Environmental, Social 
and Governance Report
2022

Letter From Our CEO
For over 130 years, our company has been driven by our 
guiding principle: do the right thing. Today, we live and 
work in a world that our founders could only imagine. The 
challenges our clients and communities face have evolved, 
but the support, compassion and expertise they look to us for 
remain the same. They still need us to be deeply connected 
and responsive to their needs, and to help them achieve their 
financial goals. 
In 2022, we took an important step forward in documenting 
our many ESG activities by creating our inaugural ESG 
Highlights Report. That report detailed our values in action, 
driving positive outcomes across our entire four-state footprint. 
Last year established a benchmark and strategic direction. With 
this year’s report, we continue that momentum, share our 
progress and recognize accomplishments.  
Doing the right thing is always our starting point when 
considering the way our business operates. This report shines 
a spotlight on how we are turning this guiding principle into 
meaningful action. It demonstrates the multitude of ways that 
our sustainable business practices enhance our long-term 
strength and ability to create value. 
Last year, our diverse teams assisted a wide range of clientele 
in the communities we serve, from those just starting out 
to those well settled in retirement, from family farms and 
young families to large corporations and municipalities. We 
provided financing for affordable housing projects to reduce 
housing insecurity, continued to support local businesses with 
their financial needs as they faced economic headwinds and 
continued financing public infrastructure projects that enhance 
and strengthen our local communities. 
Doing the right thing also means running our business in a 
way that aligns with the highest ethical standards and effective 
governance practices. In 2022, we maintained our mature 
ethics program and further refined our strong governance 
practices, including through additional focus on succession 
planning and on the skills and experience of our Board of 
Directors. 
Finally, doing the right thing compels us to lean in to promote 
environmental sustainability at Banner. Our four-state footprint 
provides a snapshot of breathtaking vistas and natural 
wonders that deserve protecting and preserving for future 
generations. During the last year, we made significant progress 
towards calculating our carbon footprint and greenhouse gas 
emissions. We also continued our support of the transition 
to a lower carbon economy by providing financing to some 
amazing and innovative renewable energy and environmental 
sustainability-focused projects.
Thank you to all Banner stakeholders for your continuing 
interest in, and commitment to, our organization. With steady 
progress, I am confident our company will continue to thrive 
for another 133 years—still connected, knowledgeable and 
responsive; and still doing the right thing.
Mark J. Grescovich 
President and Chief Executive Officer
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ESG Report

About BANR
Banner Corporation (NASD: BANR) is a dynamic banking 
organization with a significant regional franchise throughout 
the West. Formed in 1995, it is the holding company for 
Banner Bank, a Washington-chartered commercial bank with 
roots dating back to 1890.  
At Banner Bank, we deliver a high level of service with the 
attributes of a community bank while offering the advantages 
of a larger financial institution. We serve a growing and 
prosperous footprint with a full range of deposit services 
as well as loans for business, commercial real estate, 
construction, residential, agricultural and consumer clients. 
With locations in Washington, Oregon, Idaho and California, 
we ended 2022 with $15.83 billion in assets.
Our Approach to ESG
Always doing the right thing is what drives us at Banner. We 
are proud to provide financial services that respect both our 
communities and the wider environment in which we live 
and work. As the needs of clients and communities continue 
to evolve, we are adapting our services to support them as 
effectively as possible.
Embedding sustainable practices in our strategy and 
operations is an essential part of our journey. Following 
the publication of our inaugural ESG Highlights Report in 
late 2022, we continued to make substantial progress in 
the development of our ESG Program. Our dedicated ESG 
working group aims to continuously improve the way we 
identify and manage emerging ESG-related opportunities and 
risks. We invite stakeholders to review our Board of Directors’ 
ESG Statement, available at bannerbank.com/esg/board-
statement. 
ESG represents new ways of illustrating the meaningful efforts 
our colleagues undertake every day to serve our clients, 
investors and communities. Operating a sustainable business 
isn’t a simple undertaking, but it is essential to create positive 
change through our day-to-day business activities, longer-
term strategic initiatives and community engagement.  
ESG represents new ways of 
illustrating the meaningful efforts 
our colleagues undertake every 
day to serve our clients, investors 
and communities.
3

The Board of Directors oversees the Corporation’s ESG 
Program through its various committees. Oversight of the 
overall ESG Program primarily rests with our Corporate 
Governance/Nominating Committee. The committee 
reviews the Corporation’s policies and programs that relate 
to corporate social responsibility matters. It also reviews 
and reassesses the Corporation’s environmental, social and 
governance framework and initiatives several times throughout 
the year. 
The Audit Committee maintains oversight of, and reviews, any 
external ESG reporting and related internal controls outlining 
the Corporation’s ESG-related activities. Our Compensation 
and Human Capital Committee oversees matters related to 
human capital resource management. This committee also 
annually reviews our diversity and inclusion metrics, including 
our consolidated EEO-1 Report. 
The Risk Committee regularly provides oversight pertaining 
to our ESG Program risks. Additionally, it closely monitors our 
progress on ESG risk management initiatives and activities, 
including climate change risk management, relative to any 
stated ESG Program goals. 
Finally, our ESG working group consists of senior leaders 
representing various departments throughout Banner 
Corporation and its subsidiary, Banner Bank. It is responsible 
for promoting our ESG accomplishments and driving forward 
our ESG efforts. To do so, it considers the interests of all our 
stakeholders – including our shareholders, clients, colleagues 
and communities.  
We accomplished several important goals this past year, and 
we encourage you to continue following our ESG progress in 
the coming years. 
Areas of ESG Oversight Responsibility
Board of Directors
Audit Committee
Review ESG External Reporting and 
Related Internal Controls
Compensation and Human 
Capital Committee
Human Capital Resource Management
Review Diversity and Inclusion Metrics
Corporate Governance / 
Nominating Committee
Review and Assess ESG Framework and 
Initiatives
Credit Risk Committee
Reviews and Approves the Environmental 
Risk Program
Risk Committee
Enterprise Risk Management
Review Progress on ESG Program Risk 
Management Initiatives and Climate Change 
Mitigation and Sustainability Activities
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ESG Report

