CSR strategy

The concept of sustainable development was defined in 1987 in the report by the UN World Commission on the Environment and Development known as the Brundtland Report, as “meeting the needs of the present without compromising the ability of future generations to meet their own needs”. This definition still applies today. Sustainable development is based on three complementary pillars:

1. Environmental: preserve natural resources, protect biodiversity, reduce pollutants and greenhouse gas emissions.
2. Social: ensure fairness, improve quality of life, protect health, promote education and fight inequality.
3. Economic: ensure lasting prosperity, create jobs, maintain financial viability in business and support responsible innovation.

These three pillars are often represented as a balance to work towards – if one is neglected, the entire system is weakened.

BCF has applied the principles of sustainable development to its global strategy for many years. Its commitment goes beyond the purely economic sphere. The Bank’s strategy aims for the creation of long-term value by prioritising stability over immediate profit. It is defined jointly by the Executive Board and Board of Directors and then formally approved by the latter body. An annual seminar dedicated to the Board of Directors examines the strategic challenges and priority development focus areas of the Bank in more detail. This responsible positioning results in a business policy incorporating environmental, social and governance (ESG) issues.

ESG, a strategic area of focus for BCF

In 2024, BCF developed its three-year strategic plan for 2025-2027. This participatory process, involving all internal stakeholders and led by the Executive Board, defined five main strategic areas. One of these areas is specifically dedicated to sustainability.

Entitled “Strengthen our ESG positioning”, this area aims to affirm BCF’s role in sustainability through the following commitment:

“We will strengthen our ESG positioning and rigorously manage the risks directly or indirectly linked to it.”

BCF has identified five priority challenges for its ESG strategy:

• Preventing greenwashing: avoid any misleading communication regarding ESG commitments, whether in the form of unverified claims, inconsistent internal practices or products falsely represented as sustainable.
• Improving transparency: provide clear, standards-compliant information to ensure access to funding from markets and institutional investors.
• Monitoring risks related to nature: implement stricter monitoring of the loan portfolio exposed to climate and natural risks.
• Managing transition risks: support the cantonal economy in its transformation by mitigating the risks associated with regulatory and technological developments related to the energy transition. Incorporate analysis of these risks into the lending and investment process.
• Measuring the carbon footprint: obtain reliable, up-to-date data on CO₂ emissions of financed projects in order to better prioritise measures with a high environmental impact. Improve data quality.

As a major economic operator in the Canton of Fribourg, BCF wants to set an example in terms of sustainability and contribute to the expectations of society. The following CSR vision was confirmed at a management seminar in 2025: “We want to be the bank that advises and accompanies the people and businesses of the Canton of Fribourg in achieving a sustainable, resilient and equitable future, by aligning economic performance, social impact and environmental responsibility”. The Board of Directors approved this vision.

Sustainability is not an option for BCF: it is a responsibility and an opportunity. BCF positions itself as a facilitator of the transition to a fairer, more resilient economy that respects the environment by drawing on its regional roots, offering responsible products and services, valuing its employees and reducing its environmental footprint.

The Bank has accordingly defined four main sustainability pillars (outlined in more detail in the following chapters of this report):

• Regional and societal engagement;
• Responsible products and services (financing and investments, advice and support for the transition to sustainability);
• A responsible employer (training, attractive working conditions, employee health, governance);
• Environment and climate protection (commitment to reduce GHG emissions, support for initiatives in favour of biodiversity).

These four pillars are based on a solid business model and regulatory framework. The societal and environmental risks are systematically incorporated as part of the Bank’s management to anticipate their potential impact on development. The system helps to support the economy and financial needs of the people living in the canton.

The Sustainable Development Goals (SDGs) form the cornerstone of the 2030 Agenda, adopted by the UN in autumn 2015. They define the environmental, social and governance milestones to be achieved by 2030. Businesses have a key role to play in achieving these goals. Aware of its responsibilities, BCF has laid the necessary foundations to ensure that its sustainability management and core business are optimally aligned with the SDGs.

BCF is fully committed to the United Nations SDGs, which it believes are essential to promoting sustainability on a global scale.

In order to target its actions effectively, the CSR working group has identified the SDGs on which the Bank’s business model can have a real impact. BCF thus focuses on eight SDGs: Good Health and Well-Being (3), Quality Education (4), Gender Equality (5), Affordable and Clean Energy (7), Decent Work and Economic Growth (8), Industry, Innovation and Infrastructure (9), Responsible Consumption and Production (12), and Climate Action (13).