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Corporate Governance

This statement follows the structure set out in the Norwegian Accounting Act Section 3-3b:


The Board bases its overall corporate governance on:

  • Optimising the Company’s assets in a long-term perspective
  • Equal treatment of all shareholders
  • Equal and assured access to reliable, relevant and up-to-date information about the Company’s business

Statement of corporate governance according to th Norwegian Accounting Act

  1. The statement is submitted in compliance with the Norwegian Code of Practice for Corporate Governance of 30 October 2014.
  2. The Code of Practice is available at http://www.
  3. Any deviations from the Code of Practice and regulations are explained under each paragraph.
  4. The main elements in the systems for internal control and risk management are described in section 10 of the statement; see section 10a below. The systems for internal control and risk management relating to the financial reporting process are described separately in section 10b.
  5. The Company’s Articles of Association do not contain provisions that in whole or in part expand on or deviate from the provisions of Chapter 5 of the Public Limited Liability Companies Act.
  6. The annual report describes  the composition of the Board and the Board’s select committees. The main elements of the currently applicable instructions and guidelines for these bodies are described in sections 8 and 9 below.
  7. The provisions in the Articles of Association that regulate the appointment and replacement of board members are described in section 8 below.
  8. The provisions in the Articles of Association and authorisations that empower the Board to decide that the Company shall buy back or issue own shares are explained in section 3 below.

1. Statement on corporate governance

In accordance with the Storting’s recommendation, the Board proposed in 2015 that the general meeting dispense with the Supervisory Board and its Control Committee with effect from 1 January 2016. The general meeting adopted a resolution in line with the Board’s recommendation, and this has brought the owners closer to the Board, which is the body that, by law, manages the Company. The Nomination Committee’s position has been strengthened, and it is working on adapting to its role and responsibility. The Board’s audit committee has for many years served as a preparatory committee in relation to the Board’s control responsibility, and it maintains most of the functions of the Control committee.­­

Under the Financial Undertakings Act, the Board is obliged to establish a dedicated risk committee, i.e. a preparatory committee corresponding to the audit committee. While the audit committee is a retrospective committee, the risk committee will take a forward-looking perspective in relation to the Company’s strategy, risk appetite and risk ability. These committees are preparatory only. The purpose is to strengthen and make the Board’s discussions more efficient. The Board’s collective responsibility remains unchanged. It was decided in 2016 to establish the risk committee with effect from 1 January 2017. The audit committee has fulfilled both roles for many years, and the Board has started work on finding an appropriate work form for the future.

 In addition to what has been discussed above and changes made as a consequence of the new Financial Undertakings Act, corporate governance is subject to annual evaluation and discussions by the Board. The Board discussed and prepared this statement at a meeting on 8 February 2017 and adopted it at a meeting on 8 March 2017. Gjensidige’s compliance with the individual items is also described.

 The Board’s statement on corporate governance in Gjensidige Forsikring ASA is available at www.

 Core values and social responsibility

Gjensidige’s core values and social mission lie in its core business operations – to safeguard life, health and assets through relieving customers of financial risk and providing active, helpful assistance when there is a risk of loss or when a claim has arisen.

Another important part of our social mission is to contribute the expertise the Group possesses in the field of loss prevention, to require safety measures to protect lives and assets, and to make other contributions that benefit society as a whole within a commercially responsible framework. 

This social responsibility shall be practised in line with society’s expectations of Gjensidige’s social role. 

The Board has adopted guidelines for ethics and corporate social responsibility. Gjensidige’s commit- ment will be further developed on the basis of the expertise that it accumulates through conducting its core business. 

Through our operations, we have acquired extensive expertise in loss prevention. This know-how shall as far as possible be used for the benefit of society as a whole. Traffic and fire are especially important areas in which the Company’s expertise in loss prevention can help to save lives and assets. Other important areas are awareness-raising campaigns aimed at combating fraud and other crime, and efforts to promote physical and mental health in the population. The Company’s extra efforts in the area of corporate social responsibility will be concentrated on loss prevention in the broadest sense.

 Gjensidige’s internal control systems include the Company’s core values and guidelines for ethics and corporate social responsibility. A dedicated ethics suggestion box has been established for reporting relevant matters. Effective notification procedures have also been established that make it easy to notify the management and/or the Board of inappropriate conduct that it has not been pos- sible to change through established management systems, and that also ensure that whistleblowers are protected and that matters that are raised receive relevant follow-up. 

The Group shall be characterised by high ethical standards. Its corporate governance shall be in accordance with best practice. A good corporate governance policy will improve the Group’s poten- tial for value creation and increase the trust and respect it enjoys in society over time.

The Company’s work on corporate social responsibi- lity is described in more detail on pages 22-35 of the annual report and at group/. Selected quantitative results are presented in the table on page 35.

 The Group’s efforts in relation to the working environment, equal opportunities and integration are described in more detail on page 25 in the annual report. 

The Company’s financial investments shall comply with generally accepted guidelines for socially responsible investments (SRI). Gjensidige’s guide- lines for SRI cover human rights, labour rights, the environment, corruption and weapons production.

Companies that fail to meet the requirements set out in the guidelines will be excluded from Gjensidige’s investment universe.

