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ING Group Annual Report 2019 ING Group Annual Report 2019 Contents | Report of the Executive Board | Corporate governance | Risk Management | Consolidated financial statements | Parent company financial statements | Other information | Appendices Contents Report of the Executive Board ING at a glance 3 CEO statement 8 The world around us 13 Our strategy and how we create value 21 Innovation and transformation 28 Our business 41 Our people 66 Developments in risk and capital management 73 Composition of the Executive Board and Management Board Banking 81 ING shares 83 About this report 86 Independent auditors assurance report 89 Corporate governance Chairmans statement 92 Report of the Supervisory Board 96 Corporate governance 109 Dutch Corporate Governance Code Statement by the Executive Board 129 Report of the ING Continuity Foundation 131 Conformity statement 132 Remuneration report 133 Works councils 161 Risk Management Risk management 162 Consolidated financial statements Consolidated statement of financial position 252 Consolidated statement of profit or loss 253 Consolidated statement of comprehensive income 255 Consolidated statement of changes in equity 256 Consolidated statement of cash flows 259 Notes to the consolidated financial statements 261 Parent company financial statements Parent company financial statements 385 Other information and appendices Independent auditors report 400 Articles of Association - Appropriation of results 407 Risk factors 408 Non-financial appendix 430 Non-GAAP measures 446 General information 448 Contents ING Group Annual Report 2019 3 Contents | Report of the Executive Board | Corporate governance | Risk Management | Consolidated financial statements | Parent company financial statements | Other information | Appendices ING at a glance ING at a glance ING Group Annual Report 2019 4 Contents | Report of the Executive Board | Corporate governance | Risk Management | Consolidated financial statements | Parent company financial statements | Other information | Appendices ING at a glance Net Promoter Score Retail Banking1 (number of countries with number one ranking, rolling average) Total number of Retail Banking primary relationships (year-end) Climate Finance2 (lending outstanding, year-end) Net result attributable to ING Groups shareholders Underlying net result Banking3 2018 7 2017 7 2018 12.5 2017 11.4 2018 16.5 2017 14.6 2018 4,703 2017 4,905 2018 5,389 2017 4,957 7 13.3 18.7 4,781 4,781 million billion million million Social Impact Finance2 (lending outstanding, year-end) Sustainable Investment services (year-end) Number of customers that felt financially empowered1 Underlying result before taxation Banking3 of which underlying income3 2018 0.8 2017 0.5 2018 6.3 2017 4.8 2018 25.0 2017 25.4 2018 7,524 2017 7,199 2018 18,088 2017 17,704 0.7 9.3 25.9 6,834 18,306 billion billion million million million Underlying Human Capital Return on Investment indicator3 Retail Banking system availability in the Netherlands and Belgium1 Wholesale Banking system availability1 of which underlying operating expenses3 of which addition to loan loss provision 2018 2.51 2017 2.51 2018 99.7 2017 99.7 2018 99.9 2017 100 2018 9,907 2017 9,829 2018 656 2017 676 2.38 99.7% 99.9% 10,353 1,120 million million Performance highlights 2019 Non-financial figures 2019 Consolidated results 2019 5 Contents | Report of the Executive Board | Corporate governance | Risk Management | Consolidated financial statements | Parent company financial statements | Other information | Appendices ING at a glance Total assets (year-end) Shareholders equity (year-end) Customer lending4 (year-end) Customer deposits (year-end) Risk-weighted assets (year-end) 2018 887 2017 846 2018 50,9 2017 50,42018 597 2017 5742018 556 2017 5402018 314 2017 310 892 53.8 616 574 326 billion billion billion billionbillion Our financial goals Common equity Tier 1 ratio ING Group Leverage ratio ING Group5 Underlying return on equity ING Group3 Underlying cost/ income ratio3 Dividend per share 2018 14.5 2017 14,7 2018 4.4 2017 4.72018 11.2 2017 10.22018 54.8 2017 55.52018 0.68 2017 0.67 14.6% 4.6% 9.4% 56.6% 0.69 13.5 % (Basel IV) 4% 10-12% 50-52% Progressive dividend Share information Net result per shareShareholders equity per share (end of period) Price/earnings ratio Price/book ratio (end of period) 2018 1.21 2017 1.26 2018 13.09 2017 12.972018 7.8 2017 12.12018 0.72 2017 1.18 1.23 13.80 8.7 0.77 1 Subject to reasonable assurance by KPMG. Throughout the report indicated with an . See Independent auditors assurance report, page 89. 2 A description of INGs Climate Finance and Social Impact Finance, see . 