in addition to the �gures that have been
�nalized and included in the �nancial statements as of 31 December 2017.
Sale: No further property sales has been agreed on in Storebrand/SPP in addiition to the �gures that has been �nalised and included in the
�nacial statements as of 31 December 2017.
Properties for own use
NOK million
Book value 01.01
Additions
Disposals
Revaluation booked in balance sheet
Depreciation
Write-ups due to write-downs in the period
Currency di�erences from converting foreign units
Other change
Book value 31.12
Acquisition cost opening balance
Acquisition cost closing balance
Accumulated depreciation and write-downs opening balance
Accumulated depreciation and write-downs closing balance
Allocation by company and customers:
Properties for own use – customers
Total
NOK million
Depreciation method
Depreciation plan and �nancial lifetime
2017
2,863
120
-2,225
69
-65
64
69
514
1,408
2,639
534
-521
-587
1,408
1,408
2017
2016
2,887
20
52
-66
64
-133
39
2,863
2,619
2,639
-456
-521
2,863
2,863
2016
Straight line
50 years
Note 35 – Accounts receivable and other short-term
receivables
144
NOK million
Accounts receivable
Receivables in connection with direct insurance
Interest earned/pre-paid expenses
Fee earned
Claims on insurance brokers
Prepayment of yield tax
Collateral
Tax receivable
Activated sales costs (Swedish business)
Other current receivables
Book value 31.12
Allocation by company and customers:
Accounts receivable and other short-term receivables – company
Accounts receivable and other short-term receivables – customers
Total
Age distribution for accounts receivable 31.12 (gross)
NOK million
Receivables not fallen due
Past due 1 – 30 days
Past due 31 – 60 days
Past due 61 – 90 days
Past due > 90 days
Gross accounts receivable
Provisions for losses 31.12
Net accounts receivable
Note 36 – Equities and units
NOK million
Equities
Fund units
Total equities and fund units
Allocation by company and customers:
Equities and fund units – company
Equities and fund units – customers with guarantee
Equities and fund units – customers without guarantee
Sum
2017
2016
646
533
178
376
439
414
674
537
316
1,414
1,259
5,526
3,699
4,834
692
5,526
2,646
1,053
3,699
616
419
169
119
378
502
237
2016
594
19
1
2
1
618
-2
616
2017
587
53
4
3
2
648
-2
646
22,465
133,968
156,434
363
24,556
131,514
156,433
2017
2016
Fair value
Fair value
21,951
107,586
129,537
121
18,158
111,258
129,537
Note 37 – Bonds and other �xed-income securities
NOK million
Depreciation plan and �nancial lifetime
2017
2016
50 years
Note 35 – Accounts receivable and other short-term
receivables
NOK million
Accounts receivable
Receivables in connection with direct insurance
Interest earned/pre-paid expenses
Fee earned
Claims on insurance brokers
Prepayment of yield tax
Collateral
Tax receivable
Activated sales costs (Swedish business)
Other current receivables
Book value 31.12
Allocation by company and customers:
Accounts receivable and other short-term receivables – company
Accounts receivable and other short-term receivables – customers
Total
Age distribution for accounts receivable 31.12 (gross)
NOK million
Receivables not fallen due
Past due 1 – 30 days
Past due 31 – 60 days
Past due 61 – 90 days
Past due > 90 days
Gross accounts receivable
Provisions for losses 31.12
Net accounts receivable
Note 36 – Equities and units
NOK million
Equities
Fund units
Total equities and fund units
Allocation by company and customers:
Equities and fund units – company
Equities and fund units – customers with guarantee
Equities and fund units – customers without guarantee
Sum
2017
2016
616
419
169
119
378
646
533
178
376
439
414
674
1,414
1,259
537
316
502
237
5,526
3,699
4,834
692
5,526
2,646
1,053
3,699
2017
587
53
4
3
2
648
-2
646
2016
594
19
1
2
1
618
-2
616
2017
2016
Fair value
Fair value
22,465
133,968
156,434
363
24,556
131,514
156,433
21,951
107,586
129,537
121
18,158
111,258
129,537
Note 37 – Bonds and other �xed-income securities
145
NOK million
Depreciation plan and �nancial lifetime
2017
2016
50 years
Note 35 – Accounts receivable and other short-term
receivables
NOK million
Accounts receivable
Receivables in connection with direct insurance
Interest earned/pre-paid expenses
Fee earned
Claims on insurance brokers
Prepayment of yield tax
Collateral
Tax receivable
Activated sales costs (Swedish business)
Other current receivables
Book value 31.12
Allocation by company and customers:
Accounts receivable and other short-term receivables – company
Accounts receivable and other short-term receivables – customers
Total
Age distribution for accounts receivable 31.12 (gross)
NOK million
Receivables not fallen due
Past due 1 – 30 days
Past due 31 – 60 days
Past due 61 – 90 days
Past due > 90 days
Gross accounts receivable
Provisions for losses 31.12
Net accounts receivable
Note 36 – Equities and units
NOK million
Equities
Fund units
Total equities and fund units
Allocation by company and customers:
Equities and fund units – company
Equities and fund units – customers with guarantee
Equities and fund units – customers without guarantee
Sum
2017
2016
646
533
178
376
439
414
674
537
316
1,414
1,259
5,526
3,699
4,834
692
5,526
2,646
1,053
3,699
616
419
169
119
378
502
237
2016
594
19
1
2
1
618
-2
616
21,951
107,586
129,537
121
18,158
111,258
129,537
2017
587
53
4
3
2
648
-2
646
22,465
133,968
156,434
363
24,556
131,514
156,433
2017
2016
Fair value
Fair value
Note 37 – Bonds and other �xed-income securities
NOK million
Government bonds
Corporate bonds
Structured notes
Collateralised securities
Bond funds
Total bonds and other fixed-income securities
Allocation by company and customers:
Bonds and other �xed-income securities – company
Bonds and other �xed-income securities – customers with guarantee
Bonds and other �xed-income securities – customers without guarantee
Total
2017
2016
Fair value
Fair value
49,022
49,331
81
28,914
39,412
47,696
33,154
29
33,216
57,742
166,761
171,837
31,718
101,897
33,146
166,761
30,504
114,680
26,654
171,837
Fair value
Storebrand Life
Insurance
SPP Pension &
Insurance
Eurobe
n
Storebrand
Bank
Storebrand
Insurance
Storebrand
ASA
6.5
1.8%
1.5
4.9
-0.1%
0.4%
0.2
0.8%
0.5
1.2%
0.6
1.1%
Modi�ed duration
Average e�ective
yield
The e�ective yield for each security is calculated using the observed market price. Calculated e�ective yields are weighted to give an average
e�ective yield on the basis of each security’s share of the total interest rate sensitivity. Interest derivatives are included in the calculation of
modi�ed duration and average e�ective interest rate.
Note 38 – Derivatives
NOMINAL VOLUME
Financial derivatives are related to underlying amounts which are not recognised in the statement of �nancial position. In order to quantify the
scope of the derivatives, reference is made to amounts described as the underlying nominal principal, nominal volume, etc. Nominal volume is
arrived at di�erently for di�erent classes of derivatives, and provides some indication of the size of the position and risk the derivative presents.
Gross nominal volume principally indicates the size of the exposure, whilst net nominal volume provides some indication of the risk exposure.
However , nominal volume is not a measure which necessarily provides a comparison of the risk represented by di�erent types of derivatives.
Unlike gross nominal volume, the calculation of net nominal volume also takes into account which direction of market risk exposure the
instrument represents by di�erentiating between long (asset) positions and short (liability) positions.
A long position in an equity derivative produces a gain in value if the share price increases. For interest rate derivatives, a long position produces
a gain if interest rates fall, as is the case for bonds. For currency derivatives, a long position results in a positive change in value if the relevant
exchange rate strengthens against the NOK. Average gross nominal volume are based on daily calculations of gross nominal volume.
NOK million
Gross nominal volume [49]
Gross booked
value fin. assets
Gross booked
value fin.
liabilities
Net booked fin.
assets/ liabilities
Net amounts taken into
account netting agreements
Fin. assets
Fin. liabilities
Net
amou
nt
Interest
derivatives
Currency
derivatives
Total
derivater
31.12.17
80,778
3,872
70,667
192
1,073
942
1,198
76
2,799
81
730
-750
4,064
2,015
1,280
806
2,049
146
NOK million
Total derivater
31.12.16
Gross booked
value fin. assets
Gross booked
value fin.
liabilities
Net booked fin.
assets/ liabilities
Net amounts taken into
account netting agreements
Fin. assets
Fin. liabilities
Net
amou
nt
4,827
2,194
1,065
864
2,633
Distribution between company and customers:
Derivatives – company
Derivatives – customers with guarantee
Derivatives – customers without guarantee
Total
1,059
1,255
-265
2,049
Note 39 – Technical insurance reserves – life insurance
Specification of buffer capital items conserning life insurance
NOK million
Additional statutory reserves
Conditional bonus
Market value adjustment
reserve
Total buffer capital
Guaranteed
pension
Saving
s
Insurance [50]
BenC
o
Total Storebrand Group
2017
Total Storebrand Group
2016
8,254
7,042
3,634
18,930
2,134
73
73
2,134
8,254
9,176
3,707
21,137
6,794
7,241
2,684
16,719
Specification of balance sheet items conserning life insurance
NOK million
Premium reserve
– of which IBNS
Pension surplus fund
Premium fund/deposit fund
Other technical reserves
– of which IBNS
Claims reserve
– of which IBNS
Total insurance liabilities – life
insurance
Guaranteed
[
5
1
pension Savings
]
BenCo
Total Storebrand Group
2017
Total Storebrand Group
2016
244,307 167,848 4,918 14,264
431,337
399,280
6
2,557
631
58
66
6
2,557
631
124
3,128
12
2,659
684
646
1,543
1,543
246,929 167,848 5,550 14,330
434,657
404,178
Market value adjustment reserve
NOK million
Equities
Interest-bearing
Total market value adjustment reserves at fair value
See note 40 for insurance liabilities – P&C.
2017
3,037
670
3,707
2016
1,266
1,417
2,684
Note 40 – Technical insurance reserves – P&C insurance
Assets and liabilities – P&C insurance
147
Gross booked
value fin. assets
Gross booked
value fin.
Net booked fin.
Net amounts taken into
account netting agreements
liabilities
assets/ liabilities
Fin. assets
Fin. liabilities
Net
amou
nt
4,827
2,194
1,065
864
2,633
NOK million
Total derivater
31.12.16
Distribution between company and customers:
Derivatives – company
Derivatives – customers with guarantee
Derivatives – customers without guarantee
Total
Note 39 – Technical insurance reserves – life insurance
Specification of buffer capital items conserning life insurance
NOK million
pension
s
Insurance [50]
o
Guaranteed
Saving
BenC
Total Storebrand Group
Total Storebrand Group
Additional statutory reserves
Conditional bonus
Market value adjustment
reserve
Total buffer capital
8,254
7,042
3,634
18,930
2,134
73
73
2,134
Specification of balance sheet items conserning life insurance
Guaranteed
Total Storebrand Group
Total Storebrand Group
pension Savings
]
BenCo
244,307 167,848 4,918 14,264
6
2,557
[
5
1
631
58
66
NOK million
Premium reserve
– of which IBNS
Pension surplus fund
Premium fund/deposit fund
Other technical reserves
– of which IBNS
Claims reserve
– of which IBNS
Total insurance liabilities – life
insurance
Market value adjustment reserve
NOK million
Equities
Interest-bearing
Total market value adjustment reserves at fair value
See note 40 for insurance liabilities – P&C.
