Sustainability: our vision
At NIBC, we recognise that we operate in a complex world, in which natural resource constraints, climate change and the needs of a range of different stakeholders are rapidly changing the global business environment. We believe we can make a contribution towards creating a more sustainable society and delivering responsible financial services. We aim to be a trustworthy, transparent and sustainable bank and take into account the interests of our different stakeholders.
Responsibility is an important driver for all our actions, reflected by our business principle 'We Show Responsibility'. Our approach towards sustainability is based on acting responsibly towards our different stakeholders.
NIBC's Code of Conduct sets the framework for how we balance the diverse interests of stakeholders. Our Code and daily operations are governed by (inter)national standards, such as the Dutch Banking Code and the Principles of the UN Global Compact.
Our Stakeholders

We have a responsibility to manage our impacts on stakeholders and consider their interests in decision-making. We define stakeholders as groups or individuals who are affected by or can affect the achievements of our objectives.
Sustainable Client Business

We believe that companies that take their social and environmental responsibilities seriously are the companies of the future. This core conviction applies to how NIBC does business and to the clients with whom we do business.
Responsible Corporate Citizen

We realise our actions have an impact on the world around us. Our ambition to be a trustworthy, transparent and sustainable bank includes taking action to minimise our impact on the environment and to contribute to building a sustainable society for future generations.
Managing Sustainability

It is our ambition to make sustainability an integral part of our business. Clear roles and responsibilities are defined in order to manage sustainability in all parts of our organisation from client interaction to managing our carbon footprint.