3 Underlying figures are non-GAAP measures. These are derived from figures according to IFRS-EU by excluding the impact from special items and Insurance Other. See page 446 for a reconciliation between GAAP and non-GAAP figures. 4 Customer lending is defined as: loans something to help people accomplish their personal and business goals, like buying a place to live, paying for education, or investing to grow their business. Winners will be those with a superior digital experience, a strong trusted brand, and the ability to leverage a large customer base to attract partners to their platforms. The successful platforms take the effort out of managing finances, offering personalised, real-time advice and a suite of products and services to cover all financial and other relevant needs. At ING, our platform strategy starts with the ambition to create a uniform and borderless ING experience complemented by beyond banking and third-party offerings that add value for users. And a platform that is ready for open banking that can be a go-to platform offering the best financial services, whether from ING or from competitors. In 2019, we took an important step to create this beyond banking platform when we launched the first protection products in a number of markets as part of our global insurance partnership with AXA. The open nature of platforms means they have the potential to facilitate the whole customer journey around major life events. In 2019, ING and partners launched real-estate marketplace Scoperty across Germany. This proposition based on high-quality data and machine learning connects buyers and sellers with the aim to offer consumers more transparency and a broader range of offerings by showing 40 million real estate properties in Germany. Transforming for the future To achieve our platform ambition, were transforming ING. That means creating a uniform and modular technology foundation that helps us share innovations quickly across our businesses and that can be scaled up easily to accommodate growth, as well as open architecture so we can connect to third-party platforms and they with us. Were implementing one set of processes and procedures, and were pursuing one approach to how we store and analyse data, a key resource for understanding customers and anticipating their needs. And were uniting in one way of working across ING to increase effectiveness and reduce the time it takes to bring innovations to the customer. ING Group Annual Report 2019 10 Contents | Report of the Executive Board | Corporate governance | Risk Management | Consolidated financial statements | Parent company financial statements | Other information | Appendices CEO statement Innovation is core to how were preparing ING for the future. In addition to cultivating our own internal culture of innovation, we also bring disruptive ideas to market by combining INGs knowledge and network with the knowledge and skills of others. Im very proud of the major step in this direction that we took in 2019 with the opening of the Cumulus Park innovation district in Amsterdam Zuidoost, which is also where ING is located. This initiative of ING together with the city of Amsterdam and locally based educational institutions offers businesses, academics and innovators workspaces designed to co-create, learn, research and inspire in a collaborative atmosphere around the themes of urbanisation and digital identity. And through ING Labs in Amsterdam, Brussels, London and Singapore were also collaborating with fintechs and others on disruptive innovations in value spaces that best match the expertise and ecosystems in those locations. A safe and secure bank The easy, 24/7 access to financial services that digitalisation makes possible also poses challenges. The number of digital contact moments with customers is rising exponentially in 2019 they came to four billion for ING alone. This requires banks, which traditionally focus on financial risk management, to sharpen non-financial risk management skills in order to continue to play their crucial role as gatekeepers ensuring that the financial system is better protected from fraud and other criminal activities. At ING, this took the form of a continued focus in 2019 on our know your customer (KYC) enhancement programme. File enhancement and transaction monitoring look-back activities resulted in improved reporting of suspicious activities to authorities in various countries. Across ING we made progress raising awareness, improving the skills and behaviour of our staff and resolving issues in executing KYC procedures. And we also started implementing structural solutions to build sustainable KYC operations and made promising strides in pilots where we apply artificial intelligence, machine learning