1,059
1,255
-265
2,049
2016
6,794
7,241
2,684
16,719
2016
399,280
3,128
12
2,659
684
646
1,543
1,543
2017
3,037
670
3,707
2016
1,266
1,417
2,684
2017
8,254
9,176
3,707
21,137
2017
431,337
6
2,557
631
124
246,929 167,848 5,550 14,330
434,657
404,178
Note 40 – Technical insurance reserves – P&C insurance
NOK million
Reinsurance share of insurance technical reserves
Assets and liabilities – P&C insurance
Total assets
Premium reserve
NOK million
Claims reserve
Reinsurance share of insurance technical reserves
– of which IBNS
Total assets
– of which Administration reserve
Premium reserve
Total liabilities
Claims reserve
– of which IBNS
– of which Administration reserve
See note 39 for insurance liabilities – life insurance.
Total liabilities
Note 41 – Other current liabilities
See note 39 for insurance liabilities – life insurance.
Note 41 – Other current liabilities
NOK million
Accounts payable
Accrued expenses/appropriations
Appropriations earnout
NOK million
Other appropriations
Accounts payable
Governmental fees and tax withholding
Accrued expenses/appropriations
Collateral received derivates in cash
Appropriations earnout
Liabilities in connection with direct insurance
Other appropriations
Liabilities to broker
Governmental fees and tax withholding
Minority SPP Fastighet KB
Collateral received derivates in cash
Subordinated loan SPP Pension & Försäkring AB
Liabilities in connection with direct insurance
Other current liabilities
Liabilities to broker
Book value 31.12
Minority SPP Fastighet KB
Subordinated loan SPP Pension & Försäkring AB
Other current liabilities
Specification of restructuring reserves
Book value 31.12
NOK million
Book value 01.01
Increase in the period
Specification of restructuring reserves
Amount recognised against reserves in the period
NOK million
Reversal of previous allocations due to estimate discrepancies.
Book value 01.01
Change due to currency
Increase in the period
Book value 31.12
Amount recognised against reserves in the period
Reversal of previous allocations due to estimate discrepancies.
Change due to currency
Book value 31.12
Note 42 – Hedge accounting
2017
2016
27
27
460
2017
632
27
602
27
30
460
1,092
632
602
30
1,092
2017
255
637
273
2017
500
255
217
637
2,037
273
1,584
500
917
217
841
2,037
1,584
842
917
8,102
841
842
8,102
2017
100
16
-67
2017
-7
100
1
16
43
-67
-7
1
43
40
40
467
2016
611
40
582
40
29
467
1,079
611
582
29
1,079
2016
149
619
35
2016
126
149
351
619
2,953
35
1,250
126
458
351
220
2,953
663
1,250
719
458
7,542
220
663
719
7,542
2016
105
80
-85
2016
105
80
100
-85
100
Note 42 – Hedge accounting
FAIR VALUE HEDGING OF THE INTEREST RATE RISK AND CASH FLOW HEDGING OF THE CREDIT MARGIN
Storebrand uses fair value hedging for interest risk. The hedged items are �nancial assets and �nancial liabilities measured at amortised cost.
Derivatives are recognised at fair value over pro�t or loss . Changes in the value of the hedged item that can be attributed to the hedged risk are
adjusted in the book value of the hedged item and reconised in the income statement.
FAIR VALUE HEDGING OF THE INTEREST RATE RISK AND CASH FLOW HEDGING OF THE CREDIT MARGIN
Storebrand uses fair value hedging for interest risk. The hedged items are �nancial assets and �nancial liabilities measured at amortised cost.
The e�ectiveness of hedging is monitored at the individual security level.
Derivatives are recognised at fair value over pro�t or loss . Changes in the value of the hedged item that can be attributed to the hedged risk are
adjusted in the book value of the hedged item and reconised in the income statement.
Storebrand utilises cash �ow hedging of its credit margin. The hedged items are liabilities that are measured at amortised cost. Derivatives are
recognised at fair value in the accounts. The proportion of the gain or loss on the hedging instrument that is deemed to be e�ective hedging is
The e�ectiveness of hedging is monitored at the individual security level.
recognised in total comprehensive income. The proportion is subsequently reclassi�ed to pro�t or loss in step with the hedged item’s e�ect on
earnings
Storebrand utilises cash �ow hedging of its credit margin. The hedged items are liabilities that are measured at amortised cost. Derivatives are
recognised at fair value in the accounts. The proportion of the gain or loss on the hedging instrument that is deemed to be e�ective hedging is
Hedging instrument/hedged item
recognised in total comprehensive income. The proportion is subsequently reclassi�ed to pro�t or loss in step with the hedged item’s e�ect on
148
Contract
/
Book
value [52]
Conract
/
Book
value [53]
NOK million
value
ts
ities
comprehensive income
value
ts
ities
nominal
Asse
Liabil
Recognised of
nominal
Asse
Liabil
Interest rate swaps
4,623 1,245
188
4,623 1,081
2017
Boo
ked
-39
Subordinated loans
-2,238
3,227
-22
-154
-2,238
3,027
-13
Debt raised through
issuance of securities
2,350
2,459
37
-2,350
2,508
70
2016
Boo
ked
-74
Recognised of
comprehensive
income
-197
137
Currency hedging of net investment in SPP
In 2017, Storebrand utilised cash �ow hedging for the currency risk linked to Storebrand’s net investment in SPP. 3 month rolling currency
derivatives were used in which the spot element in these is used as the hedging instrument. In 2016 and 2017, a time-limited subordinated loan
of SEK 1.750 million was taken up. The loan was used as a hedging instrument relating to the hedging of the net investment in SPP. The e�ective
share of hedging instruments is recognised in total pro�t. The net investment in SPP is partly hedged and therefore the expectation is that future
hedge e�ectiveness will be around 100 per cent.
Hedging instrument/hedged item
NOK million
Currency derivatives
Loan used as hedging instrument
Underlying items
Contract/nominal value
Assets
Liabilities
Conract/nominal value
Assets
Liabilities
Book value [54]
Book value [55]
69
1,797
51
722
5,862
5,560
2016
-4,700
-750
2017
-4,200
-1,750
Note 43 – Collateral
NOK million
Collateral for Derivatives trading
Collateral received in connection with Derivatives trading
Total received and pledged collateral
Collateral pledged in connection with futures and options are regulated on a daily basis in the daily margin clearing on each contract.
Collatrals are received and given both as cash and securities.
Book value of bonds pledged as collateral for the bank’s lending from Norges Bank
Booked value of securities pledged as collateral in other �nancial institutions
NOK million
Total
2017
2,249
-21
2,228
2016
2,179
-3,087
-908
2017
2016
888
302
880
151
1,190
1,031
earnings
Hedging instrument/hedged item
NOK million
Contract
/
nominal
value
2017
Book
value [52]
Asse
ts
Liabil
ities
Boo
ked
Recognised of
comprehensive income
2016
Conract
/
nominal
value
Book
value [53]
Asse
ts
Liabil
ities
Boo
ked
Interest rate swaps
4,623 1,245
-39
188
4,623 1,081
-74
Subordinated loans
-2,238
3,227
-22
-154
-2,238
3,027
-13
Debt raised through
issuance of securities
2,350
2,459
37
-2,350
2,508
70
Recognised of
comprehensive
income
-197
137
Currency hedging of net investment in SPP
In 2017, Storebrand utilised cash �ow hedging for the currency risk linked to Storebrand’s net investment in SPP. 3 month rolling currency
derivatives were used in which the spot element in these is used as the hedging instrument. In 2016 and 2017, a time-limited subordinated loan
of SEK 1.750 million was taken up. The loan was used as a hedging instrument relating to the hedging of the net investment in SPP. The e�ective
share of hedging instruments is recognised in total pro�t. The net investment in SPP is partly hedged and therefore the expectation is that future
hedge e�ectiveness will be around 100 per cent.
Hedging instrument/hedged item
NOK million
Currency derivatives
Loan used as hedging instrument
Underlying items
2017
2016
Book value [54]
Book value [55]
Contract/nominal value
Assets
Liabilities
Conract/nominal value
Assets
Liabilities
-4,200
-1,750
69
1,797
-4,700
-750
51
722
5,862
5,560
Note 43 – Collateral
NOK million
Collateral for Derivatives trading
Collateral received in connection with Derivatives trading
Total received and pledged collateral
2017
2,249
-21
2,228
2016
2,179
-3,087
-908
Collateral pledged in connection with futures and options are regulated on a daily basis in the daily margin clearing on each contract.
Collatrals are received and given both as cash and securities.
NOK million
Book value of bonds pledged as collateral for the bank’s lending from Norges Bank
Booked value of securities pledged as collateral in other �nancial institutions
Total
2017
2016
888
302
880
151
1,190
1,031
149
Securities pledged as collateral are linked to lending access in Norges Bank for which, pursuant to the regulations, the loans must be fully
guaranteed with collateral in interest-bearing securities and/or the bank’s deposits in Norges bank. Storebrand Bank ASA has none F-loan in
Norges Bank as per 31.12.2017.
Of total loans of NOK 27.3 billion , NOK 14.5 billion has been mortgaged in connection with the issuing of covered bonds (covered bond rate) in
Storebrand Boligkreditt AS.
The loans in Storebrand Boligkreditt have been mortgaged in connection with the issuing of covered bonds (covered bond rate) in Storebrand
Boligkreditt AS. Storebrand Boligkreditt AS has over-collateralisation (OC) of 29 per cent. The company must maintain the applicable OC that the
rating agency requires if the company wishes to retain the current AAA rating. This requirement was 18.86 per cent at the end of 2017. The
statutory OC is 2 per cent. Through commitments from previous prospectuses for covered bond issues, the company is obligated to maintain OC
of up to 9.5% until these securities mature. Storebrand Boligkreditt AS has security that is NOK 1.1 billion more than what the present rating
requires. Storebrand Bank ASA therefore considers the security to be adequate.
Note 44 – Contingent liabilities
NOK million
Guarantees
Unused credit limit for customers
Uncalled residual liabilities re limited partnership
Loan commitment retail market
Debt instrument to Silver Pensjonsforsikring in connection with the acquisition
[56]
Total contingent liabilities
2016
24
3,548
2,971
3,524
2017
20
3,474
5,451
2,007
520
13,927
10,067
Guarantees principally describe payment guarantees and contract guarantees.
Unused credit limit for customers concern granted and unused overdrafts and credit cards, as well as unused facility for credit loans secured by
property.
The Storebrand Group companies are engaged in extensive activities in Norway and abroad, and are subject for client complaints and may
become part in legal disputes.
Note 45 – Securities lending and buy-back guarantees
Covered bonds – Storebrand Bank Group
NOK mill.
Transferred bonds still recognised on the statement of �nancial position
Liabilities related to the assets
2017
2016
402
402
Transferred bonds that are included in buyback agreements (repos) are not derecognised, since all risk and return on the securities are retained
by Storebrand Bank ASA.
Note 46 – Information related parties
Companies in the Storebrand Group have transactions with related parties who are shareholders in Storebrand ASA and senior employees.
These are transactions that are part of the products and services o�ered by the Group‘s companies to their customers. The transactions are
entered into on commercial terms and include occupational pensions, private pensions savings, P&C insurance, leasing of premises, bank
150
deposits, lending, asset management and fund saving. See note 24 for further information about senior employees.
Internal transactions between group companies are eliminated in the consolidated �nancial statements, with the exception of transactions
between the customer portfolio in Storebrand Livsforsikring AS and other units in the Group. See note 1 Accounting Policies for further
information.
For further information about related parties, see notes 30 and 41.