Stakeholder Priorities
Understanding the priorities of our stakeholders is an essential 
part of our ESG strategy and guides our ongoing efforts. To 
address issues most important to internal stakeholders as well 
as leverage insights from investors, rating agencies and ESG 
frameworks, our 2022 ESG priorities remained:
1.  Business Ethics
2.  Environmental Product Responsibility
3.  Data Privacy and Security 
4.  Board Composition
5.  Consumer Financial Protection
As part of our ESG Program, we commit to carrying out 
periodic stakeholder priority reviews to align our focus on 
those areas that will have the most positive impact. Following 
best practices, we reference globally recognized reporting 
frameworks, including the Sustainability Accounting Standards 
Board (SASB) and the Task Force on Climate-related Financial 
Disclosures (TCFD).
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ESG Report

Social
Our Culture
Recruiting the best talent in a tight labor 
market 
Retaining, developing and attracting the best and brightest 
talent remained a major strategic priority in 2022 with the 
labor market being the tightest it has been in several decades. 
Widespread labor demand resulted in restricted supply 
across much of the economy. Despite these challenges, we 
successfully hired and onboarded 571 new team members 
throughout the year. This success was driven in large part by 
our direct sourcing and sprint recruitment efforts. 
To facilitate pay equity and transparency throughout our 
workforce, we eliminated salary compensation history 
discussions with potential employees several years ago, and 
previous compensation is not a consideration in our hiring 
practices. Instead, we use talent assessment tools to identify 
candidates who have the right skills and would thrive in our 
culture, and we provide compensation pay ranges in our job 
postings. We also partner closely with several colleges and 
universities with programs relevant to our business. In fact, 
we created two renewable scholarships. The Gregory Foxx 
Memorial Scholarship at Seattle University was introduced in 
2021 for students studying business, finance or accounting. 
The Banner Bank Scholarship at Eastern Washington University, 
launched in 2022, provides full scholarships to up to three 
undergraduate students per year.  
We encourage current employees to provide feedback about 
their experiences at Banner on independent third-party review 
sites such as Glassdoor. These reviews provide potential 
employees with a window into what it would be like as a 
member of our team, as well as insight into our culture from 
the perspective of our employees. We continue to closely 
monitor this feedback and use it to strengthen our employee 
value proposition. 
A diverse, engaged and passionate workforce 
 Doing the right thing for the communities where we live 
and work is our guiding principle. An important part of that is 
supporting our colleagues as they build long-term, rewarding 
careers. We strive to foster a culture where everyone feels 
valued and respected. The communities we serve are stronger 
because of diverse backgrounds, experiences and viewpoints 
within them. We believe building teams that reflect that 
diversity makes us stronger, too. 
Putting our big IDEAs into action  
Launched in 2020, our Inclusion, Diversity, Equity and 
Advocacy (IDEAs) council continued to lead on matters related 
to diversity, equity and inclusion (DEI) in 2022. The council 
helps us develop more effective strategies in these areas, 
which also helps us attract and retain the very best talent. Led 
by our Chief Diversity Officer, our council is made up of four 
groups focusing on communications, metrics, membership 
and training. In 2022, we further strengthened the council 
by proactively recruiting members from every level of our 
company to facilitate listening to our entire organization, 
providing developmental opportunities and targeting our 
programs and policies for maximum impact.  
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ESG Report

Promoting diversity and equity  
DEI initiatives remained a top priority in 2022. Our Employee Resource Groups (ERGs) personify our culture by driving understanding 
and providing supportive places for our employees to share ideas, experiences and insights. Last year, we launched our first two ERGs: 
Women in Leadership and Working Parents and Caregivers. Both have thriving participation and engagement. The ERG participants 
develop and help deliver content on a variety of topics, ranging from how to build a personal brand in the workplace to caring for aging 
parents. To support our ERG leaders who are stepping up and serving in a new and voluntary capacity, we designated a member of our 
IDEAs (DEI) Council to provide each of the leaders with direct mentorship and support.
In 2022, our CEO, Mark Grescovich, signed the CEO Action for Diversity & Inclusion Pledge to demonstrate our commitment to fostering 
a diverse and inclusive workplace. As part of this commitment, 96.7% of our employees completed unconscious bias training by year 
end 2022 (exclusive of employees on leaves of absence), and all newly hired employees completed the training during their onboarding 
process. We understand unconscious biases can affect everything from hiring and promotions to customer service and stakeholder 
engagement. By recognizing the ways in which we unconsciously perceive others, we aim to increase our respective awareness and 
reduce resulting attitudes and behaviors that may impede our ability to provide a dynamic workplace where all feel welcome and able to 
achieve their full potential.
Equity is more than a value we promote; it is a benchmark against which we continually judge our performance. We want to be known 
as a responsible and supportive employer, and one testament to that is our ongoing commitment to pay equity. Pay equity means that 
we provide equal pay for comparable work – which we believe is essential to creating an environment where every employee feels 
valued and respected. We evaluate pay equity by analyzing base pay, incentive pay, and equity grants to assess whether employees with 
similar roles, experience and performance earn equal pay for comparable work.
We are pleased to announce we have achieved 100% pay equity for employees of all genders and races. We have achieved this by 
completing rigorous periodic pay equity studies with the assistance of outside experts and promptly resolving any issues identified in the 
study.    
An essential foundation for achieving pay equity is pay transparency, which we have been promoting since 2018 — before any states or 
local jurisdictions in our footprint enacted pay transparency laws. For example, we established and communicated pay practices that 
help employees understand how their salary and variable pay are set in the context of market and business realities. This is designed to 
build employee confidence in the fairness of our pay practices. 
96.7%
of our employees completed 
unconscious bias training by 
year end 2022
100% 
pay equity for employees of 
all genders and races
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ESG Report

Variable pay for performance and risk management oversight
We strive to align compensation incentives with our overall risk and performance frameworks. Our “pay for performance” philosophy 
connects individual, business unit and/or company results to compensation, providing all employees with opportunities to share in the 
company’s overall growth and success. We develop, execute and govern incentive compensation plans to discourage imprudent or 
excessive risk-taking and balance financial reward in a manner that supports our clients, employees and company. Across the company, 
approximately 16% of total employee remuneration paid in 2022 was variable and subject to comprehensive policies including clawback 
provisions.
Our Gender Diversity as of December 31, 2022
Employee position 
level 
Female % 
Male % 
Individual contributor 
70% 
30% 
Manager  
64.5% 
35.5% 
Director* 
46% 
54% 
Executive 
38% 
62% 
Total workforce 
68% 
32% 
*Refers to director-level employees, not Board of Directors
Employee position 
level
Persons of 
Color %
Other %
Individual contributor
29%
71%
Manager
20%
80%
Director*
14%
86%
Executive
0%
100%
Total Workforce
27%
73%
*Refers to director-level employees, not Board of Directors
Our “pay for performance” philosophy connects individual, business unit and/or 
company results to compensation, providing all employees with opportunities to 
share in the company’s overall growth and success.
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ESG Report