We have celebrated Gjensidige’s 200th anniversary this year. It was not until 2010 that Gjensidige decided to focus its business activities through Gjensidige Forsikring ASA, and to strengthen its efforts for the benefit of society as a whole through the Gjensidige Foundation. The Board is impressed with the strong position the Gjensidige Foundation has achieved in such a short space of time as a public benefactor and Norway’s biggest founda- tion, and as the bearer of Gjensidige’s tradition for supporting efforts to safeguard lives and health.

Deviations from the Code of Practice: None

2. The business

Pursuant to its Articles of Association, Gjensidige can engage in direct and indirect general and life insu- rance operations, including taking on pure risk insu- rance with a duration of no more than one year in the area of life insurance, owning companies that engage in general insurance, life insurance, banking, financing and securities activities, taking over risk insurance and reinsurance in general and life insurance to the extent permitted by law, and other related business.

Vision and goals
Gjensidige’s vision is to know the customer best and care the most. Its mission is to safeguard life, health and assets, which has been the Company’s value basis for two hundred years.

Gjensidige’s goal is to become the most custo- mer-oriented general insurance company in the Nordic region, based on profitable operations and a leading position. 

A strong focus on customers is the core of Gjensidige’s strategy. Backed by a down-to-earth business culture and analysis-based core operations, this will give Gjensidige a competitive advantage.

Gjensidige’s position shall be further strengthened through the development of Gjensidige as a pan-Nordic general insurance player that also takes its share of the growing accident and health insurance market. Acquisitions shall supplement organic growth and the achievement of of the following financial targets after 2–3 years.

  • Return on equity above 15 percent
  • Combined ratio in the interval 90-93 

A fast pace and flexibility in the development of products, services and service models are necessary in order to be the preferred insurance provider. The automation of internal processes is intended to ensure cost-efficiency and facilitate increased use of self-service solutions by customers. 

Analytical use of data in order to offer attractive products and services and ensure profitable ope- rations is crucial if we are to realise our ambition of being the most customer-oriented general insurance company in the Nordic region. 

Changes in technology and customer behaviour mean that increasingly close cooperation is required between our distribution channels. A good understanding of what customers are concerned with in their everyday lives is a precondition for being able to develop new, relevant services.

Customers’ needs and behaviour are changing faster than ever. It is therefore paramount to reduce the time it takes to develop and launch new customer-oriented services.

Information is a strategic resource for Gjensidige. The work on ensuring good data quality, efficient data collection processes, availability, reporting and analysis will therefore be strengthened further.

 Without motivated, committed managers and employees who possess the right expertise and attitudes, our strategic ambitions cannot be reali- sed. A higher pace of change – not least as regards technology and customer behaviour – means that a transition is needed from traditional training-ba- sed competence-raising measures to a dynamic learning culture driven by individual managers and employees. Competence shall increasingly be shared through data-driven work processes and cooperation-based solutions. A stronger overall understanding shall be created through internal rotation of managers and staff.

Gjensidige Bank and Gjensidige Pensjon og Sparing play an important strategic role in relation to Gjensidige’s position in the Norwegian market.

Exclusive customer solutions and concepts will continue to be important in both the private and commercial markets.

Deviations from the Code of Practice: None


3. Equity and dividends

The Gjensidige Group’s equity amounted to NOK 22.3 billion at the end of 2016.

Based on Gjensidige's understanding of the rules and the way it has been implented in Norway, the Solvency margin was 147 per cent at year end based on the Standard formula, and 180 per cent based on the Partial internal model.

The Board has adopted the following three perspe- ctives to assess the Group’s capital needs:

  • Legal requirements: Solvency II standard formula
  • Internal risk-based requirement: Solvency II internal model
  • Rating requirements: Insurer financial strength rating A from S&P or equivalent from other rating agencies

At the turn of the year, the rating perspective resulted in the lowest excess capital.

Gjensidige’s goal is to distribute high, stable nominal dividends, at least 70 per cent of the profit after tax expense over time. When determining the size of the dividend, consideration will be given to expected future capital needs.

In addition, any future excess capital over and above the capitalisation target will be distributed to the owners over time. By the capitalisation target is meant capitalisation that is adapted to Gjensidige’s strategic targets and appetite for risk at all times. The Group shall maintain its financial freedom of action, without this being at the expense of capital discipline.

Adopted dividend for 2015
A dividend of NOK 4.2 billion was adopted and disbursed in April for the 2015 financial year. That corresponds to NOK 8.40 per share, of which NOK
6.40 was based on the profit for 2015 and NOK
2.00 was distribution of excess capital.

Adopted dividend for 2016
On 25 October 2016, based on the current autho- risation granted to the Board, the Board adopted a dividend of NOK 4.00 per share, corresponding to a total of NOK 2.0 billion. The dividend is related to the distribution of excess capital and was disbursed on 10 November 2016.

Proposed dividend for 2016
The proposed dividend for the 2016 financial year is NOK 3.4 billion. This corresponds to NOK 6.80 per share. The proposed dividend based on the profit for the year corresponds to 73per cent of the Group’s profit after tax expense. The Board’s proposal for the distribution of dividend for the 2016 financial year is explained in more detail in the Board´s report.