[1]
Amortisation of intangible assets are included in Storebrand Group
[2]
Amortisation of intangible assets are included in Storebrand Group
[3]
Amortisation of intangible assets are included in Storebrand Group
[4]
Additional statutory reserves + market value adjustment reserve
[5]
Conditional bonuses
[6]
See note 13 for speci�cation of Solvency II
[7]
The term solidity capital encompasses equity, subordinated loan capital, the risk equalisation fund, the market value adjustment reserve, additional statutory reserves,
conditional bonuses, excess value/de�cit related to bonds at amortised cost and accrued pro�t.
[8]
Equity and bond funds denominated in NOK with foreign currency exposurein i.a. EUR and USD NOK 20 billion.
[9]
1.25 per cent on 85 per cent of the premium
[10]
Liabilities for which repayment may be demanded immediately are included in the 0-6 month column.
[11]
In the case of perpetual subordinated loans the cash �ow is calculated through to the �rst call date.
[12]
In addition, Storebrand Bank ASA has issued hybrid tier 1 capital bonds/hybrid capital that is classi�ed as equity. See the statement of changes in equity.
[13]
Includes lending to customers/liabilities to �nancial institutions classi�ed at fair value through pro�t and loss
[14]
Includes lending to customers/liabilities to �nancial institutions classi�ed at fair value through pro�t and loss
[15]
Includes lending to customers/liabilities to �nancial institutions classi�ed at fair value through pro�t and loss
[16]
Includes lending to customers/liabilities to �nancial institutions classi�ed at fair value through pro�t and loss
[17]
Includes lending to customers/liabilities to �nancial institutions classi�ed at fair value through pro�t and loss
[18]
Includes lending to customers/liabilities to �nancial institutions classi�ed at fair value through pro�t and loss
[19]
1) Pro�t earned that is included as equity in the �nancial statements must be replaced by the reconciliation reserve in the solvency balance. The reconciliation reserve also
includes pro�t earned, but based on the valuation of assets and liabilities in the solvency balance. The reconciliation reserve will also include the present value of future
pro�ts. The value of future pro�ts is implicitly included as a consequence of the valuation of the insurance liability.
[20]
Individual life and disability, property and caualty insurance
[21]
Group life, workers comp. And health insurance
[22]
Applicable to the company’s share of the result is the minority
interest's share of the pro�t from the sale of investment properties
[23]
Individual life and disability, property and caualty insurance
[24]
Group life, workers comp. And health insurance
[25]
Including Storebrand Helseforsikring with 100 per cent. Figures for 2017 include 138 employees in Skagen
[26]
A proportion of the executive management's �xed salary will be linked to the purchase of physical STB shares with a lock-in period of three years. The purchase of shares
will take place once a year.
151
[27]
Comprises company car, telephone, insurance, concessionary interest rate, other taxable bene�ts.
[28]
Employees can borrow up to NOK 3,5 million with subsidised rates while excess loanamount hold market rate. From 2018, the loan amount is NOK 7,0 million.
[29]
The summary shows the number of shares owned by the individual, as well as his or her close family and companies where the individual exercises signi�cant in�uence, cf.
the Accounting Act, Section 7-26.
[30]
Senior employee only part of the year
[31]
Senior employee only part of the year
[32]
Senior employee only part of the year
[33]
The summary shows the number of shares owned by the individual, as well as his or her close family and companies where the individual exercises signi�cant in�uence, cf.
the Accounting Act, Section 7-26.
[34]
Board member only part of the year
[35]
Board member only part of the year
[36]
Board member only part of the year
[37]
Board member only part of the year
[38]
“G” is the basic amount in the Norwegian National Insurance Scheme.
[39]
Value of business-in-force, the di�erence between market value and book value of the insurance liabilities in SPP.
[40]
The �gures apply in their entirety Storebrand Bank
[41]
The properties are valued on the basis of the following e�ective required rate of return (included 2.5 per cent in�ation)
[42]
The average duration of the leases has been calculated proportionately based on the value of the individulal properties.
[43]
All of the proporties in Sweden are appraised externally. The appraisal is based on the required rates of return in the market
[44]
All of the proporties in Sweden are appraised externally. The appraisal is based on the required rates of return in the market
[45]
All of the proporties in Sweden are appraised externally. The appraisal is based on the required rates of return in the market
[46]
All of the proporties in Sweden are appraised externally. The appraisal is based on the required rates of return in the market
[47]
All of the proporties in Sweden are appraised externally. The appraisal is based on the required rates of return in the market
[48]
All of the proporties in Sweden are appraised externally. The appraisal is based on the required rates of return in the market
[49]
Values 31.12.
[50]
Including personal risk and employee insurance of the Insurance segment.
[51]
Including personal risk and employee insurance of the Insurance segment.
[52]
Book value as at 31.12.
[53]
Book value as at 31.12.
[54]
Book value as at 31.12.
[55]
Book value as at 31.12.
[56]
The debt instrument is conditional upon the company being released from administration
152
Storebrand ASA
Prot and loss account
Prot and loss account
NOK million
Operating income
Income from investments in subsidiaries
Net income and gains from financial instruments:
– bonds and other xed-income securities
– nancial derivatives/other nancial instruments
Other nancial instruments
Operating income
Interest expenses
Other nancial expenses
Operating costs
Personnel costs
Amortisation
Other operating costs
Total operating costs
Total costs
Pre-tax profit
Tax
Profit for year
Statement of total comprehensive income
NOK million
Profit for year
Other result elements not to be classified to profit/loss
Change in estimate deviation pension
Tax on other result elements
Total other result elements
Total comprehensive income
Annual report 2017
Note
2017
2016
2
3
3
8
4, 5, 6
12
7
Note
5
2 154
36
-4
2
2 188
-69
-62
-41
-1
-81
-123
-254
1 934
-110
1 824
2017
1 824
-34
8
-25
1 798
899
48
–7
55
996
-85
-6
-27
-1
-48
-76
-167
829
-91
738
2016
738
-41
10
-31
707
153
Storebrand ASA
Statement of nancial position
Statement of nancial position
NOK million
Fixed assets
Deferred tax assets
Tangible xed assets
Shares in subsidiaries and associated companies
Total fixed assets
Current assets
Owed within group
Other current receivables
Investments in trading portfolio:
– equities and other fund units
– bonds and other xed-income securities
– nancial derivatives/other nancial instruments
Bank deposits
Total current assets
Total assets
Equity and liabilities
Share capital
Own shares
Share premium reserve
Total paid in equity
Other equity
Total equity
Non-current liabilities
Pension liabilities
Securities issued
Total non-current liabilities
Current liabilities
Debt within group
Provision for dividend
Other current liabilities
Total current liabilities
Total equity and liabilities
Annual report 2017
Note
31.12.17
31.12.16
7
13
8
17
9
10,12
11, 12, 15
12
5
14, 15
17
135
28
18,724
18,886
2,207
3
1,380
16
53
3,659
22,545
2,339
-5
10,521
12,855
5,793
18,648
176
2,270
2,446
3
1,168
280
1,451
236
29
17,102
17,367
891
11
2,123
20
72
3,117
20,484
2,250
-8
9,485
11,726
5,129
16,855
159
2,698
2,857
7
695
71
773
22,545
20,484
LYSAKER, 6. FEBRUARY 2018
BOARD OF DIRECTORS OF STOREBRAND ASA
154
Storebrand ASA
Statement of changes in equity
Statement of changes in equity
Annual report 2017
Share capital [1]
Own shares
Share premium
Other equity
Total equity
NOK million
Equity at 31.12. 2015
Prot for the period
Total other result elements
Total comprehensive income
Provision for dividend
Own share bought back
[2]
Employee share
[3]
Equity at 31.12. 2016
Prot for the period
Total other result elements
Total comprehensive income
Issue of shares
[4]
Provision for dividend
Own share bought back
[5]
Employee share
Equity at 31.12. 2017
2,250
-10
9,485
2
-8
2,250
9,485
90
1,037
5,105
738
-31
707
-695
26
-14
5,129
1,824
-25
1,798
-1,168
44
-11
16,829
738
-31
707
-695
28
-14
16,855
1,824
-25
1,798
1,126
-1,168
47
-11
3
-5
2,339
10,521
5,793
18,648
[1]
467 813 982 shares with a nominal value of NOK 5.
[2]
In 2017, 657 715 shares were sold to our own employees. Holding of own shares 31.December 2017 was 973 672.
[3]
In 2017, 657 715 shares were sold to our own employees. Holding of own shares 31.December 2017 was 973 672.
[4]
A capital increase was carried out in 2017 by issuing 17,904,091 shares with a subscription price of NOK 62.90. The shares have been used as consideration for the
purchase of shares in SKAGEN.
[5]
In 2017, 657 715 shares were sold to our own employees. Holding of own shares 31.December 2017 was 973 672.
155
Storebrand ASA
Cash �ow statement
Cash �ow statement
NOK million
Cash flow from operational activities
Receipts – interest, commission and fees from customers
Net receipts/payments – securities at fair value
Payments relating to operations
Net receipts/payments – other operational activities
Net cash flow from operational activities
Cash flow from investment activities
Net receipts – sale of subsidiaries
Net payments – sale/capitalisation of subsidiaries
Net receipts/payments – sale/purchase of property and �xed assets
Net cash flow from investment activities
Cash flow from financing activities
Payments – repayments of loans
Receipts – new loans
Payments – interest on loans
Receipts – sold own shart to employees
Payments – dividends
Net cash flow from financing activities
Net cash flow for the period
Net movement in cash and cash equivalents
Cash and cash equivalents at start of the period
Cash and cash equivalents at the end of the period
Annual report 2017
2017
50
732
-165
934
1,551
-408
2
-407
-1,425
1,001
-81
36
-695
-1,163
-19
-19
72
53
2016
48
112
-117
522
565
64
-79
-15
-555
2
-100
14
-639
-89
-89
161
72
156
Annual report 2017
Storebrand ASA - Notes
Note 1 – Accounting policies
Storebrand ASA is the holding company of the Storebrand Group. The Storebrand Group is engaged in life and P&C insurance, banking and asset
management, with insurance being the primary business. The �nancial statements of Storebrand ASA have accordingly been prepared in
accordance with the Norwegian Accounting Act, generally accepted accounting policies in Norway, and the Norwegian Regulations relating to
annual accounts for nonlife insurance companies. Storebrand ASA has used the simpli�ed IFRS provisions in the regulations for recognition and
measurement.
USE OF ESTIMATES AND DISCRETIONARY ASSUMPTIONS
In preparing the annual �nancial statements, Storebrand has made assumptions and used estimates that a�ect the reported value of assets,
liabilities, revenues, costs, as well as the information provided on contingent liabilities. Future events may cause these estimates to change. Such
changes will be recognised in the �nancial statements when there is a su�cient basis for using new estimates. The most important estimates
and assessments are related to the valuation of the company’s subsidiaries and the assumptions used for pension calculations.
CLASSIFICATION AND VALUATION POLICIES
Assets intended for permanent ownership and use are classi�ed as �xed assets, and assets and receivables due for payment within one year are
classi�ed as current assets. Equivalent policies have been applied to liability items.
PROFIT AND LOSS ACCOUNT AND STATEMENT OF FINANCIAL POSITION
Storebrand ASA is a holding company with subsidiaries in the �elds of insurance, banking and asset management. The layout plan in the
Regulations relating to annual �nancial statements for nonlife insurance companies has not been used, a custom layout plan has been used.
INVESTMENTS IN SUBSIDIARIES, DIVIDENDS AND GROUP CONTRIBUTIONS
In the company’s accounts, investments in subsidiaries and associated companies are valued at the acquisition cost less any write-downs. The
need to write down is assessed at the end of each accounting period. Storebrand ASA’s primary income is the return on capital invested in
subsidiaries. Group contributions and dividends received in respect of these investments are therefore recorded as ordinary operating income.