Employee Engagement
Our passionate and engaged employees provide the high levels of service and care for which Banner is known. Our leaders recognize 
their role in developing employees and providing opportunities is vital to our colleagues feeling valued, listened to and able to perform at 
their best. 
Focusing on well-being  
In 2022 we continued using anonymous ‘pulse’ surveys to seek feedback on our activities and gain valuable insight for the development 
of new programs. These smaller, more targeted surveys allow us to frequently ask employees about specific areas of interest. For 
example, in 2022 we asked about employee well-being and how we could better address the issue of burnout. We also launched our first 
Diversity, Equity, and Inclusion (DEI) survey. This survey gave us direct insight into how our employees perceive fairness and the levels of 
support they receive. Looking ahead, we plan to augment existing feedback channels with a full employee engagement survey to help us 
continue to improve our engagement, development and mentorship initiatives. 
We believe that being free to celebrate one’s culture, heritage or identity is an important part of a person’s overall well-being. In 2022, 
we added Juneteenth as an official company holiday, bringing the total paid holidays per year to 12. This historically important day aligns 
with our diverse and inclusive culture. What’s more, this is in addition to our Community Connection program, which provides up to 16 
hours of paid time off during work hours for employees to volunteer with the cause or organization of their choice.
To further support the well-being of our teams, we added Wellness Coach to our portfolio of employee benefits. Employees can access 
free one-on-one personal coaching on nutrition, fitness, personal finances and other areas vital to mental and physical health. And the 
benefits can be shared, too – each employee can share access to the service with up to five friends or family members.
Pulse Survey Results: Strengths and Areas to Build On
Strengths
Integrating Differences
Psychological Safety
Belonging
Employees Cite These Strengths
•	
My immediate manager/supervisor listens to 
my concerns and suggestions
•	
My manager creates an environment where I 
feel comfortable expressing my ideas
•	
I am treated with respect and dignity
Build
Decision Making
Fair Treatment
Opportunities
Diversity
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ESG Report

Launching our Flexible Workplace Program 
The Covid-19 pandemic accelerated remote working, creating opportunities for both employees and employers to improve their work 
experiences and boost productivity due to less commuting. Our turnover figures show flexible working improves our retention of diverse 
talent while facilitating hiring talent from a much more diverse group of candidates. To capture this opportunity more fully, we formally 
launched our Flexible Workplace Program in 2022. As of December 31, 2022, nearly 40% of our workforce was working remotely with 
women representing 65% of that population and people of color representing nearly 20%. We also provide a technology set-up allowance 
and monthly stipend to help our fully remote employees offset their costs.
Stepping up for a company-wide 
walking challenge
Our most popular well-being initiative last year was our 
four-week walking challenge. Using the Wellness Coach 
app, 633 employees chose to engage in this friendly 
competition to track their steps with incentives and 
prizes. 
The results were outstanding. In total, our employees 
walked 140,410,066 steps and burned an estimated 
5,616,403 calories in 28 days. That represents an 
average of nearly 8,000 steps per day per participating 
employee. As well as bringing people together and 
encouraging them to be more active, the challenge was 
a great introduction to the benefits of Wellness Coach. 
140,410,066
Total steps walked
5,616,403
Estimated calories burned
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ESG Report

Employee Development
Spotlighting internal mobility 
We want our employees to build long-term, rewarding careers at Banner. In 2022, we continued to invest in employee development 
using multiple approaches including tuition reimbursement, conferences and training. This empowers our employees to take charge of 
their individual development goals. We believe in a multi-dimensional approach to learning and development that involves on-the-job 
development or experiential learning, as well as social learning and formal education. It is important our employees feel in control of their 
development journey, so we provide information and guides to help them design their own career paths. This approach is complemented 
by quarterly ‘Let’s Connect’ conversations between leaders and team members to help identify career opportunities and set development 
goals. This combined approach remains successful, and we filled 20% of all open positions with internal candidates in 2022. 
Internal Mobility in Action: 
Shannon Mitchell
Senior Vice President, Business Banking Center Manager
Shannon Mitchell has been in banking since 2010 and with the Banner team for more 
than six years. Initially starting as a business banker, she also served as a commercial 
banking relationship manager before being promoted to Business Banking Center 
Manager for Oregon, Southwest Washington and Southern Idaho. As a reflection of her 
dedication to the growth and well-being of her colleagues, Shannon was also selected 
president of our Women in Leadership Employee Resource Group.
“Banner is the greatest financial institution out there. We do the right thing 
for our clients and our employees, and that shows in everything we do.”
Increasing internal mobility is an important part of our strategy to increase diverse representation at more senior levels of the 
organization. Our Women in Leadership Employee Resource Group hosted executive leader guest presentations where speakers 
provided practical examples of the role that mentorship played in their development. To further support our employees, we offer 
eight weeks of gender-neutral paid parental leave to help all employees recover from childbirth and bond with a new child. Last year, 
we introduced 12 weeks of short-term disability which replaces up to 70%, or up to $2,500 a week, of the employee’s income if they 
are having a baby, are ill, or are injured and can’t work. In 2022, 22 team members used this additional leave and 48 accessed short-
term disability. These additional benefits are designed to help our employees maintain their career paths even when they experience 
significant life events.
While the labor market remained highly competitive throughout 2022, pressure began to ease the second half of the year. This, 
combined with the introduction of retention strategies like the Flexible Workplace Program, saw our voluntary turnover rate decrease to 
21% compared to 23% in 2021. Banner Forward initiatives, on the next page, are also resulting in a range of new opportunities for career 
development. 
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ESG Report