Authorisations granted to the Board Gjensidige’s annual general meeting granted the following authorisations to the Board in 2016:
- Authorisation to purchase own shares in the market with a total nominal value of up to NOK 1,000,000. The authorisation is valid until the next general meeting, no longer, however, than until 30 June 2017. It can only be used for sale and transfer to employees of the Gjensidige Group as part of the Group’s share savings programme as approved by the
Board, or to executive personnel in accordance with the remuneration regulations and the pay policy adopted by the Board. The minimum and maximum amounts that can be paid per share are NOK 20 and NOK 200, respectively. The purpose of this measure is to promote a good business culture and loyalty by making employees part-owners in the Company. The authorisation was used to buy shares in 2016.
The authorisation was considered as a separate item at the Company’s annual general meeting.
- Authorisation of the Board to decide the distribution of dividend on the basis of the Company’s annual accounts for 2015. The aut- horisation is valid until the next annual general meeting, no longer, however, than until 30 June 2017. The authorisation is in accordance with the Company’s adopted capital strategy and dividend policy. It gives the Company flexibility and will mean that the Company can distribute additional dividends without having to call an extraordinary general meeting. The authorisa- tion was used in 2016. The authorisation was considered as a separate item at the Company’s annual general meeting.
- Authorisation to raise subordinated loans and other external financing limited upwards to NOK 3 billion and on the conditions stipulated by the Board. The authorisation was used in 2016.

When the Board proposes new authorisations to the general meeting, they shall, in the same way as the existing authorisations, be considered as separate items at the Company’s annual general meeting, be limited to defined purposes and be valid during the period until the next annual general meeting.

Deviations from the Code of Practice: None

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4. Equal treatment of all shareholders

The Company has only one class of shares and all shares carry equal rights in the Company.

Each share carries one vote at the general meeting, unless otherwise stipulated by law or other official decision.

Existing shareholders have pre-emption rights when new shares are issued. With the approval of at least two-thirds of the total number of votes represented at the general meeting, the general meeting can decide to set aside the pre-emption rights. Grounds must be stated for any proposal to set aside pre-emption rights, and this must be documented in the case document submitted to the general meeting.

In cases where the Board decides to issue new shares and the pre-emption rights are set aside on the basis of an authorisation, the grounds will be disclosed in a stock exchange announcement in connection with the share issue.

The Board shall ensure that the Company complies with the Public Limited Liability Companies Act Sections 3-8 and 3-9 in agreements between the Company and parties mentioned there. On ente- ring into not immaterial agreements between the Company and shareholders, closely-related parties, board members or members of the management or close associates of such members, the Board shall obtain an assessment from an independent third party. The same applies to agreements with group companies that have minority sharehol- ders. This follows from the rules of procedure for the Board, which are available at https://www.

All board members and members of management shall immediately notify the Board if they, directly or indirectly, have an interest in a transaction or agreement that the Company is considering ente- ring into. This applies even if the board member is deemed not to be disqualified from considering the matter These provisions are laid down in the rules of procedure for the Board. The objective is to avoid harming the Company’s reputation in connection with investments where there may be circum- stances that can be perceived as an unfortunate close involvement, or a close relationship between the Company and a board member or executive personnel.

The Company’s trading in own shares must take place through a stock exchange or in other ways at the listed price.

Deviations from the Code of Practice: None

5. Freely negotable shares

The shares in the Company are freely negotiable pursuant to the Articles of Association. Gjensidige is a Norwegian financial institution. Norwegian framework legislation contains general licensing provisions that apply to all Norwegian financial institutions in connection with large acquisitions of shares (ten per cent or more).

Deviations from the Code of Practice: None

6. The general meeting

The general meeting is Gjensidige’s supreme body.

The general meeting is open and accessible for all shareholders. The annual general meeting shall be held before the end of April every year. The Company’s Articles of Association do not contain provisions that expand on or deviate from the provisions of the Public Limited Liability Companies Act Chapter 5.

The general meeting is conducted in accordance with the Code of Practice:
- The Articles of Association stipulate that three weeks’ notice must be given. The notice of the meeting and case documents are made
available on the Group’s website https://www. Shareholders may nonet- heless demand that the case documents be sent to them by post free of charge. The minutes will be published at group/as soon as they are available.
- The case documents shall be sufficiently detailed to provide a basis for considering the matters raised.
- Shareholders who wish to attend the general meeting must notify the Company in writing at least five days before the meeting. The registra- tion deadline is based on practical considerati- ons in connection with the organisation of the general meeting.
- In connection with elections at the general mee- ting, it will be possible to vote for one candidate at a time.
- The CEO, the Chairman of the Board and the Chair of the Nomination Committee are required to be present unless this is clearly
unnecessary or they have valid grounds for not attending.
- The Company’s auditor will be present at the meeting.
- If necessary, and if the nature of the matter so requires, the whole Board and the whole Nomination Committee will be present at the meeting.
- Pursuant to the Articles of Association, the general meeting shall be chaired by the Chairman of the Board or another person designated by the Board.
- Shareholders may be represented by proxy. The notice of the meeting will contain more detailed information about the procedure for represen- tation by proxy, including an authorisation form. In addition, a person will be appointed who can vote by proxy on behalf of shareholders.
- Shareholders can vote electronically in advance before the general meeting. Voting in advance can be done via the Company’s website www., and via VPS Investor Services.