Proposed and approved dividends and group contributions from subsidiaries at the end of the year are recognised in the �nancial statements of
Storebrand ASA as income in that �nancial year.
A prerequisite for recognition is that this is earned equity by a subsidiary. Otherwise, this is recognised as an equity transaction, which means
that the ownership interest in the subsidiary is reduced by dividends or group contributions.
TANGIBLE FIXED ASSETS
Tangible �xed assets for own use are recognised at acquisition cost less accumulated depreciation. Write-downs are made if the book value
exceeds the recoverable amount of the asset.
PENSION LIABILITIES FOR COMPANY’S OWN EMPLOYEES
Pension costs and pension obligations for de�ned-bene�t pension schemes are determined using a linear accrual formula and expected �nal
salary as the basis for the entitlements, based on assumptions about the discount rate, future salary increases, pensions and National Insurance
bene�ts, future returns on pension plan assets as well as actuarial estimates of mortality, disability and voluntary early leavers.
The net pension cost for the period comprises the total of the accrued future pension entitlements during the period, the interest cost on the
calculated pension liability and the expected return on pension plan assets.
157
Actuarial gains or losses and the e�ect of changes in assumptions are recognised in other comprehensive income. The e�ects of changes in the
pension scheme are recognised on an ongoing basis, unless the changes are conditional upon accrued future pension entitlements, The e�ects
are apportioned on a straight line basis until the entitlement has been fully earned. The employer’s National Insurance contributions are
included as part of the pension liability and are included in the actuarial gains/losses shown in total comprehensive income.
The de�ned-contribution pension scheme involves the company paying an annual contribution to the employees’ collective pension savings. The
future pension will depend upon the size of the contribution and the annual return on the pension savings. The company does not have any
further work-related obligations after the annual contribution has been paid. No provisions are made for ongoing pension liabilities for these
types of schemes. De�ned-contribution pension schemes are recognised directly in the �nancial statements.
TAX
The tax cost in the pro�t and loss account consists of tax payable and changes in deferred tax. Deferred tax and deferred tax assets are
calculated on the di�erences between accounting and tax values of assets and liabilities. Deferred tax assets are recorded on the balance sheet
to the extent it is considered likely that the company will have su�cient taxable pro�t in the future to make use of the tax asset. Deferred tax is
applied directly against equity to the extent that it relates to items that are themselves directly applied against equity.
CURRENCY
Current assets and liabilities are translated at the exchange rate on the balance sheet date. Shares held as �xed assets are translated at the
exchange rate on the date of acquisition.
FINANCIAL INSTRUMENTS
Equities and units
Equities and units are valued at fair value. For securities listed on an exchange or other regulated market, fair value is determined as the bid
price on the last trading day immediately prior to or on the balance sheet date.
Any repurchase of own shares is dealt with as an equity transaction, and own shares (treasury stock) are presented as a reduction in equity.
BONDS AND OTHER FIXED INCOME SECURITIES
Bonds and other �xed income securities are included in the statement of �nancial position from such time the company becomes party to the
instrument’s contractual terms and conditions. Ordinary purchases and sales of �nancial instruments are recognised on the transaction date.
When a �nancial asset or a �nancial liability is initially recognised in the �nancial statements, it is valued at fair value. Initial recognition includes
transaction costs directly related to the acquisition or issue of the �nancial asset/liability.
Financial assets are derecognised when the contractual right to the cash �ows from the �nancial asset expires, or when the company transfers
the �nancial asset to another party in a transaction by which all, or virtually all, the risk and reward associated with ownership of the asset is
transferred.
Bonds and other �xed income securities are recognised at fair value.
Fair value is the amount for which an asset could be sold for, or a liability settled with, between knowledgeable, willing parties in an arm’s length
transaction. For �nancial assets that are listed on an exchange or other regulated market place, fair value is determined as the bid price on the
last trading day up to and including the balance sheet date, and in the case of an asset that is to be acquired or a liability that is held, the o�er
price.
FINANCIAL DERIVATIVES
Financial derivatives are recognised at fair value. The fair value of such derivatives is classi�ed as either an asset or a liability with changes in fair
value through pro�t or loss.
BOND FUNDING
Bond loans are recorded at amortised cost using the e�ective interest rate method. The amortised cost includes the transaction costs on the
date of issue.
ACCOUNTING TREATMENT OF DERIVATIVES AS HEDGING
158
Actuarial gains or losses and the e�ect of changes in assumptions are recognised in other comprehensive income. The e�ects of changes in the
pension scheme are recognised on an ongoing basis, unless the changes are conditional upon accrued future pension entitlements, The e�ects
are apportioned on a straight line basis until the entitlement has been fully earned. The employer’s National Insurance contributions are
included as part of the pension liability and are included in the actuarial gains/losses shown in total comprehensive income.
The de�ned-contribution pension scheme involves the company paying an annual contribution to the employees’ collective pension savings. The
future pension will depend upon the size of the contribution and the annual return on the pension savings. The company does not have any
further work-related obligations after the annual contribution has been paid. No provisions are made for ongoing pension liabilities for these
types of schemes. De�ned-contribution pension schemes are recognised directly in the �nancial statements.
The tax cost in the pro�t and loss account consists of tax payable and changes in deferred tax. Deferred tax and deferred tax assets are
calculated on the di�erences between accounting and tax values of assets and liabilities. Deferred tax assets are recorded on the balance sheet
to the extent it is considered likely that the company will have su�cient taxable pro�t in the future to make use of the tax asset. Deferred tax is
applied directly against equity to the extent that it relates to items that are themselves directly applied against equity.
Current assets and liabilities are translated at the exchange rate on the balance sheet date. Shares held as �xed assets are translated at the
TAX
CURRENCY
exchange rate on the date of acquisition.
FINANCIAL INSTRUMENTS
Equities and units
Equities and units are valued at fair value. For securities listed on an exchange or other regulated market, fair value is determined as the bid
price on the last trading day immediately prior to or on the balance sheet date.
Any repurchase of own shares is dealt with as an equity transaction, and own shares (treasury stock) are presented as a reduction in equity.
BONDS AND OTHER FIXED INCOME SECURITIES
Bonds and other �xed income securities are included in the statement of �nancial position from such time the company becomes party to the
instrument’s contractual terms and conditions. Ordinary purchases and sales of �nancial instruments are recognised on the transaction date.
When a �nancial asset or a �nancial liability is initially recognised in the �nancial statements, it is valued at fair value. Initial recognition includes
transaction costs directly related to the acquisition or issue of the �nancial asset/liability.
Financial assets are derecognised when the contractual right to the cash �ows from the �nancial asset expires, or when the company transfers
the �nancial asset to another party in a transaction by which all, or virtually all, the risk and reward associated with ownership of the asset is
transferred.
Bonds and other �xed income securities are recognised at fair value.
Fair value is the amount for which an asset could be sold for, or a liability settled with, between knowledgeable, willing parties in an arm’s length
transaction. For �nancial assets that are listed on an exchange or other regulated market place, fair value is determined as the bid price on the
last trading day up to and including the balance sheet date, and in the case of an asset that is to be acquired or a liability that is held, the o�er
Financial derivatives are recognised at fair value. The fair value of such derivatives is classi�ed as either an asset or a liability with changes in fair
price.
FINANCIAL DERIVATIVES
value through pro�t or loss.
BOND FUNDING
Bond loans are recorded at amortised cost using the e�ective interest rate method. The amortised cost includes the transaction costs on the
date of issue.
ACCOUNTING TREATMENT OF DERIVATIVES AS HEDGING
Fair value hedging
Storebrand uses fair value hedging, and the hedged items are �xed rate funding measured at amortised cost. Derivatives that fall within this
category are recognised at fair value through pro�t or loss. Changes in the value of the hedged item that relate to the hedged risk are applied to
the book value of the item and recognised through pro�t or loss.
Note 2 – Income from investments in
subsidiaries
NOK million
Storebrand Livsforsikring AS
Storebrand Bank ASA
Storebrand Asset Management AS
Storebrand Forsikring AS
Storebrand Baltic UAB
Storebrand Helseforsikring AS
Total
2017
1,300
192
535
81
10
36
2,154
2016
369
464
54
12
899
Note 3 – Net income for various classes of
�nancial instruments
NOK mill.
Net income from bonds and other �xed income securities
Net income from �nancial derivatives
Net income and gains from financial assets at fair value
– of which FVO (Fair Value Option)
– of which trading
Dividend/
interest income
Net gain/
loss on realisation
Net unrealised
gain/loss
42
42
7
-8
-8
-8
2
-4
-1
2
-4
2017
2016
36
-4
33
1
48
-7
41
48
-4
-7
Note 4 – Personnel costs
NOK million
Ordinary wages and salaries
Employer’s social security contributions
Personnel costs
[1]
Other bene�ts
Total
2017
-19
-5
-7
-10
-41
2016
-16
-4
3
-10
-27
Note 5 – Pensions costs and pension
159
Fair value hedging
Storebrand uses fair value hedging, and the hedged items are �xed rate funding measured at amortised cost. Derivatives that fall within this
category are recognised at fair value through pro�t or loss. Changes in the value of the hedged item that relate to the hedged risk are applied to
the book value of the item and recognised through pro�t or loss.
Note 2 – Income from investments in
subsidiaries
NOK million
Storebrand Livsforsikring AS
Storebrand Bank ASA
Storebrand Asset Management AS
Storebrand Forsikring AS
Storebrand Baltic UAB
Storebrand Helseforsikring AS
Total
2017
1,300
192
535
81
10
36
2,154
2016
369
464
54
12
899
Note 3 – Net income for various classes of
�nancial instruments
NOK mill.
interest income
loss on realisation
gain/loss
2017
2016
Dividend/
Net gain/
Net unrealised
Net income from bonds and other �xed income securities
Net income from �nancial derivatives
Net income and gains from financial assets at fair value
– of which FVO (Fair Value Option)
– of which trading
42
42
7
-8
-8
-8
2
-4
-1
2
-4
36
-4
33
1
48
-7
41
48
-4
-7
Note 4 – Personnel costs
NOK million
Ordinary wages and salaries
Employer’s social security contributions
Personnel costs
[1]
Other bene�ts
Total
2017
-19
-5
-7
-10
-41
2016
-16
-4
3
-10
-27
Note 5 – Pensions costs and pension
liabilities
Storebrand Group has country-speci�c pension schemes.
Storebrand’s employees in Norway have a de�ned-contribution pension scheme. In a de�ned-contribution scheme, the company allocates an
agreed contribution to a pension account. The future pension depends upon the amount of the contributions and the return on the pension
account. When the contributions have been paid, the company has no further payment obligations relating to the de�ned-contribution pension
and the payment to the pension account is charged as an expense on an ongoing basis. For regulatory reasons, there can be no savings in the
de�ned-contribution pension for salaries that exceed 12G (G = National Insurance Scheme basic amount). Storebrand has pension savings in the
savings product Extra Pension for employees with salaries exceeding 12G.
The premiums and content of the de�ned-contribution pension scheme are as follows:
Saving starts from the �rst krone of salary
Savings rate of 7 per cent of salary from 0 to 12 G (the National Insurance basic amount “G” was NOK 93,634 as at 31 December 2017)
In addition, 13 per cent of salary between 7.1 and 12 G is saved
Savings rate for salary over 12 G is 20 per cent
Employees and former employees who had salaries in excess of 12G until 31 December 2014 were o�ered a cash redemption option for their
accrued rights with payment at the start of 2015. For employees who were a part of the executive management team, these payments were
distributed over 5 years.