and other technologies to increase the efficiency and effectiveness of compliance and anti-money laundering procedures. I am convinced that mastering these skills will be vital for maintaining trust in the digital bank of the future. At the same time we welcome steps by authorities to achieve wider cooperation between banks, law enforcement and regulators on national and European levels to strengthen the resilience of the whole financial system when it comes to fighting financial economic crime. And we view continued progress on the Banking Union in Europe as important to achieve this cooperation. Along with the challenge of financial economic crime, increasing digitalisation presents many other challenges as well as opportunities in areas like digital identity, privacy, data exchange, code of conduct on data usage, and storage and protection of data. Many of these issues are addressed in various ways by regulators, governments and industry guidelines, but these are piecemeal measures and they struggle to keep up with the pace of developments. I see an increasing urgency to develop a data framework encompassing all these areas, particularly at the European level. At a time when digiitalisation is dissolving the boundaries between sectors, such a framework would promote innovation by establishing common standards that apply to all parties across industries. We stand ready to play our part in the discussions to develop this framework, which we believe would contribute significantly to a competitive digital environment in Europe. Performance Looking back at 2019, we see a year of solid commercial performance despite the challenging rate environment, geopolitical uncertainties and an increasingly complex and demanding regulatory environment. ING recorded a full-year 2019 net profit of 4,781 million, an increase of 1.7 percent year-on-year. The underlying net result, which in 2018 is excluding the settlement impact with the Dutch authorities and the net result from Insurance Other, dropped 11.3 percent. Net growth in our core lending book came to 17.2 billion, or 2.9 percent, and net growth in customer deposits was 23.4 billion in 2019. The lending growth was mainly realised in our retail markets, whereas net core ING Group Annual Report 2019 11 Contents | Report of the Executive Board | Corporate governance | Risk Management | Consolidated financial statements | Parent company financial statements | Other information | Appendices CEO statement lending growth in Wholesale Banking slowed. Underlying income increased 1.2 percent as pricing discipline and business growth, as well as higher net fee and commission income, helped counter the pressure of negative interest rates. We recorded a 4.5 percent rise in underlying expenses for 2019, which included a marked increase in regulatory costs, as well as higher costs related to our KYC enhancement programme. Risk costs increased, but remained below INGs through-the-cycle average. Based on the Stage 3 ratio and the total outstandings as earmarked at risk quality of the loan book improved in 2019. INGs full-year underlying return on equity declined to 9.4 percent, from 11.2 percent in 2018. The CET1 ratio remained strong at 14.6 percent, despite our having already taken part of the expected supervisory impact on risk-weighted assets in the fourth quarter of 2019. The Board proposes to pay a full-year 2019 cash dividend of 0.69 per ordinary share, subject to shareholder approval at the Annual General Meeting in April 2020. This is in line with our goal of paying a progressive dividend over time, while ING is committed to maintaining a CET1 ratio of around 13.5%, taking into account potential RWA inflation from regulatory developments. Going forward, ultra-low and negative interest rates, particularly in Europe, are challenging banks to maintain profitability as they try to mitigate the effects of lower rates on margins while balancing this with the interests of customers, particularly retail savings customers. At the same time, the economic stimulus effect is reversing as people save more to counter the impact of low rates on their savings and retirement goals. This makes it clear that new thinking is required from policymakers overseeing interest rate, spending and tax policies in order to keep the economy and financial sector on a sustainable footing. FY2019 ING Group net profit 4,781 million FY2019 underlying return on equity 9.4 % FY2019 net core lending 17.2 billion FY2019 net customer deposits 23.4 billion Financing a sustainable future The issue of climate change acquired increased urgency in 2019. At ING we strongly believe that through our decisions in conjunction with customers about what we will or wont finance, banks can play a role in influencing the direction and pace of societys transition to a more sustainable, low-carbon economy. It was therefore important for me on behalf of ING as a founding signatory to join more than 130 other banks from around the world in commiting to the Principles for Responsible Banking at the UN Climate Action Summit in New York. The principles encourage banks to align their strategies ING Group Annual Report 2019 12 Contents | Report of the Executive Board | Corporate governance | Risk Management | Con