Reimagining strategic planning while offering 
career development
Our people are at the core of the outstanding service 
we offer our clients through all economic cycles. As the 
needs of our clients evolve and technology continues to 
transform our industry, it is essential we continue investing 
in our people, technological innovation and processes. Our 
reimagined strategic planning process, Banner Forward, has 
led to increased focus on revenue growth enhancement 
opportunities and innovation investments to improve our back-
end processes and reduce operating expenses. 
We are investing in technology tools, updating processes and 
developing new products and services. When paired with 
the structural realignments we are undertaking, these efforts 
are helping us to remain responsive to our clients’ evolving 
needs and expectations while also creating efficiencies and 
opportunities for career growth. 
Supporting first-time leaders
To meet our internal mobility and development goals, we aim 
to provide employees both the opportunity and the support 
to step into leadership positions. For first-time leaders, this 
change can seem daunting and require a steep learning 
curve. To help make the transition as smooth as possible, 
we launched a specialized online curriculum for employees 
transitioning into leadership roles. The module-based training 
offers approximately 10 hours of focused, targeted learning 
aimed at helping people more seamlessly transition in their 
new roles. 
Training and skills development
In 2022, our employees completed an estimated 34,300 hours 
of training, an average of 16.6 hours per employee. We require 
all employees to complete a wide range of online training 
courses annually – including courses tailored to specific job 
functions as well as courses important to our industry such as 
regulatory compliance training, cybersecurity, fraud prevention 
and business conduct.
We also offer a range of more formal education resources. Last 
year, we enrolled approximately 25 employees in continuing 
education programs relevant to the banking industry through 
our partnerships with leading industry organizations, including 
Pacific Coast Banking School and Washington Bankers 
Association. 
As in prior years, we continued to help employees looking to 
sharpen their existing skills and gain new expertise through 
formal education. We are proud to offer tuition reimbursement 
of up to $5,250 and $2,625 per calendar year, to full- and part-
time employees looking to earn degrees, respectively. In 2022, 
19 team members progressed their education, supported by 
more than $90,000 in tuition reimbursement. 
Employee-related merger and acquisition 
impacts
We experienced no M&A related activity in 2022. In 2021, we 
merged our wholly owned subsidiary, Islanders Bank, into 
the Banner Bank brand realizing efficiencies from merging 
technology systems while providing additional locations for 
clients to transact their banking activities throughout the 
region. All of the former Islanders Bank branch locations 
continue to operate under the Banner Bank brand. In all M&A 
related activity, we seek to retain talent by prioritizing filling 
open positions prior to any displacement. 
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ESG Report

Health and safety
With the world gradually moving from pandemic to endemic, health and safety continues to be a top priority and the success of our 
business is fundamentally connected to the well-being of our employees. We provide employees and their families with access to a 
variety of innovative, flexible and convenient health and wellness programs. Also offered are benefits that support their physical and 
mental health by providing tools and resources to help employees improve or maintain their health status and encourage healthy 
behaviors.
When it comes to physical threats and related risks in the workplace, we have detailed policies and procedural plans in place to guide us. 
All employees are expected to adhere to the policies and procedures detailed in our Code of Ethics and Business Conduct, Security and 
Safety Policy Statement and Employee Handbook. We also track our total recordable incident rate (TRIR)  –  a measure of occupational 
health and safety based on the number of safety incidents reported relative to the number of employees present and the number of 
hours worked  –  to benchmark our safety performance and, over time, assess our safety progress. While this metric is not material for 
the financial services industry, we are pleased to report a total recordable incident rate for 2022 of 0.12.
We do not have any collective bargaining agreements.
Our Communities
The community spirit on which Banner was founded as a small thrift in 1890 is as strong as ever. Our business model relies on our deep 
and responsive connection to the people we serve. From treating everyone we interact with fairly to helping businesses boost their 
resilience, we continued to support our communities in 2022.
Serving People, Businesses and Communities
Increasing access to finance 
We are a true community bank. It’s our mission to help people, 
including helping our clients in uncertain times. This includes 
treating current and prospective clients, whether consumer 
or business, fairly and equitably. Our product management 
strategy compels us to provide competitive, sophisticated and 
innovative products and services in a safe and transparent 
manner.
We received an Outstanding Rating in our most recent 
Community Reinvestment Act (CRA) performance evaluation 
by the Federal Deposit Insurance Corporation (FDIC), 
recognizing our achievements in meeting the needs of 
our communities. The FDIC acknowledged our leadership 
position in providing community development loans and using 
innovative approaches to flexible lending practices. 
In 2022, Banner Bank financed nearly $415 million in 
community development loans supporting affordable housing, 
economic development, community revitalization/stabilization 
and community services. Affordable housing represented 79% 
and community services represented 16% of the total number 
of community development loans extended in the year.  
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ESG Report

Providing assistance in challenging times 
Climate change is predicted to increase the frequency of 
extreme weather events, as well as make our heat waves 
and cold snaps more intense. Increasing the resilience of our 
communities over the long-term is essential, as is being there 
to help when disasters strike. 
Between late 2021 and early 2022, record rainfall caused 
floods that devastated homes in the Washington counties 
of Whatcom, Skagit and San Juan. Many families were left 
without a habitable home and many more faced substantial 
damage to their properties. 
We were able to respond quickly and offer interest-free loans 
with no fee to people impacted by the floods. To help families 
repair, rebuild or replace essential items, we offered financing 
in amounts ranging from $1,000 to $15,000. During a 45-day 
lending period, our team approved 68 loans totaling $893,412. 
Our streamlined application and approval process meant 
that most applicants got their funds within 24 hours, with our 
Lynden Branch team handling most of the applications. 
This is not the first time we have provided affordable disaster 
assistance loans to communities in need, nor will it be the 
last. We will continue to hone our processes and utilize our 
expertise to quickly provide needed support in response to 
disasters throughout our service area. 
During a 45-day lending period, 
our team approved
68 loans
totaling
$893,412
for people impacted by flooding 
in several Washington counties.
152
loans designed for LMI borrowers in 2021 through 
the Affordable Mortgage Program
99%
of a home’s value that can be financed through the 
Community Heroes Mortgage
$3 million
Community Heroes Mortgages closed in 2021
$38 million
LMI mortgages closed in 2021 through the 
Affordable Mortgage Program
30%
amount residing adults can contribute on top of 
primary borrower’s qualifying income through 
Household Plus
Another way we continue to lean in on the national housing 
crisis is through our consumer lending efforts. Assisting low-to-
moderate income residents has long been a priority for us and 
we believe it is an essential part of improving the well-being 
of the communities we serve. We added to our innovative 
mortgage loan products by designing a loan specifically for 
these borrowers. 
We offer a full range of loans for 1-4 family residential 
properties, including PowerWise – geared toward energy 
self-sufficiency – as well as Household Plus and Community 
Heroes. Throughout 2022, these products continued to help 
individuals and families find the right mortgage loan for their 
unique needs. 
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ESG Report