The Norwegian companies participate in the Joint Scheme for Collective Agreement Pensions (AFP). The private AFP scheme provides a lifelong
supplement to an ordinary pension and is a multi-employer pension scheme, but there is no reliable information available for inclusion of this
liability on the statement of �nancial position. The scheme is �nanced by means of an annual premium that is de�ned as a percentage of
salaries from 1 G to 7.1 G, and the premium rate was 2.5 % in 2017. Storebrand employees in Norway who were born before 1 January 1956 can
choose between drawing an AFP scheme pension or retiring at the age of 65 and receiving a direct pension from the company until they reach
the age of 67. Employees can choose to receive bene�ts from the AFP scheme from the age of 62 and still continue to work.
Employees who were on sick leave and partiality disabled during the transition to the de�ned-contribution pension, remain in the de�ned-
bene�t pension scheme. There are also pension liabilities for the de�ned-bene�t scheme related to direct pensions for certain former
employees and former board members.
RECONSILIATION OF PENSION ASSETS AND LIABILITIES IN THE STATEMENT OF FINANCIAL POSITION
NOK million
Present value of insured pension bene�t liabilities
Pension assets at fair value
Net pension liabilities/assets for the insured schemes
Present value of the uninsured pension liabilities
Net pension liabilities in the statement of financial position
CHANGES IN THE NET DEFINED BENEFITS PENSION LIABILITIES IN THE PERIOD:
NOK million
Net pension liabilities 01.01
Net pension cost recognised in the period
Interest on pension liabilities
Gain/loss on insurance reductions
Pension experience adjustments
Pensions paid
Changes to pension scheme
Net pension liabilities 31.12
160
2017
2016
2
-7
-5
181
176
2017
167
4
33
-21
3
-8
-4
163
159
2016
170
1
4
-10
42
-34
-5
183
167
CHANGES IN THE FAIR VALUE OF PENSION ASSETS
NOK million
Pension assets at fair value 01.01.
Pension experience adjustments
Premium paid
Pensions paid
Changes to pension scheme
Net pension assets 31.12
2017
8
-1
7
2016
13
1
-1
-5
8
Expected premium payments are estimated to be NOK 1 million and the payments from operations are estimated to be NOK 14 million in 2018.
PENSION ASSETS ARE BASED ON THE FINANCIAL ASSETS HELD BY STOREBRAND LIFE INSURANCE, WHICH ARE COMPOSED OF AS PER 31.12.:
NOK million
Properties and real estate
Bonds at amortised cost
Loan
Equities and units
Bonds
Total
2017
12%
32%
12%
15%
27%
2016
15%
40%
6%
12%
27%
100%
100%
Booked returns on assets managed by Storebrand Life Insurance were:
4,9%
6,4%
NET PENSION COST BOOKED TO PROFIT AND LOSS ACCOUNTS IN THE PERIOD
NOK million
Net pension cost recognised in the period
Net interest/expected return
Changes to pension scheme
Total for defined benefit schemes
The period’s payment to contribution scheme
Net pension cost booked to profit and loss accounts in the period
OTHER COMPREHENSIVE INCOME (OCI) IN THE PERIOD
NOK million
Actuarial loss (gain) – experience DBO
Loss (gain) – experience Assets
Remeasurements loss (gain) in the period
MAIN ASSUMPTIONS USED WHEN CALCULATING NET PENSION LIABILITY AS PER 31.12.
Economic assumptions:
Discount rate
Expected earnings growth
Expected annual increase in social security pension
Expected annual increase in pensions in payment
Disability table
Mortality table
FINANCIAL ASSUMPTIONS:
161
2017
2016
3
3
4
7
2017
33
1
34
2017
2.6%
2.25%
2.25%
0.0%
KU
1
4
-10
-5
2
-3
2016
42
42
2016
2.3%
2.00%
2.00%
0.0%
KU
K2013BE
K2013BE
CHANGES IN THE FAIR VALUE OF PENSION ASSETS
NOK million
Pension assets at fair value 01.01.
Pension experience adjustments
Premium paid
Pensions paid
Changes to pension scheme
Net pension assets 31.12
NOK million
Properties and real estate
Bonds at amortised cost
Equities and units
Loan
Bonds
Total
Expected premium payments are estimated to be NOK 1 million and the payments from operations are estimated to be NOK 14 million in 2018.
PENSION ASSETS ARE BASED ON THE FINANCIAL ASSETS HELD BY STOREBRAND LIFE INSURANCE, WHICH ARE COMPOSED OF AS PER 31.12.:
Booked returns on assets managed by Storebrand Life Insurance were:
4,9%
6,4%
NET PENSION COST BOOKED TO PROFIT AND LOSS ACCOUNTS IN THE PERIOD
2017
2016
100%
100%
NOK million
Net pension cost recognised in the period
Net interest/expected return
Changes to pension scheme
Total for defined benefit schemes
The period’s payment to contribution scheme
Net pension cost booked to profit and loss accounts in the period
OTHER COMPREHENSIVE INCOME (OCI) IN THE PERIOD
NOK million
Actuarial loss (gain) – experience DBO
Loss (gain) – experience Assets
Remeasurements loss (gain) in the period
MAIN ASSUMPTIONS USED WHEN CALCULATING NET PENSION LIABILITY AS PER 31.12.
Economic assumptions:
Discount rate
Expected earnings growth
Expected annual increase in social security pension
Expected annual increase in pensions in payment
Disability table
Mortality table
FINANCIAL ASSUMPTIONS:
2017
8
-1
7
2017
12%
32%
12%
15%
27%
3
3
4
7
2017
33
1
34
2016
13
1
-1
-5
8
2016
15%
40%
6%
12%
27%
1
4
-10
-5
2
-3
2016
42
42
2016
2.3%
2.00%
2.00%
0.0%
KU
2017
2.6%
2.25%
2.25%
0.0%
KU
K2013BE
K2013BE
The �nancial assumptions have been determined on the basis of the regulations in IAS 19. Long-term assumptions such as future in�ation, real
interest rates, real wage growth and adjustment of the basic amount are subject to a particularly high degree of uncertainty.
In Norway, a discount rate based on covered bonds is used. Based on the market and volume trends observed, the Norwegian covered bond
market must be perceived as a deep market.
Speci�c company conditions including expected direct wage growth are taken into account when determining the �nancial assumptions.
ACTUARIAL ASSUMPTIONS:
In Norway standardised assumptions on rates of mortality and disability as well as other demographic factors are prepared by Finance Norway.
With e�ect from 2014 a new mortality basis, K2013, has been introduced for group pension insurance in life insurance companies and pension
funds. Storebrand has used the mortality table K2013BE (best estimate) in the actuarial calculations at 31 December 2017.
Note 6 – Remuneration of the CEO and
elected o�cers of the company
NOK thousand
Chief Executive Officer
[2]
Salery
[3]
Other taxable bene�ts
Total remuneration
Pension costs
[4]
Chairman of the Board
Board of Directors including the Chairman
Remuneration paid to auditors
Statutory audit
Other reporting duties
2017
2016
6,881
199
7,080
1,107
660
4,372
1,754
239
5,924
192
6,116
1,099
688
4,623
1,682
214
For further information on senior employees, the Board of Directors, the Control Committee and the Board’s statement on �xing the salary and
other remuneration of senior employees, see note 24 in the Storebrand Group.
Note 7 – Tax
THE DIFFERENCE BETWEEN THE FINANCIAL RESULTS AND THE TAX BASIS FOR THE YEAR IS PROVIDED BELOW
NOK million
Pre-tax pro�t
Dividend
Gain/loss equities
Tax-free group contribution
Group contribution toward balance
Permanent di�erences
Change in temporary di�erences
Tax base for the year
– Use of losses carried forward
Payable tax
TAX COST
162
2017
1,934
-1,446
-122
40
7
414
-414
2016
829
-117
-54
-302
-41
-20
295
-295
The �nancial assumptions have been determined on the basis of the regulations in IAS 19. Long-term assumptions such as future in�ation, real
interest rates, real wage growth and adjustment of the basic amount are subject to a particularly high degree of uncertainty.
In Norway, a discount rate based on covered bonds is used. Based on the market and volume trends observed, the Norwegian covered bond
market must be perceived as a deep market.
Speci�c company conditions including expected direct wage growth are taken into account when determining the �nancial assumptions.
ACTUARIAL ASSUMPTIONS:
In Norway standardised assumptions on rates of mortality and disability as well as other demographic factors are prepared by Finance Norway.
With e�ect from 2014 a new mortality basis, K2013, has been introduced for group pension insurance in life insurance companies and pension
funds. Storebrand has used the mortality table K2013BE (best estimate) in the actuarial calculations at 31 December 2017.
Note 6 – Remuneration of the CEO and
elected o�cers of the company
2017
2016
For further information on senior employees, the Board of Directors, the Control Committee and the Board’s statement on �xing the salary and
other remuneration of senior employees, see note 24 in the Storebrand Group.
THE DIFFERENCE BETWEEN THE FINANCIAL RESULTS AND THE TAX BASIS FOR THE YEAR IS PROVIDED BELOW
NOK thousand
Chief Executive Officer
[2]
Salery
[3]
Other taxable bene�ts
Total remuneration
Pension costs
[4]
Chairman of the Board
Board of Directors including the Chairman
Remuneration paid to auditors
Statutory audit
Other reporting duties
Note 7 – Tax
NOK million
Pre-tax pro�t
Dividend
Gain/loss equities
Tax-free group contribution
Group contribution toward balance
Permanent di�erences
Change in temporary di�erences
Tax base for the year
– Use of losses carried forward
Payable tax
TAX COST
NOK million
Payable tax
Change in deferred tax
Tax cost
6,881
199
7,080
1,107
660
4,372
1,754
239
2017
1,934
-1,446
-122
40
7
414
-414
2017
–
-110
-110
5,924
192
6,116
1,099
688
4,623
1,682
214
2016
829
-117
-54
-302
-41
-20
295
-295
2016
–
-91
-91
CALCULATION OF DEFERRED TAX ASSETS AND DEFERRED TAX ON TEMPORARY DIFFERENCES AND LOSSES CARRIED FORWARD
NOK million
Tax increasing temporary differences
Other
Total tax increasing temporary differences
Tax reducing temporary differences
Securities
Operating assets
Provisions
Accrued pension liabilities
Gains/losses account
Total tax reducing temporary differences
Net tax increasing/(reducing) temporary differences
Losses carried forward
Net tax increasing/(reducing) temporary differences
2017
2016
1
1
-2
-1
-12
-176
-3
-193
-192
-346
-538
1
1
-4
-1
-19
-159
-4
-186
-185
-760
-945
Net deferred tax asset/liability in the statement of financial position
135
236
RECONCILIATION OF TAX COST AND ORDINARY PROFIT
NOK million
Pre-tax pro�t
Expected tax at nominal rate (27 %)
Tax e�ect of:
dividends received
gains on equities
permanent di�erences
changes from previous year
Tax cost
E�ective tax rate
2017
1,934
-484
361
12
-110
6%
2016
829
-207
29
14
75
-2
-91
11%
Note 8 – Parent company’s shares in
subsidiaries and associated companies
NOK million
Subsidiaries
Storebrand Livsforsikring AS
Storebrand Bank ASA
[5]
Storebrand Asset Management AS
[6]
Storebrand Forsikring AS
Sum
Business
office
Interest
/votes in
Carrying amount
2017
2016
Oslo
Oslo
Oslo
Oslo
100 %
100 %
100 %
100 %
13,703
2,239
2,335
359
13,703
2,339
613
359
18,724
17,102
163
NOK million
Jointly controlled/associated companies
Storebrand Helseforsikring AS
Cognizant Technologi Solutions Lithyanua UAB
AS Værdalsbruket
[7]
Sum
Note 9 – Equities
NOK million
Equities
Total Equities
Business
office
Interest
/votes in
Carrying amount
2017
2016
Oslo
Vilnius
Værdal
50 %
34 %
25 %
78
6
4
78
6
4
18,724
17,102
Fair value
2017
3
3
2016
2017
Fair value
2016
Fair value
277
646
457
1,380
0,6
1.1%
595
774
754
2,123
0.5
1.6%
Note 10 – Bonds and other �xed-income
securities
NOK million
State and state guaranteed
Company bonds
Covered bonds
Total bonds and other fixed-income securities
Modi�ed duration
Average e�ective yield
Note 11 – Financial derivatives
NOK million
Interest rate swaps
[9]
Total derivatives 2017
Total derivatives 2016
Note 12 – Financial risks
Gross nominal volume [8]
Gross booked value fin. assets
Net amount
16
16
20
16
16
20
300
300
300
164
NOK million
Jointly controlled/associated companies
Storebrand Helseforsikring AS
Cognizant Technologi Solutions Lithyanua UAB
AS Værdalsbruket
[7]
Sum
Note 9 – Equities
NOK million
Equities
Total Equities
securities
NOK million
State and state guaranteed
Company bonds
Covered bonds
Modi�ed duration
Average e�ective yield
Total bonds and other fixed-income securities
Business
office
Interest
/votes in
Carrying amount
2017
2016
Oslo
Vilnius
Værdal
50 %
34 %
25 %
78
6
4
78
6
4
18,724
17,102
Fair value
2017
3
3
2016
595
774
754
2,123
0.5
1.6%
2017
Fair value
2016
Fair value
277
646
457
1,380
0,6
1.1%
Note 10 – Bonds and other �xed-income
Note 11 – Financial derivatives
NOK million
Interest rate swaps
[9]
Total derivatives 2017
Total derivatives 2016
Gross nominal volume [8]
Gross booked value fin. assets
Net amount
300
300
300
16
16
20
16
16
20
Note 12 – Financial risks
CREDIT RISK BY RATING
Short-term holdings of interest-bearing securities
Category of issuer or guarantor
NOK million
State and state guaranteed
Company bonds
Supranational organisations
Total 2017
Total 2016
COUNTERPARTIES
NOK million
Derivatives
Bank deposits
The rating classes are based on Standard & Poors’s.