More information about the use of proxy and shareholders’ right to have matters considered by the general meeting is provided in the notice of the meeting and at konsern.

Pursuant to the Articles of Association, the Board may decide that shareholders can attend the gene- ral meeting by means of electronic aids, including exercising their rights as shareholders electronically. Members of the Board are present at the general meeting. In accordance with the Articles of Association, the Chairman of the Board and the CEO will normally be present to answer questions.

Deviations from the Code of Practice: Pursuant to the Code of Practice, the whole Board, the whole Nomination Committee and the auditor should be present at the general meeting. It has so far not been necessary for all the above parties to be present, but this may change depending on the circumstances around the matters to be conside- red. In accordance with the Articles of Association, the Chairman of the Board, the Chair of the Nomination Committee, the Company’s auditor and the CEO will always be present to answer any questions.

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7. Nomination Committee

Gjensidige has decided in its Articles of Association that the Company shall have a Nomination Committee consisting of four to six members elected by the general meeting. The Chair and members of the Nomination Committee are elected for a term of one year. 

At present, Gjensidige’s Nomination Committee consists of five members. All members are independent of the Board and other executive personnel. According to the rules of procedure for the Nomination Committee, the members should reflect the interests of the shareholders as a whole. As majority owner, the Gjensidige Foundation is represented by two members. This recommenda- tion was followed in 2016.

 As of 31 December 2016, the Nomination Committee consisted of the following members:

  • Einar Enger (Chair)
  • Mai-Lill Ibsen
  • John Ove Ottestad
  • Torun Bakken Skjervø
  • Joakim Gjersøe 

One of the board members elected from among the employees takes part as a permanent mem- ber in discussions and proposals for the election of Chairman of the Board. The leader of the Committee can invite other board members elected from among the employees to certain important discussions about the election of the Chairman.

The Nomination Committee started work on preparations for the election in 2016 already in autumn 2015. A total of 11 meetings were held. In order to arrive at the best possible basis for its assessments, the Nomination Committee had conversations with the Chairman of the Board, the board members and the CEO.

The Nomination Committee shall contribute to the election of competent and engaged officers with a focus on the creation of value. The objective is that, together, the elected officers shall be capable of challenging and inspiring the day-to-day manage- ment in the Company’s business areas.

The Nomination Committee shall propose candidates for:

  • the Board, including the Chairman of the Board
  • the Nomination Committee, including the Chair of the committee
  • external auditor

A reasoned recommendation containing relevant personal details shall be enclosed with the notice of the meeting.

The Nomination Committee wishes to ensure that the shareholders’ views are taken into account when members are nominated for the Board. In addition to the Nomination Committee consulting particularly active shareholders for proposals for candidates and support for its recommendations, all shareholders are invited to propose candidates for governing bodies via a request on the Company’s website. The deadline for submitting proposals is normally the turn of the year in order to ensure that proposed candidates are considered at the start of the process, and to have time to carry out the statutory suitability assessment and receive necessary clearance from the nancial authorities before the election.

The Nomination Committee shall recommend all remuneration to be decided by the general meeting, including the remuneration of members of the Nomination Committee, which is decided by the general meeting, and submit a recommendation concerning whether the proposal for the auditor’s fee shall be approved.
Rules of procedure for the Nomination Committee’s work have been drawn up and adopted by the general meeting. The rules of procedure are available at  ttps:// .
Further information about shareholders’ right to submit proposals to the Nomination Committee is available at

Deviations from the Code of Practice: None

8. Board, composition and independence

Composition of the Board
The Board of Gjensidige shall consist of ten members, three of whom are elected by the employees. The shareholder-elected board members are elected for one year at a time. Board members elected by and from among the employees are elected for two years at time, but such that at least one member is up for election every year.

The Chairman of the Board is elected by the general meeting.

 The Board of Gjensidige shall be broadly composed, and consideration shall be given to the Board’s ability to work well as a collective. In the rules of procedure for the Nomination Committee, the general meeting sets out the following guidelines for the Nomination Committee’s work:

  • The Nomination Committee shall emphasise that all proposed candidates for the Board have the necessary experience, qualifications and capacity to carry out the duties of the office in a satisfactory manner.
  • When nominating members to the Board, the principles for good corporate governance mean that emphasis should be placed on the overall interests of the shareholders and on reflecting the composition of the shareholders.
  • The members of the Board should be independent of the Company’s day-to-day management.

Information about the members of the Board:

 Number of board
meetings attendedr

Number of Gjensidige
shares as of 31 December

Inge K. Hansen11 of 1112,253
Trond Vegard Andersen
member until 7 april 2016)
2 of 31.805*

Hans-Erik F. Andersson
(member until  7 april 2016)

2 of 31,778*
Per Arne Bjørge11 of 1110,542
Kjetil Kristensen
(member until  31 august 2016)
5 of 5593*
Gisele Marchand10 of 111,483
Gunnar Mjåtvedt11 of 111,975
Mette Rostad11 of 111,550
Tine Gottlob Wollebekk11 of 110
Lotte Kronholm Sjøberg11 of 11429
Knud Peder Daugaard
(member from  7 april 2016)
6 of 73,000
John Giverholt
member from  7 april 2017)
7 of 70
Anne Marie Nyhammer
(.member from  1 september 2016)
4 of 40

*) As at time of resignation from the board.