A noteworthy success for the year was the continued impact 
of our unique home loan programs. Our Affordable Mortgage 
Program (AMP) is a tailored mortgage loan solution for 
low-to-moderate income (LMI) borrowers. In conjunction 
with a first mortgage, the program includes a homebuyer 
education component, down payment assistance availability 
and the potential to combine the AMP with the HomeFresh 
second mortgage. The HomeFresh second mortgage may be 
particularly helpful to clients who buy homes in need of repair. 
In 2022, we closed 100 AMP loans, plus another 76 down 
payment assistance loans, totaling $28.6 million. We are proud 
to report that more than 24% of home loan originations in 
2022 went to first-time buyers. We look forward to continuing 
to support people who live in the communities we serve as 
they take their first steps into home ownership in the years 
ahead.
One additional way we are working to be part of the overall 
solution to the housing crisis is by encouraging our employees 
to share their expertise. The Washington Department of 
Commerce appointed one of our CRA Community Outreach 
Officers to its Home Ownership Disparities Task Force. This 
is not only a recognition of our colleague’s passion and 
expertise in tackling housing inequality, but an important 
opportunity to create solutions that increase homeownership 
opportunities for Black, Indigenous and people of color 
(BIPOC) communities. 
Additionally, the Washington State Senate confirmed the 
second-term appointment of our Mortgage Banking Director 
to the State Housing Finance Commission. The 11-person 
commission is publicly accountable and self-supporting with 
a focus on increasing housing access and affordability and 
expanding the availability of quality community services for the 
people of Washington. The Commission makes funds available 
for low-to-moderate income housing throughout the state 
without the use of additional public funds. Serving another 
term gives this leader a voice in policy-making decisions as 
legislation is being developed, providing a unique opportunity 
to support the Commission’s important mission.  
Michael Dotson 
Vice President 
Senior Community Outreach Officer
Ken Larsen
Executive Vice President
Mortgage Banking Director
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ESG Report

Our partnership with Habitat for Humanity
We have a long-standing relationship with Habitat for 
Humanity (Habitat), a global nonprofit housing organization 
working to provide healthy, affordable homes for people 
around the world. 
In 2022, we partnered with several Habitat chapters as 
a sponsor for fundraisers and through engagement in 
volunteer opportunities, including: 
•	
California: We contributed to the 2022 Financial 
Institution Collaborative, an alliance effort that aims 
to close the racial wealth gap, foster racial equity and 
champion transformational change for residents of the 
Sacramento Promise Zone, a 22 square mile area of the 
economically hardest hit neighborhoods in Sacramento. 
Habitat was a funding recipient of the program. We also 
helped sponsor Rock the Block, which raised enough 
funds to repair 22 homes, complete five community 
projects and host a neighborhood clean-up. 
•	
Oregon: We sponsored Habitat’s HopeBuilder Luncheon 
and Hard Hat & Black-Tie Auction. The funds raised are 
contributing to construction projects in the Portland, 
Beaverton and Hillsboro areas.  
•	
Washington: As well as sponsoring several annual 
fundraising events, we again sponsored and participated 
in the annual Blitz Build, a concentrated three-week 
Habitat home build. A number of our area employees 
used their Community Connection hours to volunteer 
during the build. 
Supporting Businesses
Putting ourselves even closer to our communities 
To be in business for more than 130 years, it’s been essential that we continually evolve and adapt to changing client needs, fluctuating 
economies and advancements in technology. In the past two years, that included streamlining the structure of our Commercial, Business 
Banking and Community Banking divisions. Making adjustments like these when and where they are beneficial demonstrates we are 
continually adapting to the needs of our clients, while remaining agile in our approach and recommitting to responsiveness. 
This ongoing transformation highlights our focus on relationship banking while also creating new career development opportunities for 
our employees. 
We recently reorganized the job roles and functions in our branches to better facilitate meaningful, long-term relationships with our 
clients by supporting their broader banking needs. This approach, together with providing compelling products, also naturally facilitates 
ongoing opportunities to attract new clients. We also introduced additional training opportunities focused on credit and lending 
concepts specifically for consumer and small business bankers, to help our teams offer even more comprehensive advisory services 
while also assisting with our colleagues’ long-term career development.  
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ESG Report

Financing small and underserved businesses 
In addition to providing financing for large commercial and municipal clients, we offer a range of services aimed at smaller and 
underserved businesses. Our QuickStep business loan program, for example, provides businesses with faster access to loans up to $1 
million. 
Small Business Opportunity Fund (SBOF)
We created the Banner Bank Small Business Opportunity Fund to support underserved small businesses, particularly those with gross 
annual revenues of $1 million or less that are owned by Black, Indigenous and people of color (BIPOC), as well as businesses in 
economically disadvantaged rural and urban communities. In 2021 and 2022, our $1.5 million investment assisted 153 small businesses.  
Mission-Driven Equity Investment 
Minority depository institutions (MDIs), also known as mission-driven banks, provide an important service for minority, low- and 
moderate-income (LMI), rural and traditionally underserved communities. 
In 2021, Banner made a $1 million equity investment in Broadway Federal Bank which, following a merger with City First Bank, became 
the largest Black-led MDI in the United States. In 2022, this MDI maintained its focus on low- and moderate-income communities 
and communities of color in Southern California and the Washington, D.C. metro area. Specifically, for the year ending 2022, the MDI 
deployed $304 million in capital with 69% in mission lending. 
Small Business Opportunity Fund Fully Deployed
($1.5 Million to support 153 Small Businesses)
Urban markets
78%
Rural markets
22%
In economically distressed or high-poverty areas
57%
Woman-owned
54%
Diverse recipients/populations (BIPOC)
87%
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ESG Report

Supporting Communities
Investments, contributions and volunteerism
We demonstrated our commitment to communities in many 
ways during 2022. Our Community Reinvestment Act (CRA) 
investments totaled $162 million. The investment proceeds are 
helping to create over 2,250 affordable housing units, while 
also providing supporting funds toward community services, 
economic development, and community revitalization and 
stabilization. Additionally, 795 organizations received more 
than $1.8 million in financial support through our charitable 
giving and sponsorship contributions. 
Employees are encouraged to volunteer in the communities 
we serve for organizations and causes to which they feel 
individually connected. Our employees’ contributions of time 
and talent are making a lasting impact on our communities, 
including underserved segments and populations, while often 
helping individual employees gain new skills and leadership 
opportunities. 
To minimize potential barriers to volunteering, our Community 
Connections program offers employees up to 16 hours of paid 
time off to volunteer during work hours with the organizations 
and causes of their choice. We also encourage employees 
to take leadership roles in these organizations as part of 
their professional development. For 2022, 179 employees 
volunteered in a board capacity, logging 5,847 service hours. In 
total, nearly 1,400 organizations and their chapters benefitted 
from more than 14,000 hours of employee volunteerism and 
financial support.
Providing warm meals to those in need
On the second Friday of every month, members of 
our team in Walla Walla, Washington volunteer at a 
local nonprofit focusing on providing food and shelter 
to people struggling with hunger, homelessness, 
addiction and mental illness. Our ongoing, long-time 
support of this vital organization helps them to serve 
approximately 47,000 individual meals a year, as well 
as to provide lodging to those who earn less than 50% 
of the median income of the area.
Fundraising to fight hunger
According to the U.S. Department of Agriculture, roughly 13.5 
million American households, with 33.8 million people, were 
impacted by food insecurity in 2021. Each fall, our teams 
come together to collect donations to fight hunger in our 
local communities. In 2022, the drive raised over $51,000 for 
our local communities for more than 85 food banks and food-
assistance programs across our four-state footprint.
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ESG Report