NIG = Non-investment grade.
INTEREST RATE RISK
AAA
Fair value
AA
Fair value
277
457
457
754
277
618
A
Fair value
BBB
Fair value
Total
Fair value
581
581
701
65
65
51
277
646
457
1,380
2,123
AA
Fair value
16
53
Total
Fair value
16
53
Storebrand ASA has both interest-bearing securities and interest-bearing debt. A change in interest rates will have a limited e�ect on the
company’s equity.
LIQUIDITY RISK
Undiscounted cash flows for financial liabilities
NOK million
0-6 months
6-12 months
1-3 years
3-5 years
Total value
Securities issued/bank loans
Total financial liabilities 2017
Derivatives related to funding 2017
Total �nancial liabilities 2016
Derivatives related to funding 2016
22
22
4
658
5
487
487
-11
38
1,377
1,377
-13
1,833
-10
-11
518
518
315
-6
Storebrand ASA had as per 31 December 2017 liquid assets of NOK 1.4 billion.
CURRENCY RISK
Storebrand ASA has low currency risk.
Note 13 – Tangible �xed assets
Carrying
amount
2,270
2,270
-16
2,698
2,404
2,404
-19
2,844
-22
-20
EQUIPMENT, FIXTURES & FITTINGS
NOK million
Carrying amount 31.12
2017
28
2016
29
165
NOK million
Acquisition cost 01.01
Accumulated depreciation
Carrying amount 01.01
Depreciation/write-downs for the year
Carrying amount 31.12
STRAIGHT LINE DEPRECIATION PERIODS FOR TANGIBLE FIXED ASSETS ARE AS FOLLOWS
Equipment. �xtures and �ttings
IT systems
2017
2016
36
-7
29
-1
28
35
-6
29
-1
29
4-8 years
3 years
Note 14 – Bond and bank loans
NOK million
Bond loan 2014/2020
[11]
Bond loan 2012/2017
Bond loan 2014/2018
Bond loan 2014/2019
Bond loan 2017/2020
Bank loan 2017/2022
Bank loan 2016/2018
Interest rate
Currency
Net nominal value
Fixed
Variable
Variable
Variable
Variable
Variable
Variable
NOK
NOK
NOK
NOK
NOK
NOK
NOK
300
625
450
500
500
500
800
2017
317
452
500
501
500
2016
321
627
452
499
799
Total bond and bank loans [10]
2,270
2,698
Signed loan agreements and drawing facility have covenant requirements.
Storebrand ASA has an unused drawing facility of EUR 240 million, expiration December 2019.
Note 15 – Hedge accounting
The company uses fair value hedging to hedge interest rate risk. The e�ectiveness of hedging is monitored at the individual security level.
HEDGING INSTRUMENT/HEDGED ITEM – FAIR VALUE HEDGING
2017
Carrying amount [12]
2016
Carrying amount [13]
NOK million
Contract/nominal value
Assets
Liabilities
Booked
Contract/nominal value
Assets
Liabilities
Booked
Interest rate swaps
Securities issued
16
300
300
317
-4
4
20
300
300
321
-7
7
Note 16 – Shareholders
THE 20 LARGEST SHAREHOLDERS [14]
Ownership interest in %
166
NOK million
Acquisition cost 01.01
Accumulated depreciation
Carrying amount 01.01
Depreciation/write-downs for the year
Carrying amount 31.12
STRAIGHT LINE DEPRECIATION PERIODS FOR TANGIBLE FIXED ASSETS ARE AS FOLLOWS
Equipment. �xtures and �ttings
IT systems
2017
2016
36
-7
29
-1
28
35
-6
29
-1
29
4-8 years
3 years
Note 14 – Bond and bank loans
NOK million
Bond loan 2014/2020
[11]
Bond loan 2012/2017
Bond loan 2014/2018
Bond loan 2014/2019
Bond loan 2017/2020
Bank loan 2017/2022
Bank loan 2016/2018
Interest rate
Currency
Net nominal value
Fixed
Variable
Variable
Variable
Variable
Variable
Variable
NOK
NOK
NOK
NOK
NOK
NOK
NOK
2017
317
452
500
501
500
2016
321
627
452
499
799
300
625
450
500
500
500
800
Total bond and bank loans [10]
2,270
2,698
Signed loan agreements and drawing facility have covenant requirements.
Storebrand ASA has an unused drawing facility of EUR 240 million, expiration December 2019.
Note 15 – Hedge accounting
The company uses fair value hedging to hedge interest rate risk. The e�ectiveness of hedging is monitored at the individual security level.
HEDGING INSTRUMENT/HEDGED ITEM – FAIR VALUE HEDGING
2017
Carrying amount [12]
2016
Carrying amount [13]
NOK million
Contract/nominal value
Assets
Liabilities
Booked
Contract/nominal value
Assets
Liabilities
Booked
Interest rate swaps
Securities issued
16
300
300
317
-4
4
20
300
300
321
-7
7
Note 16 – Shareholders
Folketrygdfondet
THE 20 LARGEST SHAREHOLDERS [14]
Artemis Investment Management
T Rowe Price Global Investments
Folketrygdfondet
DNB Asset Management
Artemis Investment Management
Varma
T Rowe Price Global Investments
Handelsbanken Asset Management
DNB Asset Management
M&G Investment Management
Varma
KLP
Handelsbanken Asset Management
Vanguard Group
M&G Investment Management
Nordea Asset Management
KLP
BlackRock
Vanguard Group
Storebrand Asset Management
Nordea Asset Management
Wellington Management
BlackRock
Nansen Capital Partners
Storebrand Asset Management
DNB Bank as principal
Wellington Management
Magni Partners Grouped
Nansen Capital Partners
Catella Fondforvaltning
DNB Bank as principal
BMO Global Asset Management (UK)
Magni Partners Grouped
Allianz Global Investors
Catella Fondforvaltning
Solbakken AS
BMO Global Asset Management (UK)
Foreign ownership of total shares
Allianz Global Investors
Solbakken AS
Foreign ownership of total shares
Note 17 – Information about close
associates
Note 17 – Information about close
associates
Senior employees
Odd Arild Grefstad
Lars Aa. Løddesøl
Senior employees
Geir Holmgren
Odd Arild Grefstad
Heidi Skaaret
Lars Aa. Løddesøl
Sta�an Hansén
Geir Holmgren
Jan Erik Saugestad
Heidi Skaaret
Jostein Chr. Dalland
Sta�an Hansén
Karin Greve-Isdahl
Jan Erik Saugestad
Wenche Annie Martinussen
Jostein Chr. Dalland
Karin Greve-Isdahl
Wenche Annie Martinussen
Board of Directors
Didrik Munch
Gyrid Skalleberg Ingerø
Board of Directors
Laila S. Dahlen
Didrik Munch
Martin Skancke
Gyrid Skalleberg Ingerø
Håkon Reistad Fure
Laila S. Dahlen
Karin Bing Ogland
Martin Skancke
Jan Chr. Opsahl
Håkon Reistad Fure
Heidi Storruste
Karin Bing Ogland
Arne Fredrik Håstein
Jan Chr. Opsahl
Ingvild Pedersen
Heidi Storruste
Arne Fredrik Håstein
Ingvild Pedersen
167
Ownership interest in %
12,32
5,21
Ownership interest in %
Ownership interest in %
3,92
12,32
3,11
5,21
2,82
3,92
2,79
3,11
2,70
2,82
2,54
2,79
2,27
2,70
2,23
2,54
1,76
2,27
1,74
2,23
1,70
1,76
1,68
1,74
1,27
1,70
1,19
1,68
1,16
1,27
1,03
1,19
0,98
1,16
0,96
1,03
56%
0,98
0,96
56%
Number of shares [15]
114,486
Number of shares [15]
70,144
93,283
114,486
38,014
70,144
37,788
93,283
32,882
38,014
9,959
37,788
2,267
32,882
7,227
9,959
2,267
7,227
5,000
10,500
16,414
5,000
18,500
10,500
15,000
16,414
1,100,000
18,500
3,365
15,000
4,144
1,100,000
1,684
3,365
4,144
1,684
TRANSACTIONS BETWEEN GROUP COMPANIES
NOK million
Profit and loss account items:
Group contributions and dividends from subsidiaries
Purchase and sale of services (net)
Statement of financial position items:
Due from group companies
Payable to group companies
Note 18 – Number of employees/person-
years
Number of employees
Number of full time equivalent positions
Average number of employees
[1]
See the spesi�cation in note 5.
2017
2016
2,154
-30
2,207
3
899
-32
891
7
2017
2016
8
8
8
8
8
7
[2]
Odd Arild Grefstad is the CEO of Storebrand ASA and the amount stated in the note is the total remuneration from the Group. He has a guaranteed salary for 24 months
after the ordinary period of notice. All work-related income including consulting assignments will be deducted.
[3]
A proportion of the executive management's �xed salary will be linked to the purchase of physical STB shares with a lock-in period of three years. The purchase of shares
will take place once a year.
[4]
Pension costs include accrual for the year. See also the description of the pension scheme in Note 5.
[5]
Group contribution received of NOK 100 million, capitalised as repayment of capital.
[6]
Storebrand ASA has expensed NOK 51 million in earnout linked to the shares in Skagen, which is a subsidiary of Storebrand Asset Management AS.
[7]
74.9 per cent owned by Storebrand Livsforsikring AS.
[8]
Used for hedge accounting, also see note 14
[9]
Used for hedge accounting, also see note 14
[10]
Loans are booked at amortised cost and include earned not due interest.
