Scorecard

Measuring Our Performance

ATB’s commitment to the well-being of Alberta begins with holding ourselves accountable for our impacts, both positive and negative, inside our organization and externally. We must communicate our performance transparently, quantitatively and in a way that our stakeholders will understand.

In this year’s sustainability section of our annual report, we have provided a consolidated view of our overall performance spanning the various environmental, social and governance topics that have been identified as important to our stakeholders and to our business.

There continue to be significant changes that are shaping the sustainability reporting landscape and influencing which metrics organizations use to report on their impacts. We are evaluating these changes and will continue to evolve our approach to effectively and meaningfully communicate our performance on the topics that matter most to our stakeholders.

Client Obsession

Metric	FY2020	FY2021	FY2022	FY2023 Target	Action Plan
Client Obsessed Index (COI)¹ ²	n/a	60%	58%	59%	To better influence client perceptions (COI), we are establishing operational metrics (op metrics) in three CX categories: Personal Service, Product and Digital. The intent of these op metrics is to closely monitor processes that have a critical impact on the client experience.
Client Obsessed Value (COV)³ ⁴	n/a	$ 863 million	$ 905 million	$ 958 million	Engage with key internal stakeholders to review their COV and op metric targets, performance and drivers. Discuss opportunities to refine and drive CX improvement.
ATB Wealth Six Commitments Score	n/a	n/a	66	67	Our focus on building a planning-oriented offering, supporting wealth transfer for Albertans while increasing digital presence and use will help us connect with our clients and improve the value they receive from their ATB Wealth relationships.
Substantiated reports of privacy infringement	213	197	155	0	ATB’s privacy team continues to work with key stakeholders to monitor trends and make suitable recommendations to reduce the number of complaints and breaches received across the organization.

¹ATB started measuring COI in FY2021 and it is calculated as a percentage using survey results from ATB clients in four key areas: recommend, defend, value and effort.

² The drop in COI was driven by a decline in customers’ defend, value and recommend ratings. Although effort ratings were stable over FY2022, they remain substantially lower than the other COI dimensions.

³ ATB started measuring COV in FY2021 and it is calculated as COV ($) = ETR ($) x COI (%).

⁴ FY2022 COV growth was driven entirely by economic total revenue (ETR), the value generated by clients.

People and Culture

Metric	FY2020	FY2021	FY2022	FY2023 Target	Action Plan
Compensation ratio men vs. women	1.00	1.00	1.00	Parity	Ensure compensation plans are fair and equitable.
Executives who are women	43%	41%	42%	Parity	Work toward more balanced gender representation, along with other dimensions of diversity, on our executive team.
Board directors who are women	50%	46%	50%	Parity	Support our existing Board diversity policy.
Diversity indicators among all team members (as a % of population)
Women		60.8%	60.5%	Increase representation of Indigenous Peoples, people with disabilities and LGBTQI2S+ team members.	Identify gaps in hiring for those who identify with one or more diversity indicators. Continue to grow awareness and create an inclusive workplace through team member networks (TMNs).
Indigenous peoples		2.6%	3.4%
Visible minorities		29.7%	34.3%
LGBTQI2S+		7.0%	9.3%
Persons with disabilities		3.9%	5.2%
Cultural Health Index (CHI)¹	n/a	78%	68%	70%	CHI measures the effectiveness of a broad range of culture, work enablement and people-focused initiatives. We will continue immersing team members in our new ATB ID culture and welcoming them back to our extensively revamped corporate workspaces.
Percentage of ATB team members who responded positively to the CHI statements
I would not hesitate to recommend my team within ATB to anyone looking for an inclusive workplace.	n/a	90%	85%	87%	Continue immersion in our ATB ID traits of One ATB, Champions of Belonging and Driven to Perform.
I can courageously be myself around here.	n/a	86%	81%	84%
I feel a strong sense of belonging at work.	n/a	84%	76%	79%
I am offered training or development to further myself professionally.	84%	81%	80%	82%
I feel good about the ways we contribute to the community.	95%	89%	89%	91%	Formation of our Sustainability, Relationships & Impact team.
Absenteeism	8.2 days	5.5 days	6.6 days	n/a	We have opted not to set targets on Absenteeism. We do not want to discourage team members from taking time off when they are not feeling well or are experiencing symptoms of illness.
Range of ratios of standard entry-level wages compared to local minimum wage at significant locations of operation²	1.063:1	1.063:1	1.074:1	1.087:1	Continue to keep entry-level wages above minimum wage and in line with other similar jobs in the market.

¹ A substantial drop in CHI occurred during FY2022. While the three dimensions of CHI (adapting, thriving and performing) dropped, most team members continued to score highly in one or two dimensions. Team members also continued to cope with the stressors of the pandemic, and benchmarking organizations have reported similar results in 2021.

² Entry-level wages are set via our union agreement, which states that our entry-level wage will increase again in January 2023. Target assumes the Alberta minimum wage remains stable.

