Unepfi-負責任銀行目標設(shè)定原則常見問題解答（英）-2022.10-11正式版

PrinciplesforResponsibleBankingTargetSettingFrequentlyAskedQuestionsOctober2022PrinciplesforResponsibleBankingTargetSetting—FAQ1IndexIndexIntroduction 31. Whatisagoodtarget? 42. Whatisanambitioustarget?Whatdoes“alignment”mean? 43. Whattypeoftargetscanmybankset? 54. Untilwhenshouldabanksettargets? 75. WhatistheexpectationforclimatemitigationtargetsunderthePRB? 76. Whatarethekeyindicatorstoclimatemitigationandfinancialhealth&inclusion? 8Howdoesabanksetatargetwhenthereisalackofdataand/ormethodologies?Canabanktakeaprogressiveapproach? 88. WhatkindoftargetsarenotinlinewithPRBrequirements? 99. Checklistforsettingtargetsandreporting 1010. Howdoesthebanktranslatetargetsintoactionplans? 10PrinciplesforResponsibleBankingTargetSetting—FAQ2IndexIntroductionBanksshouldfollowthe3keystepsfortheinitial4-yearPRBimplementation.Afterconductingtheimpactanalysis(step1),signatorybanksmustinitiallysetaminimumoftwotargets(step2)whichaddressatleasttwodifferentareasofmostsignificantimpactasdeterminedbytheirimpactanalysis.ThetargetsneedtobeSpecific,Measur-able,Achievable,RelevantandTime-bound(SMART)aswellasambitious.Thishelpssignatorybanksdirectlyaddressthepositiveandnegativeimpactsoftheirbusinessactivitiesandensuresclearalignmentbetweensignatorybanks’sustainabilitystrategies,theUNSustainableDevelopmentGoals,andtheParisClimateAgreementandotherregionalandnationalframeworks.Wheretargetsaresetonalongertimeline,interme-diatetargetsshouldbeset,andreviewedatleastevery5years.InadditiontosettingSMARTandambitioustargets,signatorybanksmustdefineKPIstomonitorprogressagainsttargets,definemilestonesandactionplanstomeettheirsettargetsanddisclosethese.Milestonesaresignificanteventsonthepathwaytoimpactbywhencertainstepshavebeenachievedorcompleted(e.g.nomorecoalfinance);actionplansincludeaseriesofactionstoachievetheoveralltarget.Elementsofthetargetsettingdisclosure:TargetsettingdisclosureDeterminealignment:SetBaseline:selectSetSMARTtargets:Defineactionplansinternational,regionalindicatorsandassessSpecific,Measurable,andmilestonestoornationalpolicythecurrentlevelofAchievable,Relevantmeettargetsandframeworkstoalignalignment(OutputandTime-boundindicatorstomeasureyourbank’sportfoliooftheperformancetargetsprogresswith(shouldsetthemeasurement)ambition)UNEPFI,itsmembersandexpertsdevelopedaseriesoftarget-settingguidancedocu-mentsforthefollowingimpactareas/topics:climatechangemitigation,genderequal-ity,financialhealth&inclusion,biodiversity,andresourceefficiency&circulareconomy.Theyeachprovidemoredetailedinformationontheimpactareasandgoodpracticefortargetsetting.PrinciplesforResponsibleBankingTargetSetting—FAQ3IndexWhatisagoodtarget?Agoodtarget:isambitiousandalignedwithinternational,regionalornationalpolicyframeworksaddressesabank’simpactsonthesocietyandenvironmentinformedbyabaseline(usingimpactindicators)isSpecific,Measurable,Achievable,RelevantandTime-bound(SMART)Specific:Welldefined,clear,andunambiguousMeasurable:WithspecificindicatorstomeasureperformanceandprogresstowardtheaccomplishmentoftargetsAchievable:AttainableandnotimpossibletoachieveRelevantforthecorebusinessaswellasforsocietyandtheenvironmentTime-bound:Withaclearlydefinedtimeline,includingastartingdateandatargetdate.considersinterlinkages:Whileworkingtowardsreachingthetarget,banksshouldanalyzeandacknowledgesignificant(potential)associatednegativeimpactswithintheimpactareaoronotherimpactareas(e.g.,climate