The Board’s independence
No member of the Company’s general mana- gement is a member of the Board. All sharehol- der-elected board members are independent of executive personnel. Board members Knud Peder Daugaard, Per-Arne Bjørge and Mette Rostad were elected on the proposal of the Company’s

biggest owner, the Gjensidige Foundation. All board members are independent of important business associates.

Board members’ shareholdings
7 of the board members own shares in the Company; see the overview in the table. The board members follow the general rules concerning primary insiders, but they have all voluntarily accepted and informed their closely related parties that trading in the Gjensidige share or derivative instruments will only take place within a reasonable time frame after submission of the quarterly report, so that trading can take place on the basis of the same information about the Company and the Company’s financial position as is available to the market in general.

Deviations from the Code of Practice: None

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9. The work of the board

The work of the Board follows a fixed annual plan and is conducted in accordance with established rules of procedure. The rules of procedure are available at They set out more detailed rules for the work of the Board and how it handles matters, including what matters shall be considered by the Board, rules concerning notices of meetings and the conducting of meetings. The Board has also issued instructions for the CEO, which regulate the internal division of responsibility and tasks.

The Board holds regular physical board meetings and holds nine fixed meetings every year. Additional meetings may be held depending on matters at hand and the situation. They can be held by phone or electronically using the Company’s board portal. In 2016, a total of 11 board meetings were held, 2 of which were extraordinary board meetings. One of the ordinary meetings was an annual two-day strategy meeting. The Board also held two study sessions to obtain external input on the Board’s strategy revision.

In matters where the Chairman of the Board is or has been actively involved, another board member shall chair the Board’s discussion of the matter.

The Board carries out an annual self-evaluat- ion that is also submitted to the Nomination Committee for use as documentation in conne- ction with the committee’s work.

The Board of Gjensidige Forsikring ASA has two select committees – an audit committee and a remuneration committee. All members of the two committees are independent of the Company and its general management. A dedicated risk commit- tee was established in 2016. The committee started its work on 1 January 2017. While the audit committee is retrospective in its approach, the risk committee will be forward-looking. The purpose of the committees is to facilitate good and well-pre- pared discussions at board meetings.

The audit committee
The audit committee is a preparatory and advisory select committee that consists of board members elected by the Board. The audit committee is tasked with preparing the Board’s follow-up of the financial reporting process and improving the Board’s follow-up of the Group, among other things by contributing to thorough and independent consideration by the Board of matters relating to financial reporting. The committee shall also monitor the systems for internal control and risk management, as well as the Company’s internal audit function. The committee is also in continuous contact with the Company’s elected auditor about the auditing of the annual accounts, and it assesses and monitors the auditor’s independence; cf. Chapter 4 of the Auditors Act. The committee shall state its opinion on the election of the auditor and the auditor’s fee. The committee held seven meetings in 2016.

As of 31 December 2016, the audit committee consisted of the following members:

  • Gisele Marchand (Chair)
  • Per Arne Bjørge
  • Gunnar Mjåtvedt
  • Knud Peder Daugaard
  • Tine G Wollebekk

The remuneration committee
The remuneration committee shall, within the limits of the Board’s responsibility, strengthen the Board’s follow-up of the remuneration policy vis-à-vis
the CEO, the senior management team and key personnel.

The committee shall prepare matters for the Board. It is primarily responsible for:

  • Drafting proposals for and following up compli- ance with the Group’s guidelines and framework for remuneration
  • Annually preparing and proposing the remune- ration of the CEO
  • Annually drafting proposals for the CEO’s scorecard
  • Acting as adviser to the CEO in connection with the annual assessment of the remuneration of other executive personnel
  • Drafting proposals for principles and a declara- tion on the stipulation of pay and other remu- neration for executive personnel, employees and officers of the Company who have duties that are of material importance to the Company’s risk exposure, and other employees and officers with control tasks
  • Considering other important personnel matters relating to executive personnel

Reference is otherwise made to the Board’s declaration on remuneration in Note 18 of the annual report.

The committee is an advisory body to the Board. It held one meeting in 2016.

As of 31 December 2016, the remuneration committee consisted of the following members:

  • Inge K Hansen
  • Mette Rostad
  • Gunnar Mjåtvedt

The Gjensidige Group has been granted permission by the authorities to establish a joint remuneration committee for the whole Group, with effect from 1 January 2017.

The Board’s impartiality
The Group’s rules of procedure for the Board regulate matters concerning board members’ impartiality. A board member is disqualified from participating in considering or deciding matters that are of such great importance to the board member or his/her related parties that he or
she must be deemed to have a direct or indirect personal or financial interest in the matter. The same applies to the CEO. Board members are also disqualified when other special circumstances could undermine trust in their motives for participating in deciding a matter.

Individual board members are obliged to ensure they are not disqualified from considering a matter on grounds of partiality. In cases of doubt, the matter shall be presented to the Chairman of the Board. The Chairman of the Board shall present cases of doubt relating to his or her own impartia- lity to the whole Board.

The Board shall approve agreements between the Company and a board member or the CEO. The Board shall also approve agreements between the Company and a third party in which a board member or the CEO must be deemed to have a particular interest.