2019-12-01 449页 5星级

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NIB Financial Report 2019 REPORT OF THE BOARD OF DIRECTORS PROPOSAL BY THE BOARD OF DIRECTORS OPERATING AND FINANCIAL REVIEW AUDITORS REPORT FINANCIAL STATEMENTS STATEMENT BY THE CONTROL COMMITTEE 2 NIB FINANCIAL REPORT 2019 3 Report of the Board of Directors 13 Operating and financial review 18 IFRS Financial statements 18 Statement of comprehensive income 19 Statement of financial position 21 Changes in equity 22 Cash flow statement 24 Notes to the financial statements 24 Note 1: Accounting policies 33 Note 2: Risk management 50 Note 3: Segment information 57 Note 4: Net interest income 57 Note 5: Commission income and fees received 57 Note 6: Net profit on financial operations 58 Note 7: Personnel expenses Contents 60 Note 8: Other administrative expenses 60 Note 9: Net loan losses 60 Note 10: Expected credit loss 63 Note 11: Debt securities 63 Note 12: Loans outstanding and guarantee commitments 66 Note 13: Tangible assets and intangible assets 68 Note 14: Depreciation 68 Note 15: Other assets 69 Note 16: Debts evidenced by certificates and swaps 70 Note 17: Other liabilities 71 Note 18: Capitalisation and reserves 74 Note 19: Collateral and commitments 75 Note 20: Fair value of financial instruments 79 Note 21: Maturity profile of financial assets and liabilities 81 Note 22: Interest rate risk 85 Note 23: Currency risk 89 Note 24: Derivatives held for risk management and hedge accounting 91 Note 25: Related party disclosures 92 Note 26: Cash flow statement 92 Note 27: Exchange rates 93 Note 28: Post balance sheet events 94 Proposal by the Board of Directors 95 Auditors report 101 Statement by the Control Committee Navigate by clicking the headings Click NIB logo to navigate to the contents page 3 NIB FINANCIAL REPORT 2019 REPORT OF THE BOARD OF DIRECTORS PROPOSAL BY THE BOARD OF DIRECTORS OPERATING AND FINANCIAL REVIEW AUDITORS REPORT FINANCIAL STATEMENTS STATEMENT BY THE CONTROL COMMITTEE Report of the Board of Directors SUMMARY In 2019, sustainable finance was higher up on the global agenda than ever before. While the debate is mainly focusing on the climate, there is a growing understanding that, on top of environmental aspects, economic and social elements need to be taken into account to advance the transition to a low-carbon future. This is also the approach of the Nordic Investment Bank. NIB provides long-term loans to projects that improve productivity and benefit the environment. This mission was given to the Bank by its owner countries to contribute to a sustainable and prosperous NordicBaltic region. The mission fulfilment was at a record high in 2019, with 98% of agreed loans assessed to have a “good” or “excellent” impact in at least one of the two mandates. As anticipated, NIBs lending volumes in 2019 were lower than in the record year of 2018. The Bank is well capitalised, but also due to the statutory gearing limit1, lending growth was moderate. The Bank agreed 55 loans and invested in nine green bonds, altogether amounting to EUR 3,316 million (compared to EUR 4,330 million in 2018). Disbursements were EUR 2,676 million (EUR 4,047 million in 2018). The Bank increased its share of environmental lending. The net profit for the year was EUR 182 million. The Board of Directors proposes to the Board of Governors that EUR 45 million be paid in dividends to the Banks member countries for the year 2019. With a strong financial result, the Bank can fulfil its mission best and is able to continue providing long-term funding for projects that support sustainable growth. NIB has long experience in the field of sustainable finance. To further strengthen the Banks ability to promote the transition to a sustainable economy, NIB will continue to develop its own frameworks and analysis of environmental, social and governance (ESG) opportunities and risks. NIB also needs to ensure that it acts accordingly in its own operations. As an immediate step, the Bank has decided to become a carbon-neutral organisation and to offset its CO2 emissions retrospectively from 2018. In 2019, NIB signed up to the Principles for Responsible Investment (PRI), the Principles for