Governance
Our Approach to Governance
For more than 130 years, people have trusted us to act with 
integrity, including when protecting their interests, money and 
privacy. The rigorous governance structures we have in place 
assist us in upholding our high standards.
Board governance in 2022 
In terms of Board composition and performance, 2022 was 
a year of refinement and building on the strong foundation 
already in place, with no changes to the composition of the 
Board since our most recent disclosure. Assignment of ESG 
oversight to various Board committees and the related revision 
of several committee charters was implemented in 2021. 
Stakeholders are invited to review our Board of Directors’ ESG 
Statement, available at bannerbank.com/esg/board-statement. 
As part of our ongoing refinement of governance processes, 
last year we developed a dashboard to enhance our 
accountability for responding to themes identified in our 
annual evaluation of Board performance, in which all directors 
and executives participated. The dashboard allowed us to track 
and report our progress on the objectives we set in response 
to the Board evaluation feedback, and provided a framework 
for ongoing dialog with the Board’s Corporate Governance/
Nominating Committee. 
Board Size
11
Total Number of Directors
Gender 
Diversity
31%
4 of 11 directors
Ethnic 
Diversity
27%
3 of 14 directors
Overall 
Diversity
55%
6 of 11 directors
Board Independence
91%
10 of 11 directors are independent
Ethics and Compliance
Our mature ethics program continued to work well throughout 2022, helping every part of our business maintain high standards of 
conduct and compliance. We are committed to always acting in a way that aligns with all applicable consumer laws and regulations as 
well as our long-standing guiding principle to do the right thing.
Our Code of Ethics and Business Conduct is reviewed annually by the Board. This last occurred on July 26, 2022. To ensure all 
employees are familiar with the Code, all new hires must complete online training and certify they understand and will abide by the 
Code, and all ongoing employees must recertify their commitment annually. Directors also provide a similar certification on an annual 
basis.
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ESG Report

Three lines of defense to oversee risks
We employ a “three lines of defense” risk control structure. In this design, responsibilities for control are distributed across our business 
operations (inclusive of client-facing roles as well as enterprise support functions), risk management and compliance, and internal 
audit. The three lines of defense structure facilitates both a collaborative model operated between profit and cost centers, as well as 
independence of the oversight roles of our risk and audit functions.
Our first lines of defense reside in our operational units where responsibility to execute objectives is balanced with the potential exposure 
to risk. Functional leaders develop monitoring and testing processes in a self-auditing function and report their observations to the 
second line of defense.  
The second line of defense is charged with design and execution of control structures that are supportive of strategic initiatives yet 
grounded in a culture of strong regulatory compliance and prudent capital management. Functionally, the second line of defense 
comprises specializations of credit risk administration, BSA/AML, compliance, fair lending, fraud, physical security, information security, 
model risk management, regulatory affairs, enterprise risk, operational risk, and credit risk review. Additionally, the second line of defense 
oversees real estate related risks in the areas of appraisal and market research. The second line of defense is completely independent of 
the business units, or first lines of defense.
In each of the second line of defense functions, we employ career professionals who are experts in their field.  These subject matter 
experts work in tandem with the business unit leadership in growing our company in a controlled manner.
Adherence to this risk framework is independently tested through a comprehensive internal audit control structure, the third line of 
defense. As in the second line of defense, the third line is comprised of specialists, expert in their field for assessing adherence to policies, 
procedures, and regulation. 
Collectively, the three lines of defense model operates as a checks and balances approach, helping us identify and properly manage 
risks, while contributing to our overall growth objectives in a measured fashion. Independence in the second and third lines of defense is 
established through direct accountability to the Board of Directors.
We have practiced this classic three lines of defense structure for many years and consider our status to be mature. This risk framework is 
routinely examined by our banking regulators and external auditors. It is a proven governance model that allows us to effectively pursue 
strategic priorities of serving our shareholders, clients and communities, in a regulatorily compliant manner.
The three lines of defense structure facilitates both a collaborative model 
operated between profit and cost centers, as well as independence of the 
oversight roles of our risk and audit functions.
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ESG Report

Listening and learning 
Strengthening our compliance culture has been an ongoing effort for a number of years. This includes encouraging all employees to 
proactively raise concerns or submit complaints without fear of retribution or retaliation. If an employee, client, or other stakeholder is 
not comfortable discussing concerns with management, our anonymous third-party hotline, EthicsPoint, is described on our website and 
is available anytime by phone and online.
All EthicsPoint reports are submitted to our Ethics Officer, Chief Audit Executive, and the chair of the Audit Committee, who is an 
independent Board member. Additional executives and/or other management are engaged as appropriate to assess and respond to each 
report.
The Ethics Officer reports any complaints relating to financial record-keeping or reporting to the Audit Committee ahead of the release 
of key financial reports. The Ethics Officer also presents an annual report to the committee to aid in the identification of any systemic or 
repeated problems, enabling them to be appropriately addressed. Non-retaliation against employees is formalized in our Code of Ethics 
and Business Conduct and includes strong legal protections for those who raise ethical concerns or complaints in good faith.
Any consumer compliance-related complaints received through EthicsPoint are also shared with our Chief Compliance Officer or Fair 
Lending Officer and reviewed for compliance concerns. Our Complaint Management Program is led by a workgroup that meets monthly 
to review client complaints, escalate concerns, analyze trends and improve systems to promote a positive client experience.
Focusing on Our Human Capital
Ensuring that every team member feels supported, listened 
to, valued and able to hone their skills as well as take on new 
challenges is an essential part of achieving our ESG goals. 
That environment also creates real opportunities to drive 
engagement, productivity and business value. 
This renewed focus is being led from the top. In 2022, our 
Board’s Corporate Governance/Nominating Committee 
refreshed its list of desired director attributes. In considering the 
skills and competencies we need most to drive our business 
forward, the Committee added human capital management/
executive compensation experience to the list. The addition 
reflects the level of importance the Board places on supporting 
our human capital as a key component of our organization’s 
strategy in the coming years. 
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ESG Report