Introduction programme for new board members
Relevant information about the Company and the work of the Board is made available to new board members on the Company’s web-based portal for board members. In addition, new board members will, by meeting key members of the management, be given an introduction to the organisation and running of the Company.

Deviations from the Code of Practice: None

10. Risk management and internal control

a) General
The Board focuses on risk management and internal control, and this is an integral part of the Board’s systematic work. The Board has adopted a group policy for risk management and internal control. Among other things, the document describes the main principles for risk management and internal control, in addition to describing the division of responsibility. The document is available at

The main purpose of risk management and internal control is to provide reasonable assurance of goal attainment through the following methods:

  • Targeted, efficient operations.
  • Reliable, available management information and correct external reporting.
  • Compliance with internal and external regulations.
  • Loss limitation and safeguarding of assets

Gjensidige’s internal control system includes the Company’s core values, guidelines for ethics and social responsibility and other governing docu- ments.

The Board carries out an annual review of the Group’s most important risk areas and its internal control. The Board also receives quarterly reports on the risk situation in the Group. The division of responsibility between the Board and the CEO is as follows:

The Board’s responsibilities:

  • The Board has overall responsibility for ensuring that Gjensidige has established expedient, effective processes for risk management and internal control in accordance with recognised frameworks.
  • The Board shall ensure that such processes are satisfactorily established, implemented and followed up, among other things by considering reports prepared by the Risk Management and Compliance function that are submitted tothe Board by the CEO and the internal audit function as direct reports to the Board.
  • The Board shall ensure that risk management and internal control are integrated in the Group’s strategy and business processes.

The CEO’s responsibilities:

  • The CEO shall ensure that Gjensidige’s risk management and internal control are imple- mented, documented, monitored and followed up in a satisfactory manner. The CEO shall issue instructions and guidelines for how the Group’s risk management and internal control shall be carried out in practice and establish expedient control processes and functions.

Centralised control functions have been established that are independent of business operations: the Risk Management-, the Compliance- and the Actuary function. In addition, the internal audit function serves as an additional, independent control level that reports directly to the Board.

The Compliance function is independent in relation to operations, and it identifies, assesses, monitors, advises and reports on the Group’s compliance risk. Assessing compliance risk is part of the Group’s annual risk assessment process.

The Risk and Compliance function is responsible for monitoring the overall risk situation and the framework for risk management, including internal control and the quantification and aggregation of risk.

The internal audit function is an independent, obje- ctive confirmatory and advisory function that shall contribute to the organisation achieving its goals. The head of the internal audit function is appointed and dismissed by the Board and submits reports on the Group’s risk management and internal control to the Board and the CEO at least once a year. The Board approves resources and plans for the internal audit function annually. The Group Audit Director reports quarterly to the Board and the CEO on the results of the audit work. The audit work is carried out in accordance with international internal auditing standards (IIA).

The Group’s control functions are organised on the basis of the principle of three lines of defence.

b) Financial reporting and financial management
Among other things, the CFO is responsible for asset management, risk and capital management, the Actuary function, the planning process and financial performance. Among other things, the Executive Vice President of Group Staff and General Services is responsible for financial reporting and follow-up of limits on the investment activities. This organisation is intended to ensure independence between the leading premise setter for profit performance and those who report the results.

The Gjensidige Group publishes four interim reports in addition to the ordinary annual accounts The accounts shall meet the requirements in laws and regulations and be prepared in accordance with adopted accounting principles.

Publishing deadlines are stipulated by the Board. The tasks that are carried out in the concluding phase are set out in a schedule that specifies the person responsible and the deadline for ensuring timely reporting. The schedule is reviewed prior to each quarter to ensure that any new circumstances are identified and that the schedule continues to be expedient.

As part of Gjensidige’s governing documents, an overall description has been prepared of the process relating to the closing of the accounts. Reporting instructions have also been prepared, including accounting principles that subsidiaries and branch offices must use in their reporting. The internal control is based on the principle of division of labour and dualism, and it is documented through descriptions of processes and procedures in material areas. Authorisation structures, recon- ciliations and management reviews have been established.

As part of the Board’s above-mentioned annual review of the Group’s risk areas and internal control, an evaluation is also carried out of risk and control in the financial reporting process, and of whether measures are necessary.

Consolidated accounts are prepared every month and reported to the Board on a monthly basis, with comments on and explanations of each business segment. In this connection, Group Accounts cooperates with the Actuary function, Group Performance Management, Reinsurance and the controllers in the business areas on quality assurance of figures and comments. The insurance provisions are assessed monthly by the Actuary function and reviewed annually by an external actuary. Accounting items that entail a varying degree of discretionary judgement and assessment are reviewed and documented in advance of the quarterly closing of accounts. Discretionary accounting items are reviewed by the Board’s audit committee at quarterly meetings. The audit committee also considers the interim reports, company accounts and consolidated accounts.
The processes are identical for the Group and the parent company. The annual accounts are adopted by the respective general meetings.

The Group has established a planning process for financial management whereby the CEO, the CFO and the Chief Performance Officer meet with business and support areas at least every quarter and review financial performance and goal attainment as well as events that affect future development. Among other things, they assess risks relating to financial reporting, in both the short and long term. The Senior Group Management reviews monthly financial reporting, including developments in profit/loss and balance sheet items, goal attain- ment, the forecast for the year, risk assessment and analysis of and comments on results in business and support areas.

In connection with the outsourcing of material work processes, such as payroll and ICT services,the Group obtains statements in accordance with ISA3402 in order to assess the contracting party’s internal control. The purpose of this is to ensure that the contracting party has satisfactory internal control. Gjensidige’s own security department
also performs independent security checks of the contracting party relating to ICT systems, including access control and the protection of sensitive data.

The Group is concerned with ensuring that processes relating to financial reporting and financial management are carried out by personnel with the right expertise for the different tasks.
Professional updating in the form of self-studies, courses and continuing education takes place on the basis of the needs and complexity of the position in question. The goal is that the Group shall have sufficient expertise and resources at all times to be able to carry out timely closing of the accounts without there being material errors in the consolidated and company accounts. This involves fields such as IFRS, NGAAP and the Annual Accounts Regulations for Insurance Companies etc. Gjensidige participates actively in various industry organisations for banks and life and general insurance companies where topical issues are discussed.

Deviations from the Code of Practice: None

11. Renumeraton of the Board

The Nomination Committee proposes the remuneration of the Board, which is decided by the general meeting. This remuneration is not dependent on the Group’s performance, and none of the board members have share options issued by the Company.

 The remuneration of individual board members  is described in note 18 of the annual report. The amount of the remuneration reflects the Board’s responsibility, expertise, time consumption and the complexity of the business. In addition, board members are paid a separate fee for participating in the Board’s audit committee and remuneration committee.

 As a rule, board members or companies with which they are associated shall not take on specific assignments for the Company in addition to their office as board member. If such assignments nonetheless arise, the whole Board shall be infor- med about this. No such assignments were carried out in 2016, and no fees have therefore been paid to board members over and above the fee they receive as members of the Board.

Deviations from the Code of Practice: None

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12. Renumeration of executive personell

The Group has established a remuneration system that applies to all employees. The system is intended to ensure that Gjensidige attracts and retains employees who perform, develop, learn and share. The remuneration shall be competitive, but the Group shall not be a wage leader. Employees are expected to see the remuneration and benefits offered by the Group as an overall whole. The Group’s remuneration systems shall be open and performance-based, so that they, as far as possible, are perceived as being fair and predictable. The remuneration that is paid shall correspond to the agreed performance.

 Guidelines for remuneration and career develop- ment shall be linked to achievement of the Group’s strategic and financial goals and core values, and both quantitative and qualitative targets shall be taken into consideration. The measurement criteria shall promote the desired corporate culture and long-term value creation, and, as far as possible, take actual capital costs into account. The remu- neration system shall contribute to promoting and providing incentives for good risk management, prevent excessive risk-taking and contribute to avoiding conflicts of interest. A fixed basic salary shall be the main element of the overall remune- ration, which also consists of variable pay, pension and insurance schemes and payments in kind.

Variable pay shall be used to reward achievements that exceed expectations, where both results and behaviour in the form of compliance with core values, brand and management principles will be assessed.

Variable pay shall be performance-based without being a risk driver, and it shall reflect the results and contributions of both the Company, the divi- sion, the department and the individual employee. Other remuneration elements that are offered shall be perceived as attractive by both new and current employees.

There is a ceiling on all variable remuneration.

The Board’s guidelines for stipulating the remu- neration of the Senior Group Management and executive personnel meet the regulatory requirements. 

The remuneration of the CEO is stipulated by the Board on the basis of an overall assessment that takes into account Gjensidige’s remuneration system and the market salary for corresponding positions. The fixed salary is assessed and stipulated annually on the basis of wage growth in society in general and in the financial industry in particular. Variable remuneration (bonus) is decided by the Board on the basis of agreed goals and deliveries.

It can amount to up to 50 per cent of the fixed salary including holiday pay. Variable remuneration is earned annually and is based on an overall assessment of financial and non-financial perfor- mance over the past two years. Half of the variable remuneration is in the form of a promise of shares in Gjensidige Forsikring ASA, one third of which are allocated in each of the following three years. Restricted variable remuneration that has not  yet been disbursed may be reduced if subsequent results and developments indicate that it was based on incorrect assumptions.

Remuneration of the Senior Group Management is stipulated by the CEO, in accordance with limits discussed with the remuneration committee and on the basis of guidelines issued by the Board.

Correspondingly, the Group’s guidelines are used as the basis for other executive personnel and employees who can materially influence risk.

The overall remuneration is decided on the basis of the need to offer competitive terms in the different business areas. It shall contribute to attracting and retaining executive personnel with the desired expertise and experience who promote the Group’s core values and development.

 The fixed salary is assessed and stipulated annually on the basis of wage growth in society in general and in the financial industry in particular. Variable remuneration (bonus) for executive personnel is earned annually and is based on an overall assessment of financial and non-financial performance over the past two years. Individual variable pay, including holiday pay, can amount to up to 30 per cent of the annual salary. Variable pay is not included in the pension basis. Half of the variable remuneration is in the form of a promise of shares in Gjensidige Forsikring ASA, one third of which are allocated in each of the following three years. Restricted variable remuneration that has not  yet been disbursed may be reduced if subsequent results and developments indicate that it was based on incorrect assumptions.