(GHGemissions),financialhealth(e.g.financialexclusionbecauseofdigitalservices);biodiversityloss(e.g.effectsondeforestation,landuse,marineecosystems);pollution,orhumanrightsinfringements)andtakeactionstoavoid,mitigate,orcompensatethose.isderivedfromastructuredandscience-basedprocess:Alltargetsshouldbeaccom-paniedbyclearexplanationsofhowthetargetwasdeveloped,andwhycertainmetricswerechosenorhowproxieswereused.Whatisanambitioustarget?Whatdoes“alignment”mean?PRBPrinciple1“Banksneedtoaligntheirbusinessstrategytobeconsistentwithandcontributetoindividual’sneedsandsociety’sgoals,asexpressedintheSustainableDevelopmentGoals(SDGs),theParisAgreement,andrelevantnationalandregionalframeworks.”Banksneedtounderstandanddisclosewhichframeworkstheywillalignwith,consider-ingglobal,regionalandnationalframeworks.Examples:GlobalFramework(SDGsorParisAgreement)RegionalFrameworksNationalframework

SDGsindicators//alignmentwithParisclimategoals(strivingfor1.5degrees)AlignmentwiththeEUTaxonomyNationallyDeterminedContributions(NDCs),NationalFinancialInclusionPolicies,SectorTargets,WastePolicies/TargetsPrinciplesforResponsibleBankingTargetSetting—FAQ4IndexAnambitioustargetisdesignedtorespondtotheneedsofsocietyandisintendedtosatisfyhighaspirations.Itaimsatclosingnational,regionaland/orglobalgapsrelatedtosustainabledevelopment.Establishinganambitioustargetrequiresagoodunderstandingofthenationalandregionalcontextandcountryneeds,andtargetsneedtobedesignedtoproduceamate-rialimprovementconsideringthecurrentbaselinesituation.3. Whattypeoftargetscanmybankset?TobeSpecific,MeasurableandRealistic,targetsshouldconsiderindicatorsfromtheperformancemeasurementandassessmentstage.Banksmustsettargetsusingimpactindicatorsandcancomplementthesewithpracticeindicators.Forsomeimpactareastheycanconsideraprogressiveapproach(seemorequestion08).impacttargets,usingimpactindicators,suchasfinancedgreenhousegas(GHG)emissions.practicetargets,usingpracticeindicators,suchasfinancialflowsforspecificsectors,orclientengagement.ItwasdevelopedapathwaytoimpactbasedontheTheoryofChangeforclimatechangemitigationandfinancialhealth&inclusion.TheTheoryofChangeforclimatemitigationcanbefoundhere,theTheoryofChangeforfinancialhealth&inclusioncanbefoundhere.Youwillfindoutput,outcomeandimpactindicatorstomeasureyourperformance,setabaselineandmonitoryourprogress3.1.TargetswithpracticeindicatorsThesearetargetsfocusingsomecategoriesofactionsabankcanpursuetomanageitsimpacts:makingadjustmentstoitsportfoliocompositionandfinancialflows,andengag-ingitsclients.Thosetargetsarealwaysconnectedwiththeprioritizedimpactareas.PortfoliocompositionandfinancialflowsThiscategoryoftargetsaimstoredirectflowsoflendingandinvestmentstosectors,activitiesorprojectsalignedwithSDGsand/orrelatedtotheselectedimpactarea,aswellasshiftingtheportfoliocompositiontowardsSDGandParisalignment.Thiscanrefertothesectoralandgeographicportfoliocomposition,butalsototargetsrelatedtospecifictypesofcustomers,e.g.,low-incomecustomersorfemaleentrepreneurs.Financial&portfoliocompositiontargetsareexpressedwithfinancialindicatorsandmetrics(e.g.,financialvolumesinUSD).Suchtargetscanbepartofabroadertransitionplantoaligntheportfolioandcanincludedivestmentstrategies.Theycanbesupportedbythedevelopmentofspecificservicesandproducts(e.g.,advisoryservices,creditlines,sustainabledebtandequity).PrinciplesforResponsibleBankingTargetSetting—FAQ5IndexExamples:PartofourclimatetargetistodisburseUSD500milliontorenewableenergyprojectsby2025,whichwillconstitute30%renewableenergyinourenergyportfolio?