Succession planning
The Board of Directors understands the importance of succession planning and actively monitors actions regarding planning for 
succession of our CEO and other key executives. The Board annually reviews our succession plans for senior leadership roles to make 
sure the right leadership talent is in place to support our objectives, now and into the future. 
In the past year, the Board made the strategic decision to shift committee oversight for executive succession planning from the 
Corporate Governance/Nominating Committee to the Compensation and Human Capital Committee, thereby continuing to expand 
the responsibilities of the Compensation and Human Capital Committee to encompass areas beyond executive compensation. Going 
forward, the Compensation and Human Capital Committee will be responsible for reviewing talent development and succession 
planning, including tracking the gender and ethnic diversity of high-potential employees.
Executive Compensation
Our “pay for performance” philosophy connects compensation to employee individual 
performance as well as the performance of the bank. We believe this provides the best 
incentive to our people and allows them to share more fully in our overall growth and 
success. 
We aim to align incentives with the risk and performance frameworks of our business in a 
way that best facilitates the support expected by our clients, employees and stakeholders. 
This extends to all levels of our business, and work has begun to integrate ESG goals 
into our executive compensation packages. By year-end 2022, approximately 70% of our 
Executives had an ESG or DEI goal linked to their compensation package.
Approximately
70%
of our Executives 
had an ESG or DEI 
goal linked to their 
compensation package
Information Technology and Cybersecurity
We continued to invest significantly in cybersecurity capabilities. Our security protocols and standards follow the ISO27001 framework 
and regulatory guidance, and our policies and processes monitor and mitigate the threats we face. Combined, they are designed to 
bolster our resilience such that our branch and back-office operations would continue to perform should a cyber incident occur.   
Our Risk Management Oversight Committee and our Board’s Risk Committee are responsible for oversight of our cybersecurity and data 
security programs and policies regarding information technology and cybersecurity risk, including our framework to prevent, detect and 
respond to attacks or breaches. These committees receive regular reports on matters relating to cybersecurity and data security.
Launching our third-party provider policy 
In 2022, our new Third-Party Provider (TPP) Lifecycle Management Policy was approved by the Board. The policy recognizes the 
importance of effectively managing third-party providers. It establishes the process all employees use to engage TPPs and facilitates the 
acquisition of the right products and services at competitive prices. It also provides guidance on appropriate risk-based due diligence 
processes in advance of contract execution, further managing our potential risks and quarterly business reviews that are performed for 
our critical vendors.    
This new policy is the latest step in our move from an IT-centric TPP management policy toward a company-wide program that 
supports the entire organization. The Third-Party Provider Management group is involved in key vendor contract negotiations and RFP 
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ESG Report

processes, helping create efficiencies, reduce risk and drive value from our vendor relationships. Since its introduction, teams across the 
organization have successfully partnered with the TPP team on complex vendor sourcing and negotiation. 
Data security 
We aim to continually strengthen our security controls. As a financial institution, our reputation is built on our ability to safeguard our 
clients’ assets and personal information. As the threat landscape continues to evolve and become more sophisticated, so must we. Our 
ability to manage data and aggregate it in an accurate, secure and timely manner are essential parts of effective risk management. 
The ways we protect, collect and use personal data is detailed in our privacy notice and supplemental policy for the Banner Bank mobile 
banking app. Both are reviewed every year, and we notify clients and colleagues of any changes in accordance with legal requirements 
for each state. New clients also receive our privacy notice at account opening. 
It remains a core commitment of Banner not to sell the personal information of our clients or share it for marketing purposes with non-
affiliated entities. When we do share personal information with affiliates, it is strictly as part of an ongoing business relationship. 
Audit frequency 
Our cybersecurity systems are rigorously examined and tested by internal and external experts. This includes:  
•	
Internal and external penetration testing;
•	
Cybersecurity internal audit; 
•	
External audit by FDIC and Washington State Department of Financial Institutions; and
•	
Review by an independent cybersecurity consultant.
Education and training 
The Board receives cyber security training. Additionally, employees receive cybersecurity awareness training as part of the onboarding 
process as well as annual refresher training on phishing and related subjects. Tests are carried out regularly to keep employees up to date 
with this ever-evolving and common threat. 
We also provide educational resources and support to our clients on topics such as account takeover, common forms of fraud, 
protecting their accounts and computer systems, best practices for digital and physical security of their financial information. 
It remains a core commitment of Banner not to sell the personal information of 
our clients or share it for marketing purposes with non-affiliated entities. When 
we do share personal information with affiliates, it is strictly as part of an ongoing 
business relationship.
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ESG Report

Our Environment
From the Canadian border to the Mexican border, our footprint encompasses some of our nation’s most unique and beautiful natural 
habitats. These habitats are part of the shared history and identities of our communities, and we are playing our part in protecting and 
preserving them for future generations.
Continuing to Evolve Our Climate Strategy
Climate change impacts are already being felt by communities internationally. To help mitigate these risks and strengthen climate-related 
resilience, governments around the world are introducing national legislation and joining international agreements aiming to combat the 
rise in global temperatures. In 2022, we made significant progress on building a climate risk management program. 
Climate strategy governance
Our Board’s Risk Committee provides oversight of climate-related issues and guides our strategy with regard to climate risk. The Risk 
Committee receives quarterly updates on climate-related issues and status updates on the progress of our climate risk program. This 
includes information on greenhouse gas emissions data and transition and physical risks related to certain climate scenarios. 
On the management level, climate-related responsibilities are assigned to the Enterprise Risk Management team, with direct oversight 
by the Chief Risk Officer. They provide regular reports to the ESG working group, as well as quarterly reports to the Risk Management 
Oversight Committee and the Risk Committee. 
Identifying and managing climate risk 
The Enterprise Risk Management (ERM) department conducts quarterly ERM assessments spanning 11 key risk areas including credit, 
market/price, liquidity, interest rate, financial reporting, operational, technology, people, compliance/legal, reputation and strategic. 
Climate-related risk management responsibilities are also assigned to this department. We have begun work to incorporate climate-
related considerations into these risk assessments where applicable, and we expect to continue to refine this aspect of our risk 
assessments as we enhance our climate risk program over time. In 2022, we also established procedures to help us responsibly meet the 
evolving regulation around ESG-related disclosures. 
To better inform the continuing development of our climate strategy, we completed a scenario analysis in 2022. Preliminary results 
showed that, as an organization, Banner is quite resilient to both the physical and transitional medium-term risks presented by climate 
change.
We recognize the inherent climate-related risks that may impact our business. We also acknowledge the potential opportunities we 
might undertake to increase our positive impact. 
Measuring our emissions 
In 2022, we began to measure our emissions to better understand our carbon footprint and begin to identify ways to reduce it. Working 
alongside external subject matter experts, we have calculated our scope 1 and 2 emissions for 2021 and 2022. Scope 1 emissions are 
direct greenhouse gas (GHG) emissions from sources owned or controlled by Banner Bank, primarily consisting of natural gas consumed 
at our locations. Scope 2 emissions are indirect GHG emissions from the generation of electricity purchased by Banner Bank. These 
emissions calculations are a critical early step in establishing emissions reduction targets and will be used to inform emissions goals in 
the future. 
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ESG Report