Responsible Banking (PRB) and the Task Force on Climate-related Financial Disclosures (TCFD). The Bank is involved in several initiatives to develop sustainable finance. NIB continued as chair of the Green Bond Principles Executive Committee and joined the Network for Greening the Financial System as an observer. NIB also participated in the consultations of the EU Technical Expert Group on Sustainable Finance. In 2019, NIB issued its inaugural NordicBaltic Blue Bond. The SEK 2 billion (EUR 193 million) bond was issued under the NIB Environmental Bond (NEB) Framework and will be financing projects in the water management and protection category. The Bank remained the largest Nordic issuer of green bonds, with the total amount of NEBs issued since 2011 now at EUR 4.2 billion. In order to allow the Bank to adapt and better support its member countries, the Board of Directors and the management have been working on modernising the Statutes of the Bank. As a result, at its annual meeting on 24 May 2019, the Board of Governors approved substantial amendments to the Statutes. The changes include the replacement of the Banks capital gearing limit with a risk-based comprehensive framework for capital and liquidity management. In addition, the special PIL and MIL loan facilities will be discontinued. The outstanding amounts under these facilities, as well as new lending of this type, will become part of NIBs ordinary lending. The changes also include the improvement of institutional governance and the option of limited equity participation as a new form of financing. 1 According to its current statutes, the Bank may make loans and issue guarantees up to a total amount equivalent to 250% of the authorised capital stock and accumulated general reserves. 4 NIB FINANCIAL REPORT 2019 REPORT OF THE BOARD OF DIRECTORS PROPOSAL BY THE BOARD OF DIRECTORS OPERATING AND FINANCIAL REVIEW AUDITORS REPORT FINANCIAL STATEMENTS STATEMENT BY THE CONTROL COMMITTEE OPERATING ENVIRONMENT Global growth was weak in 2019, with manufacturing and world trade particularly sluggish. Higher tariffs and policy uncertainty dampened investment and demand for capital goods. Along with rising global tensions that hurt business sentiment and confidence, corporate earnings growth was muted, reflecting the slowdown in industrial activity. On the brighter side, the services sector was resilient, supporting employment and wage growth in most economies. Increased monetary policy stimulus also supported financial conditions. In a shifting global environment, the NordicBaltic economies held up relatively well. Despite the uncertain demand outlook, favourable financial conditions and capacity constraints supported business investment and lending in the region. Negative interest rates continue to compress earnings in the banking sector, but credit losses were limited. LENDING DEVELOPMENTS NIBs lending volumes were lower in 2019 than in the record year 2018. This was mainly due to the Banks statutory limitations. NIB agreed 55 loans and invested in nine green bonds, altogether amounting to EUR 3,316 million. Disbursements were EUR 2,676 million (EUR 4,047 million in 2018). Several borrowers took advantage of the low interest rate environment to re-finance and pre-pay loans, which NIB treated as an opportunity to moderate its loan portfolio growth. Lending outstanding at year-end amounted to EUR 18,931 million (EUR 19,065 million in 2018). A total of 98% of the loans agreed in 2019 were assessed to have a “good” or “excellent” impact rating in one or both of the Banks environment and productivity mandates. In 2019, the Bank delivered on its aim to increase the value of its environmental mandate lending as a proportion of the total, moving from 19% of agreed loans in 2018 to 42% in 2019. During the period, NIB continued to develop loan programmes with non-member-country financial institutions as a means of supporting projects that fulfil the Banks mandate outside of its home markets. The Bank also emphasised mid-cap corporate and Baltic lending opportunities. Six new loans were agreed in the Baltic states during the year, for projects in the energy, water, public transport, real estate and urban development sectors. As a result, new lending to the Baltics increased significantly to EUR371 million (EUR 96 million in 2018). LOANS DISBURSED IN 2019 Geographical distribution 33% Sweden EUR 878 m 30% Norway EUR 811 m 23% Finland EUR 620 m 4% Denmark EUR 119 m 3% Lithuania EUR 75 m 2% Estonia EUR 67 m 2% Iceland EUR 50 m 1% Latvia EUR 30 m 1% Non-member countries EUR 26 m LOANS DISBURSED IN 2019 Business area distribution 40% Infrastructure, transport all aligned with considerations on the natural environment and the