Community Impact

Metric	FY2020	FY2021	FY2022	FY2023 Target	Action Plan
Corporate Donations	$ 3.0 million	$ 3.0 million	$ 3.2 million	$ 2.8 million	Continue to align donations with ATB’s Greater Good strategy and opportunity for greatest impact.
Fundraising and team member donations¹	$ 1.2 million	$ 811,000	$ 596,000	Target in development	Continue to build and integrate meaningful opportunities for team members to engage in giving and volunteerism.
Employee volunteerism	$ 106,000 in grants 35,000 volunteer hours	$ 42,000 in grants 14,000 volunteer hours	$ 55,000 in grants 28,000 volunteer hours
ATB Cares²	$ 5.5 million in donations $ 250,000 matched by ATB $ 5.8 million total donated to charities	$ 6.8 million in donations $ 402,000 matched by ATB $ 7.2 million total donated to charities	$ 4.3 million in donations $ 423,000 matched by ATB $ 4.7 million total donated to charities		More closely integrate our internal (Uplift) and external (ATB Cares) programs and experience.
Sponsorships³	$ 7.6 million	$ 2.2 million	$ 2.5 million	$ 6.0 million	Bring ATB’s brand closer to Albertans through sponsorships and experiences that unite communities, build relationships and bring meaningful engagements that drive value back to ATB.
Junior ATB⁴	84 schools	61 schools	93 schools	110 schools	Focus on growing the number of schools participating and further expanding Junior ATB’s presence in rural markets.

¹ During FY2022, ATB introduced its new team member giving platform, Uplift. Due to a change in the payroll giving process, there is the appearance of a significant decline during FY2022; however, if the process had remained unchanged, a result consistent to FY2021 would have been achieved.

² Many external giving programs, as supported by aggregated data from our platform partner, Benevity, saw a similar trend in declining donations during FY2022 compared to FY2021. Recent program changes also saw a significant decline in donations to religious organizations based on ATB Cares donation matching criteria.

³ Events continued to see cancellations due to the continuation of public health measures during FY2022.

⁴ ATB was able to achieve this result safely through a fully virtual format of Junior ATB.

Environment

Metric	2019	2020	2021	2022 Target	Action Plan
Total emissions¹ ²	37,522 tCO₂e	27,963 tCO₂e	23,217 tCO₂e	Despite uncertainty in use, we aim to keep our emissions below 2019 levels as team members return to the workplace.	Continue to improve monitoring, tracking and reporting for reliability and accuracy of information while assessing the impact of returning to the workplace post-pandemic.
Scope 1 – Direct emissions	2019	2020	2021	2022 Target	Action Plan
Natural gas	6,353 tCO₂e	5,648 tCO₂e	5,787 tCO₂e	Despite uncertainty in use, we aim to keep our emissions below 2019 levels as team members return to the workplace.	Assess the impact of returning to the workplace and the opportunities to optimize corporate and branch space. This will also include asset life cycle analysis and upgrades for more efficient consumption and reduced emissions.
ATB Fleet	36 tCO₂e	11 tCO₂e	16 tCO₂e
Scope 2 - Indirect emissions	2019	2020	2021	2022 Target	Action Plan
Electricity	19,349 tCO₂e	16,801 tCO₂e	13,589 tCO₂e	Despite uncertainty in use, we aim to keep our emissions below 2019 levels as team members return to the workplace.	Assess the impact of returning to the workplace and the opportunities to optimize corporate and branch space. This will also include asset life cycle analysis and upgrades for more efficient consumption and reduced emissions.
Scope 3 - Other indirect emissions	2019	2020	2021	2022 Target	Action Plan
Business travel (air)	519 tCO₂e	35 tCO₂e	38 tCO₂e	Despite uncertainty in use, we aim to keep our emissions below 2019 levels as team members return to the workplace.	Leverage technology to improve and optimize distance communication and collaboration.
Hotel	195 tCO₂e	19 tCO₂e	17 tCO₂e
Business travel (other)	1,729 tCO₂e	157 tCO₂e	336 tCO₂e
Employee commuting	8,978 tCO₂e	5,100 tCO₂e	3,200 tCO₂e		Support remote work strategies when available while also encouraging alternative transportation such as bike-to-work initiatives that include secure bike-parking areas and lockers.
Waste	254 tCO₂e	144 tCO₂e	184 tCO₂e		Waste audits and education programs will be reassessed within our post-pandemic workplace strategy.
Paper usage	83 tCO₂e	58 tCO₂e	50 tCO₂e		Continue to drive paperless solutions for ATB communications.

¹ ATB’s carbon assessment results are reflective of the 2021 calendar year, consistent with previous reporting cycles.

² Total emissions continued to fall in FY2022 as a result of ATB’s space optimization, remote working arrangements and the decarbonization efforts of Alberta’s electricity grid.

Governance

Metric	FY2020	FY2021	FY2022	FY2023 Target
Total percentage of team members who have completed ATB’s Code of Conduct training or are in progress and within the allowable completion period¹	n/a	n/a	98.2%	Target in development

¹ FY2022 serves as our baseline year for disclosing this metric. Completion of Code of Conduct training is a requirement of employment with ATB.

Economic Impact

Metric	FY2020	FY2021	FY2022
Net income	$ 101.9 million	$ 210.5 million	$ 586.4 million
Direct economic value generated and distributed	Economic value generated: $ 1.7 billion Economic value distributed: $ 1.6 billion Economic value retained: $ 101.9 million	Economic value generated: $ 1.8 billion Economic value distributed: $ 1.6 billion Economic value retained: $ 210.5 million	Economic value generated: $ 1.9 billion Economic value distributed: $ 1.3 billion Economic value retained: $ 586.4 million
Economic profit	$ 81.6 million	$ 107.1 million	$ 103.7 million
Societal impact	$ 0.9 billion	$ 1.0 billion	$ 1.6 billion
Money spent on goods and services from suppliers	$ 544.8 million	$ 558.5 million	$ 616.5 million

For additional context regarding financial results, see Review of 2021-22 Consolidated Operating Results in the Management’s Discussion and Analysis.