[11]
Loans with �xed rates are hedged by interest swaps, which are booked at fair value through pro�t and loss. Changes in values of loans that can be related to the hedged
risk are included in the carrying amount and included in the result.
[12]
Carrying amount 31.12.
[13]
Carrying amount 31.12.
[14]
The summary includes Nominee (client account).
[15]
The summary shows the number of shares owned by the individual, as well as his or her immediate family and companies where the individual exercises signi�cant
in�uence, confer the Accounting Act, Section 7-26.
168
Annual report 2017
Other
Declaration of the Board and the CEO
Declaration of the Board and the CEO
On this date, the Board of Directors and the Chief Executive O�cer have considered and approved the annual report and annual �nancial
statements for Storebrand ASA and the Storebrand Group for the 2017 �nancial year and as at 31 December 2017 (2017 Annual Report).
The consolidated �nancial statements have been prepared in accordance with the EU-approved International Financial Reporting Standards
(IFRS) and the associated interpretations, as well as the other disclosure obligations stipulated in the Norwegian Accounting Act that must be
applied as at 31 December 2017. The annual �nancial statements for the parent company have been prepared in accordance with the
Norwegian Accounting Act, Norwegian Regulations relating to annual accounts, etc. for insurance companies and the additional requirements in
the Norwegian Securities Trading Act. The annual report for the Group and parent company complies with the requirements of the Norwegian
Accounting Act and Norwegian Accounting Standard no. 16 as at 31 December 2017.
In the best judgment of the Board and the CEO, the annual �nancial statements for 2016 have been prepared in accordance with applicable
accounting standards, and the information in the �nancial statements provides a fair and true picture of the parent company’s and Group’s
assets, liabilities, �nancial standing and results as a whole as at 31 December 2017. In the best judgment of the Board and the CEO, the annual
report provides a fair and true overview of important events during the accounting period and their e�ects on the annual �nancial statements
for Storebrand ASA and the Storebrand Group. In the best judgement of the Board and the CEO, the descriptions of the most important
elements of risk and uncertainty that the group faces in the next accounting period, and a description of related parties’ material transactions,
also provide a true and fair view.
LYSAKER, 6. FEBRARY 2018
BOARD OF DIRECTORS OF STOREBRAND ASA
169
Other
Auditor’s report
Other
Auditor’s report
Auditor’s report
Auditor’s report
Annual report 2017
Annual report 2017
170
171
172
173
174
175
Other
Auditor’s report on corporate sustainibility
Annual report 2017
Annual report 2017
Other
Auditor’s report on corporate sustainibility
Auditor’s report on corporate sustainibility
Auditor’s report on corporate sustainibility
176
Other
Audit Committee Statement
Audit Committee Statement
Annual report 2017
From:
To:
Regarding:
Audit Committee
Board of Directors - Storebrand ASA (the "Board")
The Audit Committee's statement concerning election of new external
auditor
__________________________________________________________________________
OFFICE TRANSLATION
__________________________________________________________________________
Introduction
Deloitte has consecutively been the Storebrand Group's external auditor in Norway for 13
years and Sweden for 10 years. Each and every company within the Storebrand Group have
had the same auditor due to regulatory requirements, cf. the Financial Undertakings Act
section 8-17, third paragraph, which states that a financial undertaking being part of a
financial undertaking group structure shall have the same auditor as the parent company if
exceptions are not set out by law.
The Storebrand Group needs to change the external auditor in 2018 due to regulatory
requirements in Sweden prohibiting use of the same auditor for a duration of more than 10
years, which has effect on the Storebrand Groups companies in Sweden (SPP)
Process
The Storebrand Group has performed a tender process to obtain and evaluate offers and
make a recommendation as to the election of the Storebrand Groups new auditor. The
Storebrand Group has received offers from KPMG and PwC. Other relevant auditing
companies have been prevented from participation in the process due to the regulatory
requirements concerning auditor rotation, and the Norwegian Financial Supervisory
Authority's regulations prohibiting an audit company to the assignment as external auditor
directly following an assignment as internal auditor for the company in question.
According to the Financial Undertakings Act section 8-19, second paragraph, the Audit
Committee shall provide a statement to the Board of Directors concerning the election of
external auditor. Hence, the Audit Committee has reviewed the offers and has had meetings
with the audit companies that have given an offer.
The Audit Committee finds that good offers have been presented. The evaluation has been
performed according to the following main criterias:
• Commercial considerations
• Responsible partners and audit teams
• Processes and digitization
• Sustainability
PwC
Based on an assessment in accordance with the above mentioned criterias and overall
considerations, the Audit Committee has concluded to recommend the Board of Directors to
recommend to the General Meeting 11 April 2018 to elect PwC as the new external auditor
for the Storebrand Group.
177
PwC offers an auditing team and partners enabling good cross border and intra group co-
operation. Through the resources made available by PwC, use of digital tools and a good
auditing standard, it may be expected that PwC will audit effectively audit the Storebrand
Group with a high standard.
PwC has presented Magne Sem as the responsible partner for the Norwegian Group
companies and Morgan Sandström in the same role for the Swedish Group companies.
Beyond this the PwC team will be comprised by auditors, actuaries, sustainability experts, IT-
experts and other relevant subject matter expertise.
Conclusion and statement
Based on the above mentioned factors, the Audit Committee has concluded that PwCs offer
presents itself as the best for the Storebrand Group. Therefore, the Audit Committee has
concluded to recommend the Board of Directors to recommend to the General Meeting 11
April 2018 to elect PwC as the new external auditor for the Storebrand Group with effect from
and including the fiscal year 2018.
Lysaker, 13 February 2018
On behalf of the Audit Committe
Karin Bing Orgland
Chair of the Audit Committee
178
Annual report 2017
Other
Terms and expressions
Terms and expressions
GENERAL
SUBORDINATED LOAN CAPITAL
Subordinated loan capital is loan capital that ranks after all other debt. Subordinated loan capital forms part of the tier 2 capital for capital
adequacy calculations.
DURATION
Average remaining term to maturity of the cash �ow from interest-bearing securities. The modi�ed duration is calculated based on the duration
and expresses the sensitivity to the underlying interest rate changes.
EQUITY
Equity consists of paid-in capital, retained earnings and minority interests. Paid-in capital includes share capital, share premium reserve and
other paid-in capital. Retained earnings include other equity and reserves.
EARNINGS PER ORDINARY SHARE
The earnings per share are calculated as the majority interest’s share of the pro�t after tax divided by the number of shares. The number of
shares included in the calculation is the average number of shares outstanding over the course of the year. If new shares are issued, the shares
will be included from the date of payment.
CAPITAL ADEQUACY
PRIMARY CAPITAL
Primary capital is capital eligible to satisfy the capital requirements under the authorities’ regulations. Primary capital may consist of core (tier 1)
capital and tier 2 capital.
CAPITAL REQUIREMENTS
A capital requirement is calculated for credit risk, market risk and operational risk. The individual asset items and o�-balance-sheet items are a
assigned a risk weight based on the estimated risk they represent. The capital requirement is 8 per cent of the calculation basis for credit risk,
market risk and operational risk.
CAPITAL ADEQUACY RATIO
Primary capital must at least equal the calculated capital requirement. The capital adequacy ratio is calculated by measuring the total primary
capital in relation to the capital requirement of 8 per cent.
CORE (TIER 1) CAPITAL
Core (tier 1) capital is part of the primary capital and consists of the equity less the minimum requirement for reinsurance provisions in P&C
insurance, goodwill, other intangible assets, net prepaid pensions, 50 per cent of any capital adequacy reserve, and cross-ownership deductions
in other �nancial institutions. The core (tier 1) capital will be adjusted for the valuations that are used as the basis for credit calculations at a
national level for foreign companies. For Storebrand Holding AB this will entail an adjustment of SPP AB’s estimated insurance liabilities for
which a di�erent yield curve is used for credit assessment than is used in the �nancial accounts. Issued hybrid tier 1 capital may account for 15
per cent of the core (tier 1) capital, while any amount exceeding 15 per cent may be included in the tier 2 capital.
TIER 2 CAPITAL
Tier 2 capital is part of the primary capital and consists of subordinated loan capital and the portion of the hybrid tier 1 capital that is not
counted as core (tier 1) capital. There is a 50 per cent deduction for any capital adequacy reserve and deduction for cross-ownership in other
�nancial institutions. In order to be eligible as primary capital, tier 2 capital cannot exceed core (tier 1) capital. Perpetual subordinated loan
179
capital, together with other tier 2 capital, cannot exceed 100 per cent of core (tier 1) capital, while dated subordinated loan capital cannot exceed
50 per cent of core (tier 1) capital. To be fully eligible as primary capital, the remaining term must be at least �ve years. If the remaining term is
less, the eligible portion is reduced by 20 per cent per annum.
SOLVENCY II
Solvency II is a common set of European regulatory requirements for the insurance industry. Under Solvency II, the size of the capital
requirement will be determined by the amount of risk the company is exposed to.
INSURANCE
REINSURANCE (REASSURANCE)
The transfer of part of the risk to another insurance company.
IBNR-AVSETNINGER (INCURED BUT NOT REPORTED)
Reserves for the compensation of insured events that have occurred, but not yet been reported to the insurance company.
RBNS RESERVES (REPORTED BUT NOT SETTLED)
Reserves for the compensation of reported, but not yet settled claims.
LIFE INSURANCE
RETURN ON CAPITAL
The booked return on capital shows net realized income from �nancial assets and changes in the value of real estate and exchange rate changes
for �nancial assets, expressed as a percentage of the year’s average capital in customer funds with guarantees and in the company portfolio,
respectively. The market return shows the total income realised from �nancial assets, changes in the value of real estate and the year’s change
in unrealised gains or losses, expressed as a percentage of the year’s average total capital in customer funds with guarantees and in the
company portfolio, respectively, at market value.
GROUP CONTRACTS
Group defined benefit pensions (DB)
Guaranteed pension payments from a speci�ed age for as long as the insured person lives. Alternatively, it can be agreed that the pension will
end at a speci�ed age. The product is o�ered in both the private and public sectors. The cover includes retirement, disability and survivor
pensions.
Group defined contribution pensions (defined contribution – DC)
In group de�ned contribution pensions the premium is stated as a percentage of pay, while the payments are unknown. The customer bears all
the �nancial risk during the saving period.
Group one-year risk cover
These products involve guaranteed payments upon death or disability, and a waiver of premiums in the event of disability.
Paid-up policies (benefit) and pension capital certificate (contribution)
These are contracts with earned rights that are issued upon withdrawal from or the termination of pension contracts.
Group life insurance
Group life insurance in which an insured sum is payable on the death of a member of the group. Such insurance can be extended to cover
disability insurance.
Unit Linked
Life insurance o�ering an investment choice, whereby the customer can in�uence the level of risk and return by selecting in which funds assets
are to be invested. Applies to both individual policies and group de�ned contribution pensions.
INDIVIDUAL CONTRACTS
Individual allocated annuity or pension insurance
Contracts with guaranteed payments for as long as the insured person lives. Alternatively, it can be agreed that the pension will end at a
speci�ed age.
180
Individual endowment insurance
Contracts involving a single payment in the event of attaining a speci�ed age, death or disability.
Individual Unit Linked insurance
Endowment insurance or allocated annuity in which the customer bears the �nancial risk.
Contractual liabilities
Allocations to premium reserves for contractual liabilities shall, as a minimum, equal the di�erence between the capital value of the company’s
future liabilities and the capital value of future net premiums (prospective calculation method). Additional bene�ts due to an added surplus are
included.