 The guidelines are submitted to the general meeting as a separate item in accordance with the Public Limited Liability Companies Act Section § 6-16 a. The general meeting’s decision on the guidelines in the statement on remuneration  of executive personnel is advisory to the Board, except the part of the document that concerns share-based remuneration, which is binding. As a result, the general meeting holds an advisory vote on the Board’s statement on the stipulation of pay and other remuneration and the Board’s guidelines for the stipulation of pay for executive personnel, as well as a binding vote on the new guidelines for the allocation of shares, subscription rights etc. that the Board proposes pursuant to the Public Limited Liability Companies Act Section 6-16a first paragraph third sentence.

 The Board’s complete declaration on the remune- ration of executive personnel is included on page 18 of the annual report.

 Deviations from the Code of Practice: None

13. Information and communication

Gjensidige shall maintain an open dialogue with all stakeholders. All financial market participants shall have simultaneous access to correct, clear, relevant and detailed information about the Group’s histo- rical results, operations, strategy and outlook. The information shall be consistent over time. The Board has adopted guidelines for the reporting of financial information and other information in the form of an IR policy. The guidelines are available at https://

Gjensidige has published all relevant ownership information about the Group at https://www.

This is the most important means of providing identical, simultaneous and relevant information to all stakeholders. A financial calendar is also published on the website, containing dates for the announcement of financial information and infor- mation about the Company’s general meetings.

The Company has a dedicated IR (investor relations) function that has a central place in the Company’s management, and that ensures that there is regular contact with the Company’s owners, potential investors, analysts and the financial market. The goal is that the Company’s information work shall be in accordance with best practice at all times.

Quarterly financial results are presented directly via webcast and a telephone conference, which is open to anyone interested. The webcast may be followed directly at Recordings are made available at the same place.

A capital market day shall be held when it is considered expedient in order to keep the market up-to-date about the Group’s development, goals and strategies.

Deviations from the Code of Practice: None

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14. Corporate takeover

The Company has one big owner, the Gjensidige Foundation. The Foundation has laid down in its Article of Associations that its ownership interest shall at least amount to 60 per cent of the shares issued in Gjensidige. 

Guidelines have been adopted for corporate takeo- vers. These guidelines ensure that all shareholders’ interests are attended to, and they contribute to equal treatment of shareholders.

The guidelines are in compliance with the Norwegian Code of Practice for Corporate Governance. The Board will obtain independent valuations and draft a recommendation on whet- her or not the shareholders should accept the bid.

In conversations with the bidder and in its other actions, the Board shall endeavour to safeguard the interests of the Company and the shareholders as a whole. The Board shall ensure that all the Company’s shareholders are treated equally and kept up-to-date about relevant matters relating to the bid. The shareholders must receive information as early as possible, to give them time to consider the bid. Endeavours will otherwise be made to avoid undue disruption of other activities during a takeover process.

The Board shall not attempt to prevent bids being made, and, as a rule, it shall seek to facilitate the implementation of bids that may be in the interests of the shareholders. The Board shall not take action as described in the Securities Trading Act Section 6-17 without obtaining instructions from the general meeting. The Company shall not use authorisations to issue shares to prevent a bid.

In order to safeguard the shareholders’ interests, the Board shall consider whether to initiate proces- ses that trigger competing bids in a manner that safeguards the shareholders’ interests. 

As a rule, the Company shall engage the services of an independent legal adviser and an indepen- dent financial adviser in the work of assessing a submitted or notified serious bid. These advisers cannot represent the Company’s shareholders in connection with the transaction. Grounds shall be stated for the experts’ valuation.

Deviations from the Code of Practice: None

15. The external auditor

The external auditor is elected by the general meeting on the Nomination Committee’s recommendation. The audit committee, which in practice is the external auditor’s most important liaison point, submits an opinion on the election to the Nomination Committee.

The external auditor normally performs an interim audit every autumn in addition to auditing the annual accounts. The interim audit focuses on the Company’s internal control relating to the presen- tation of the accounts. The accounting department and executive personnel have regular contact with the auditor throughout the year.

A number of regular meetings are held between the external auditor and the Company’s governing bodies during the course of the year:

The auditor presents the main elements in the audit plan to the audit committee on an annual basis. In addition, the audit committee considers the auditor’s assessment of internal control in relation to financial reporting.

The auditor attends board meetings when the annual accounts are considered.

At least one meeting is held every year between the Board and the auditor, and between the audit committee and the auditor, at which the CEO and other executive personnel are not present.

 A policy and guidelines have been adopted for relations with the elected auditor. At least every five years, several accounting companies will normally be invited to tender for the contract for the statutory auditing.

Guidelines have been drawn up for the manage- ment’s right to use an external auditor for services other than auditing.

The auditor shall under no circumstances carry out advisory tasks or other services if this could affect or give rise to doubts about the auditor’s indepen- dence and objectivity. Nor shall the auditor act in a manner that entails a risk that he/she will have to audit the result of his/her own advisory services or other services, or that entails a risk that he/she will perform functions that are part of the Group’s internal decision-making process.

 The audit committee shall also monitor the auditor’s independence, including what services other than auditing the auditor has provided. The breakdown between the auditor’s fee and consul- tancy fees for 2016 is described in note  17. 

Deviations from the Code of Practice: None

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