climate challenge. This combination results in the benefits that matter to people. In a sense, we are aiming for “quality growth” in our member countries economies and societies. NIB has substantial experience in the field of sustainable finance. Our mandate has always included aspects pertaining the social and environmental aspects of our financing. The experience built over years has led to strong internal capabilities and reference documents (the Sustainability Policy and the Mandate Rating Framework). To further strengthen NIBs ability to promote the emerging complex and systemic transitions, the Bank will continue to develop its frameworks and analysis of environmental, social and governance (ESG) risks and opportunities. The Bank continues to be engaged in several initiatives to promote sustainable finance. During 2019, NIB participated in the consultations of the EU Technical Expert Group on Sustainable Finance. The “EU taxonomy” on green activities was approved in December. NIB also continued to act as chair of the Green Bond Principles Executive Committee. The committee has developed guidelines on impact reporting for green bonds and is engaging in innovative “transition” financial products. In 2019, NIB supported the initial work of the Coalition of Finance Ministers for Climate Action by organising a debate at the Banks premises on the role of international financial institutions in climate finance. The subsequent meeting of the Coalition built a consensus on what would become the Helsinki Principles, which promote national climate action, especially through fiscal policy and the use of public finance. NIB also arranged a debate on the role of the Nordics in reducing global emissions in the context of the UNFCCCs 2019 Climate Change Conference (COP25) in Stockholm and Madrid. NIB joined the Network for Greening the Financial System (NGFS) as an observer. The NGFS is composed of central banks and financial supervisors. Its purpose is to help strengthen the global response required to meet the goals of the Paris Agreement, to enhance the role of the financial system in managing risks, and to mobilise capital for green and low-carbon investments. 6 NIB FINANCIAL REPORT 2019 REPORT OF THE BOARD OF DIRECTORS PROPOSAL BY THE BOARD OF DIRECTORS OPERATING AND FINANCIAL REVIEW AUDITORS REPORT FINANCIAL STATEMENTS STATEMENT BY THE CONTROL COMMITTEE In addition to climate considerations, NIB remains engaged in the broader environmental agenda. In February 2019, NIB issued its inaugural NordicBaltic Blue Bond to raise awareness and focus investments on the Baltic and Nordic Seas. NIB recognises that, as a bank built on sustainable finance, it also needs to look inward and ensure that it acts accordingly in its own operations. In 2019, NIB established an Internal Sustainability Council. The Council aims to strengthen NIBs own sustainability agenda for its in-house operations. As an immediate step, NIB has decided to become a carbon-neutral organisation and to offset its CO2 emissions retrospectively from 2018. In 2019, NIB signed up for the Principles of Responsible Investment, the Principles for Responsible Banking and the Task Force on Climate-related Financial Disclosures. MISSION FULFILMENT In order to implement sustainability in practice, all projects considered for financing are expected to contribute to the fulfilment of NIBs mission, and are assessed and rated for their potential impact on productivity and the environment on a scale from “negative” to “excellent”. NIB aims to make a difference, and the Banks target is that at least 90% of loans should achieve a “good” or “excellent” rating in at least one of these two mandates. In 2019, loans achieving these ratings accounted for 98% of the total amount of agreed lending. 30% of loans achieved a “good” or “excellent” rating in terms of both productivity and the environment. 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MISSION FULFILMENT RATING % of loans agreed, excluding Lending Green Bond purchases and unallocated credit facilities 100 80 60 40 20 0 97% Good or excellent in productivity only Good or excellent in environment only Good or excellent in both environment and productivity 16171819 7 NIB FINANCIAL REPORT 2019 REPORT OF THE BOARD OF DIRECTORS PROPOSAL BY THE BOARD OF DIRECTORS OPERATING AND FINANCIAL REVIEW AUDITORS REPORT FINANCIAL STATEMENTS STATEMENT BY THE CONTROL COMMITTEE IMPACT ON PRODUCTIVITY Financing projects that increase productivity is a way for NIB to support the societies of its member countries in reaching higher levels of prosperity and well-being. This pillar covers both the economic and social aspects of sustainability. 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