RESULT
Administration result
The administration result is the di�erence between the premiums paid by customers pursuant to the tari� and the company’s actual operating
costs.
The income consists of fees based on the size of customer assets, premium volumes or numbers in the form of unit prices. Operating costs
consist of, among other things, personnel costs, marketing, commissions and IT costs.
Financial result
The �nancial result consists of the net �nancial income from �nancial assets or the group portfolio (group and individual products without
investment choice) less the guaranteed return. In addition, there is the net return on the company capital, which consists of equity and
subordinated loans. Any returns-based fees for asset management are included in the �nancial result.
Risk result
The risk result consists of premiums the company charges to cover insurance risks less the actual costs in the form of insurance reserves and
payments for insured events such as death, pensions, disability and accidents.
Profit sharing
See note 4.
OTHER TERMS
Insurance reserves – life insurance
For a more detailed description of the technical insurance reserves and accrual accounting for premiums and compensation, see note 1 –
accounting for the insurance business, page 70.
Solidity capital
The term solidity capital includes equity, subordinated loan capital, market value adjustment reserve, additional statutory reserves, conditional
bonuses, surplus/de�cit related to bonds at amortised cost, risk equalization fund and retained earnings. The solvency capital is also calculated
as a percentage of total customer funds, excluding additional statutory reserves and conditional bonuses.
Solvency margin requirements
An expression of the risk associated with the insurance-related liabilities. Calculated on the basis of the insurance fund and the risk insurance
sum for each insurance sector.
Solvency margin capital
Primary capital as in capital adequacy plus 50 per cent of additional statutory reserves and risk equalization fund, plus 55 per cent of the lower
limit for the contingency funds in P&C insurance.
Buffer capital
Bu�er capital consists of the market value adjustment reserve, additional statutory reserves and conditional bonuses.
P&C INSURANCE
F.O.A.
Abbreviation for the term “for own account“, i.e. before additions/deductions for reinsurance.
181
INSURANCE RESERVES – P&C INSURANCE
For a more detailed description of the technical insurance reserves and accrual accounting for premiums and compensation, see note 1 –
accounting for the insurance business, pages 69.
INSURANCE (TECHNICAL) PROFIT/LOSS
Premium income less claims and operating costs.
COST RATIO
Operating expenses as a percentage of premiums earned.
CLAIMS RATIO
Claims incurred as a percentage of premiums earned.
COMBINED RATIO
The sum of the cost ratio and the claims ratio.
BANKING
LEVEL REPAYMENT LOAN
Periodic payments (representing both capital and interest) on a levelrepayment loan remain constant throughout the life of the loan.
ANNUAL PERCENTAGE RATE (APR)
The true interest rate calculated when all borrowing costs are expressed as an annual payment of interest in arrears. In calculating the APR,
allowance must be made for whether interest is paid in advance or arrears, the number of interest periods per annum, and all the fees and
commissions.
REAL RATE OF INTEREST
The return produced after allowing for actual or expected in�ation. Preferably expressed as a nominal rate less the rate of in�ation.
NET INTEREST INCOME
Total interest income less total interest expense. Often expressed as a percentage of average total assets.
INSTALMENT LOAN
An instalment loan is a loan on which the borrower makes regular partial repayments of principal in equal amounts throughout the repayment
period. The borrower pays the sum of a �xed instalment amount and a reducing interest amount at each instalment date. Payments accordingly
reduce over the life of the loan assuming a �xed interest rate.
FINANCIAL DERIVATIVES
The term “�nancial derivatives” embraces a wide range of �nancial instruments for which the current value and future price movements are
determined by equities, bonds, foreign currencies or other traditional �nancial instruments.
Derivatives require less capital than is the case for traditional �nancial instruments, such as equities and bonds, and are used as a �exible and
cost-e�ective supplement to traditional instruments in portfolio management. Financial derivatives can be used to hedge against unwanted
�nancial risks, or to create a desired risk exposure in place of using traditional �nancial instruments.
SHARE OPTIONS
The purchase of share options confers a right (but not an obligation) to buy or sell shares at a pre-determined price. Share options may be
related to stock market indices as well as to speci�c individual stocks. The sale of share options implies the equivalent one-sided obligation. In
general, exchange traded and cleared options are used.
STOCK FUTURES (STOCK INDEX FUTURES)
Stock futures contracts can be related to individual shares, but are normally related to stock market indices. Stock futures contracts are
standardized futures contracts, which are exchange traded, and are subject to established clearing arrangements. Pro�ts and losses on futures
contracts are recognized daily, and are settled on the following day.
CROSS CURRENCY SWAPS
182
For a more detailed description of the technical insurance reserves and accrual accounting for premiums and compensation, see note 1 –
INSURANCE RESERVES – P&C INSURANCE
accounting for the insurance business, pages 69.
INSURANCE (TECHNICAL) PROFIT/LOSS
Premium income less claims and operating costs.
Operating expenses as a percentage of premiums earned.
COST RATIO
CLAIMS RATIO
Claims incurred as a percentage of premiums earned.
COMBINED RATIO
The sum of the cost ratio and the claims ratio.
BANKING
LEVEL REPAYMENT LOAN
ANNUAL PERCENTAGE RATE (APR)
Periodic payments (representing both capital and interest) on a levelrepayment loan remain constant throughout the life of the loan.
The true interest rate calculated when all borrowing costs are expressed as an annual payment of interest in arrears. In calculating the APR,
allowance must be made for whether interest is paid in advance or arrears, the number of interest periods per annum, and all the fees and
commissions.
REAL RATE OF INTEREST
NET INTEREST INCOME
INSTALMENT LOAN
FINANCIAL DERIVATIVES
The return produced after allowing for actual or expected in�ation. Preferably expressed as a nominal rate less the rate of in�ation.
Total interest income less total interest expense. Often expressed as a percentage of average total assets.
An instalment loan is a loan on which the borrower makes regular partial repayments of principal in equal amounts throughout the repayment
period. The borrower pays the sum of a �xed instalment amount and a reducing interest amount at each instalment date. Payments accordingly
reduce over the life of the loan assuming a �xed interest rate.
The term “�nancial derivatives” embraces a wide range of �nancial instruments for which the current value and future price movements are
determined by equities, bonds, foreign currencies or other traditional �nancial instruments.
Derivatives require less capital than is the case for traditional �nancial instruments, such as equities and bonds, and are used as a �exible and
cost-e�ective supplement to traditional instruments in portfolio management. Financial derivatives can be used to hedge against unwanted
�nancial risks, or to create a desired risk exposure in place of using traditional �nancial instruments.
SHARE OPTIONS
The purchase of share options confers a right (but not an obligation) to buy or sell shares at a pre-determined price. Share options may be
related to stock market indices as well as to speci�c individual stocks. The sale of share options implies the equivalent one-sided obligation. In
general, exchange traded and cleared options are used.
STOCK FUTURES (STOCK INDEX FUTURES)
Stock futures contracts can be related to individual shares, but are normally related to stock market indices. Stock futures contracts are
standardized futures contracts, which are exchange traded, and are subject to established clearing arrangements. Pro�ts and losses on futures
contracts are recognized daily, and are settled on the following day.
CROSS CURRENCY SWAPS
A cross currency swap is an agreement to exchange principal and interest rate terms in di�erent currencies. At the maturity of the contract, the
principal and interest rate terms are exchanged back to the original currency. Cross currency swaps are used, for example, to hedge returns in a
speci�c currency or to hedge foreign currency exposure.
FORWARD RATE AGREEMENTS (FRA)
FRAs are agreements to pay or receive the di�erence between an agreed �xed rate of interest and the actual rate for a �xed amount and period
of time. This di�erence is settled at the start of the future interest period. FRA contracts are particularly appropriate for the management of
short-term interest rate exposure.
INTEREST RATE FUTURES
Interest rate futures contracts are related to government bond rates or short-term benchmark interest rates. Interest rate futures are
standardized contracts which are exchange traded and are subject to established clearing arrangements. Pro�ts and losses on futures contracts
are recognized daily and settled on the following day.
INTEREST RATE SWAPS/ASSET SWAPS
Interest rate swaps/asset swaps are agreements between two-parties to exchange interest rate terms for a speci�ed period. This is normally an
agreement to exchange �xed rate payments for �oating rate. This instrument is used to manage or change the interest rate risk.
INTEREST RATE OPTIONS
Interest rate options can be related to either bond yields or money market rates. The purchase of interest rate options related to bonds (also
known as bond options) confers a right (but not an obligation) to buy or sell bonds at a pre-determined price. Interest rate options can be used
as a �exible instrument for the management of both long and short-term interest rate exposure.
FORWARD FOREIGN EXCHANGE CONTRACTS/FOREIGN EXCHANGE SWAPS
Forward foreign exchange contracts/ swaps relate to the purchase or sale of a currency for an agreed price at a future date. These contracts are
principally used to hedge the currency exposure arising from securities, bank deposits, subordinated loans and insurance reserves. These
contracts also include spot foreign exchange transactions.
183
Other
Storebrand Group companies
Storebrand Group companies
STOREBRAND ASA
STOREBRAND LIVSFORSIKRING AS
Storebrand Holding AB
SPP Konsult AB
SPP Spar AB
SPP Pension & Försäkring AB
SPP Fastigheter AB
SPP Hyresförvaltning
Storebrand & SPP Business Services AB
Storebrand Eiendomsfond Invest AS
Storebrand Eiendom Trygg AS
Storebrand Eiendom Vekst AS
Storebrand Eiendom Utvikling AS
Storebrand Finansiell Rådgivning AS
Aktuar Systemer AS
Storebrand Pensjonstjenester AS
Foran Real Estate, SIA
[1]
AS Værdalsbruket
[2]
Norsk Pensjon AS
Benco Insurance Holding BV
Euroben Life & Pension Ltd
Nordben Life & Pension Insurance Co. Ltd
Interben Trustees Limited
STOREBRAND BANK ASA
Storebrand Boligkreditt AS
Ring Eiendomsmegling AS
STOREBRAND ASSET MANAGEMENT AS
Storebrand Luxembourg S.A
SPP Fonder AB
Storebrand Fastigheter AB
Skagen AS
COGNIZANT TECHNOLOGY SOLUTIONS LITHUANIA UAB
STOREBRAND FORSIKRING AS
STOREBRAND HELSEFORSIKRING AS
Annual report 2017
Organisasjonsnummer
Org. number
Eierandel
Interest
916 300 484
958 995 369
556734-9815
556045-7581
556892-4830
556401-8599
556745-7428
556883-1340
556594-9517
995 871 424
876 734 702
916 268 416
990 653 402
989 150 200
968 345 540
931 936 492
100,0 %
100,0 %
100,0 %
100,0 %
100,0 %
100,0 %
100,0 %
100,0 %
21,24%
100,0%
100,0%
100,0%
100,0 %
100,0 %
100,0 %
99,4 %
920 082 165
74,9 %
890 050 212
34331716
953 299 216
990 645 515
987 227 575
930 208 868
556397-8922
556801-1802
867462732
330 661 912
930 553 506
980 126 196
25,0 %
89,96 %
100,0 %
100,0 %
100,0 %
100,0 %
100,0 %
100,0 %
100,0 %
99,8 %
100,0 %
100,0%
90,95 %
34.0%
100,0 %
50,0 %
[1]
SPP Pension & Försäkring AB eier 29,4 prosent og Storebrand Livsforsikring AS eier 70,0 prosent av Foran Real Estate IA.
[2]
Storebrand ASA eier 25,1 prosent og total eierandel for Storebrand er 100 prosent av AS Værdalsbruket.
184
Main office:
Professor Kohts vei 9
Postboks 500, 1327 Lysaker, Norway
Phone: +47 08880
storebrand.no
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