(baseline2020:renewablesportfoliois10%ofthecurrentenergyportfolioandannualdisburse-mentisUSD50MM)Increaseby25%thevolumeofloansawardedtolow-incomecustomersbasedonalternativeriskscore/policiesby2025(baseline2020:10%ofthecurrentconsumerbankingportfolioisforlow-incomecustomers,USD500billion)Increasefinancialflowsintherealestateandagriculturecorporateportfoliodirectedtoactivitiessubstantiallycontributingtoresourceefficiencyandthecirculareconomyby20%by2025,i.e.screenedpositivelyagainstagivencirculareconomycategori-sationsystem(baseline2020:25%ofthevolumeofcorporateportfolioinrealestateandagriculturesectors)ClientEngagementEngagementtargetsinvolveengagingrelevantclientsandcustomerstoenableyouroverallalignmentobjectives–thesuccessofbanksinthisregardiscontingentonthesuccessofitsclientsasinvestmentanddivestmentstrategiesalonewillnotsuffice.Thepurposeofclientengagementistosupportclientstowardstransitioningtheirbusinessmodelsinlinewithsustainabilitygoalsbystrategicallyaccompanyingthemthroughavarietyofcustomerrelationshipchannels,rangingfromawarenessraisingcampaigns,toengagingspecificclientsontheirimpactprofileandtransitionpathways/plans,andtostructuringtailoredfinancingsolutionsforclients’transition.Examples:Toimprovethefinancialhealthscore,facilitatefinancialeducationtrainingforlow-in-comecustomers,increasingby50%thenumberofcustomerswithfinancialanddigi-talskillsby2025.Thiswillrepresent60%ofourlow-incomeclients.Engage90%ofcorporateclientsincarbonintensesectorstosetnet-zerotargets,andsupportthemindevelopingtransitionplansby2025.Ensurethat90%ofourexposuretolargecorporatecustomersinclimate-vulnerablesectorsiscoveredbytransitionplansbytheendof2025.Engage90%ofkeyclientsforresourceefficiencyandcirculareconomypurposesinWasteTreatmentandPlastics/packagingsectorsby2025(baseline2020:20%ofkeyclientsforresourceefficiencyandcirculareconomypurposesinWasteTreatmentandPlastics/packagingsectorshavebeenengaged).3.2.TargetswithimpactindicatorsBanksshouldultimatelysettargetsaddressingtheirimpact,usingimpactindicators.Targetsneedtobealignedwithinternational,regional,ornationalframeworksandinformedbyscienceandpolicy.Thesetargetshelpbanksaligntheirportfoliowithrele-vantframeworks.PrinciplesforResponsibleBankingTargetSetting—FAQ6IndexExamples:Aspartoftheoverarchingnetzeroby2050target,reduceemissionsrelatedtopowersectorby72%by2030(baseline2020with11.4MtCO2e,representing33%ofourin-scopeassets,inlinewithIEANZE2050scenario).Seeafullclimatetargetexamplehere.Zerodeforestationby40%inouragricultureportfoliointheAmazonby2030andalignedwithlocalNDC(baseline2020:40%ofouragriculturalportfolioisintheAmazonwith20%offorestcoverage)Decreasethenumberofcustomerswithalowafinancialhealthscoreby50%by2030andalignedwithNationalPolicies(baseline2020:30%ofourclientsareclassifiedashavinga“l(fā)owleveloffinancialhealth”;50%“mediumlevel”and20%as“highlevel”).Untilwhenshouldabanksettargets?Abankhasaninitial4yearstoimplementthe3KeysSteps,meaningthatabankshouldhaveatleasttwotargetsinplacethataddressbanks’impactsbytheendofthe4yearimplementationperiod.Thesetargetsshouldbeattheimpactlevel,usingimpactindica-tors.Duringyear2and3bankscansetportfoliocomposition&financialtargetsaswellasclientengagementtargetsasaninterimstepandconsideringthepathwaytoimpact.Pathwaytoimpactforfinancialhealth&inclusionPathwaytoimpactforclimatemitigationWhatistheexpectationforclimatemitigationtargetsunderthePRB?BanksmustaligntheirportfoliowiththeParisClimateAgreement(strivingfor1.5degrees)andrefertoregionalornationalframeworks(e.g.NationallyDeterminedContri-butions(NDCs))whendevelopingtheirtargets.NZBAmembersmustaligntheirportfolioswithnetzeroby2050(whichcorrespondstolimitingclimatechangeto1.5degreeswarmingofglobaltemperatures).AllPRBmembersshouldaligntheirportfolioswitha1.5degreespathway,whichtheglobalcommunityhasagreedtostriveforintheParisAgreementonClimate.Forbanksindevelopedcountriesthismeanstoatleastaligntheirportfoliowithapathwayfornet-zerocarbonemissionsby2050.Forbanksindevelopingcountries,theyshouldaimtoalignwiththeambitionoftheParisAgreement.Onefirstimportantstepistounderstandifthecountry’sNDC(ifinplace)isalignedwiththeParisClimateAgreement.TherearedifferentplatformsthatanalyzetheNDCs’ambition.1IftheNDCscorrespondtomorethan2degreeswarming,banksshouldaimfortheParisgoalofstrivingtolimitglobalwarmingto1.5degreesasaminimuminstead.Forsomebanksindevelopingcountries,climateadaptationmayevenbeahigher/|1/|/|/|/PrinciplesforResponsibleBankingTargetSetting—FAQ7Indexpriorityandmoreurgentthanmitigation,inwhichcasesettingbankscansetfinancialtargetsasaninterimstep(seemorequestion8).Findmoreinformationonsettingclimatemitigationtargetsintheseguidancedocuments.Whatarethekeyindicatorstoclimatemitigationandfinancialhealth&inclusion?Asetofindicatorshasbeenproducedfortheimpactareasofclimatemitigationandfinancialhealth&inclusion.Althoughtheyarenotmandatory,theseindicatorswillsupportbanksintheirreportingandinshowingprogressagainstPRBimplementation.Thatmeansthatbanksshouldsettargetsusingimpactindicators.Acknowledgingthefactthatbanksareindifferentstagesofimplementationandondifferentlevelsofmatu-rityandthereforemightnotbeabletoreportonimpactfromthebeginning,aTheoryofChangeapproachhasbeenusedtodevelopthesetofindicatorsbelow.2TheTheoryofChangeshowsthepathwaytoimpactandconsiderstherelationshipbetweeninputs,actions,outputs,andoutcomesinordertoachieveimpact.TheTheoryofChangeforclimatemitigationcanbefoundhere,theTheoryofChangeforfinancialhealth&inclu-sioncanbefoundhere.TheTheoryofChangeallowstoidentifymetricsandsettargetswhichalignwiththebank’smaturitylevel.Theindicatorsareallconnectedtoabank’simpactandcanbeconsideredasstepstowardsmeasuringimpact.Someofthepracticeindicators(ontheaction,output,andoutcomelevelsrespectively)areconnectedtoportfoliocompositionandfinancialtargetsortoclientengagementtargets,whichenableyouroverallimpacttarget.Onceyouhavesetthetarget,therecommendedindicatorscanbeusedasguid-anceforyouractionplanaswellasdefiningKeyPerformanceIndicators(KPIs)whichyoucanthenusetomeasureprogressagainstthesettargets.Howdoesabanksetatargetwhenthereisalackofdataand/ormethodologies?Canabanktakeaprogressiveapproach?UNEPFIacknowledgesthattherearedifferentlevelsofmaturityfordifferentimpactareas.Forexample,climatechangemitigation,genderequalityandfinancialhealth&inclusionareimpactareaswithmoreestablishedmethodologiesandspecificguid-anceinplace.Fortheseimpactareas,banksmustaimatestablishingimpacttargets(e.g.climatetargetsoflimitingglobalwarmingto2,strivingfor1.5degrees)withinthefouryearsofimplementingthe3KeySteps.Onthepathwaytoimpact,settingportfo-liocomposition&financialtargetsorclientengagementtargetsalreadyearlierontheimplementationjourney(e.g.year2and3)isrecommended.Ontheotherhand,biodiversity,water,circulareconomy,resourceefficiencyandclimatechangeadaptationareexamplesofmorenascentimpactareasintermsofmethod-ologies,data,andmetrics.Here,settingimpacttargetsislessclear.Forthosecases,settingtargetsischallengingbecausetherearenostandardsandcommonmetricsyet;ItisnotrequiredfrombankstoworkwiththeTheoryofChangeconceptinternally.Infact,theTheoryofChangehasbeenusedtostructuretherequirementsofsettingSMARTtargetsusingrelevantindicators.PrinciplesforResponsibleBankingTargetSetting—FAQ8Indexhowever,UNEPFIencouragespioneeringfinancialinstitutionstostartpilotingnewstrategies,metrics,andtargetstomakeprogress.Toaddressthischallenge,banksmaytakeaprogressiveapproachandsettargetsintheseimpactareasbystartingwithengagementandportfoliocomposition&financialtargetsasaninterimsteponthewaytoanimpacttarget.Whereabankfollowsthisapproach,theymustmakearequesttoPRBsecretariatandprovideconcreteevidenceofitsplanstodevelopanimpacttargetwithinadefinedperiod.Inthesecircumstances,banksshouldreportprogressandclearlydefineatimelinetosetimpacttargetswithinashortperiodoftime.Forthementionednotsoadvancedimpactareasasresourceefficiencyorbiodiversity,bankscansetportfoliocomposition&financialflowandengagementtargetsINTHEINTERIMalsoattheendofthe4years,butstilltheyneedtomakesurethattheycometotheimpactlevelassoonaspossible.Banksshouldhaveanddiscloseaclearplanandatimelinetoprogresstoimpacttargetsintheshort-term.Stage1Thebankdefinestargetswithengage-mentandportfolioindicatorsasafirststep.Thesearesupportedbybaselines,KPIsandactionplans.Theyarealsoclearlyassociatedwithanimpactob-jective,andthereisaclearplanandatimelinetoprogresstoimpacttargetsintheshort-term.

Stage2Thebankdefinesatargetusingimpactindicatorswithbaseline,actionplansandKPIstomonitorprogress.WhatkindoftargetsarenotinlinewithPRBrequirements?Targetsthatdon’taddresssignificantimpactareasidentifiedthroughanimpactanalysisFinancialpledgeswithoutdisclosingabank’scurrentbaselineorproportionofportfolioTargetswithoutabank’scurrentbaselineand/orrelevantKPIstomonitorprogress,Targetsthatdonotconsidercountryneeds;andarenotalignedwithnationalorregionalpoliciesandframeworks.Targetsthatdidn’tconsideranysignificantassociatednegativeimpactsOperationaltargets,e.g.,diversityattheboardlevelorresourceefficiencyforinternaloperations.ThesekindsoftargetsarewelcomebutdonotfulfilthePRBrequirements,whichrequirecorebusinessfocusedtargets.TargetsshouldbeSMARTwithaclearcurrentbaseline,relevantforthebank’sbusi-nessandalignedwithinternational,regionaland/ornationalframeworks.Intheirreporting,banksshouldbetransparentabouttheirtargets,thebaselinestheyhaveset,andtheactionstheywilltaketoachievetheirtargets,andtheKPIstheywillusetomonitortheirprogress.IfyourbanksignedNet-ZeroBankingAllianceortheCollectiveCommitmentforFinan-cialHealth&Inclusion,checkspecificrequirementsandcoreindicators.PrinciplesforResponsibleBankingTargetSetting—FAQ9Index9. ChecklistforsettingtargetsandreportingIsyourtargetrelatedtooneofyourprioritisedsignificantimpactareas?Isyourtargetalignedwithnational/regional/globalframeworks?DidyoureportonframeworksorSDGsyouarealigningwith?Didyouengagerelevantinternalandexternalstakeholdersduringthetargetsettingprocesstogetambitioustargetsalignedwithyourbusinessstrategy?(Principle5)Didyousetanambitioustargetconsideringyourcontext(alignment)?Didyousetandreportyourbaseline?DidyousetanddiscloseyourSMARTtargets?DidyoudefineandreportKPIstomonitoryourprogress?Didyoudefinemilestonesoractionplanstoachieveyourtarget?10.Howdoesthebank