Scope 1 and Scope 2 Greenhouse Gas 
(GHG) Emissions*
2021
2022
Scope 1 Emissions
1,416.56
1,451.86
Natural Gas
1,325.04
1,379.44
Fuel Oil/Diesel
34.61
21.00
Propane
25.59
18.80
Gasoline (Mobile Combustion) 
31.31
32.62
Scope 2 Emissions – Electricity (Location-
Based)
4,355.02
3,946.48
Total Scope 1 and Scope 2 Emissions
5,771.58
5,398.34
Per 1,000 Square Feet
4.73
4.76
Per Revenue (Millions)
9.73
8.59
Building Area (Square feet)
1,219,379
1,113,706
Revenue (Millions)
$593.31
$628.43
*Emissions expressed in Metric Tons of Carbon Dioxide Equivalent (MT CO2e).
Note 1: Scope 1 and Scope 2 emissions calculations were developed in accordance with the GHG Protocol. Limited Assurance has been 
provided for the overall Scope 1 and Scope 2 emissions calculations.
Note 2: Utility consumption is based on actual utility invoices for properties where Banner receives a utility bill, and estimated for 
properties that Banner controls, but does not receive a bill. Fugitive emissions are considered immaterial. 
Note 3: The Base Year for GHG emissions calculations will be determined once emissions reduction targets are established.
Note 4: The threshold for base-year emissions recalculation will be 10% of base year emissions, determined on a cumulative basis from 
the time of the established base year. 
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ESG Report

Supporting Environmental Sustainability
We believe we can create more value by supporting environmentally responsible projects and welcome the opportunity to finance 
projects that will increase public infrastructure resilience. This complements our activities in supporting consumer clients in search 
of financing to buy or renovate their homes. Utilizing our expertise and role as a provider of capital to advance important issues is in 
alignment with what we’ve been doing for over a century.
Publishing a formal climate statement 
Our initial publication of the Banner Social, Environmental and Climate Credit Risk Statement is available for stakeholder review at 
www.bannerbank.com/esg/credit-risk-management-statement. This document links our environmental risk management with our credit lending. 
Financing sustainability-based projects 
We continued to provide financial support to a range of ESG-related projects throughout 2022. Increasing the energy-efficiency of 
homes within our communities remained a priority as we built on the successful 2021 launch of our PowerWise Home Loan and 
HomeFresh Second Mortgage. We also maintained our record of providing banking services and loans to innovative businesses that are 
pioneering new ways to take on the challenges posed by climate change. 
For example, we issued a Small Business Administration (SBA) loan to a solar installation company as part of the Energy Trust of Oregon’s 
‘Path to Net Zero’ initiative. An office for the company will be built on the commercial property using high efficiency building materials 
and window design, and is later expected to be powered by solar panels. We also financed a project to reclaim environmental biogas 
produced through agricultural processes.
Operating sustainably 
We appreciate the efforts our teams have undertaken to improve the environmental efficiency of our operations. The platinum-rated 
LEED building of our Boise, Idaho branch and administrative offices uses 65% less electricity for lighting and 60-80% less water than a 
typical office building of the same size. We perform regular audits of all our locations to identify areas for potential additional investment. 
Managing our environmental data
Utility provider invoices are the source data for our Scope 1 and 2 greenhouse gas emissions calculations. We use a third-party platform 
to track and pay utility invoices. A combination of system and employee authorization steps are used to validate various stages, including 
automated alerts when consumption is outside predefined parameters. Significant changes in utility consumption are identified monthly 
and investigated to provide us with an opportunity to correct issues and mitigate unnecessary emissions. 
Utility consumption figures are converted to greenhouse gas emission estimates using a calculator developed by a leading environmental 
services consultant with expansive international operations. We have received Limited Assurance of the overall Scope 1 and Scope 2 
emissions calculations from our independent public accountants. 
Energy usage 
Investment in LED lighting and energy management systems across our footprint continued in 2022. As a result of the acceleration of 
remote work over the last several years, we have been able to reduce the square footage we actively own and manage.
Water usage 
Our water consumption remained relatively low in 2022, yet we continued exploring additional ways to reduce usage at our owned 
properties – for example, we implemented hardscaping at three additional properties in 2022 to reduce water consumption.
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ESG Report

“I’m fully remote now – which means I’m not driving more than 7,500 miles each 
year to get to and from the office. The savings for me have been significant, in 
addition to the positive environmental impact.” 
- Banner Bank team member 
Waste management 
In 2022, we recycled over 588,000 pounds of shredded paper through our recycling partner. We also began phasing out plastic and 
foam bowls, plates and cups from breakroom supplies. Our switch to thermal printing also reduced the amount of ink cartridges we use 
annually.
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ESG Report

Conclusion
“Doing the right thing is always our starting point when considering the way 
our business operates. This report shines a spotlight on how we are turning this 
guiding principle into meaningful action. It demonstrates the multitude of ways 
that our sustainable business practices enhance our long-term strength and 
ability to create value.”
- Mark J. Grescovich
Maintaining Our Momentum. Maximizing Our Impact.
2022 was a landmark year for us. We published our inaugural ESG Highlights Report, providing additional transparency in 
relation to our governance, social and environmental activities. This year’s report shows we are continuing this positive 
trajectory and maintaining momentum throughout our organization. 
We are pleased with our achievements in pursuit of a more sustainable business through continued improvements in the 
areas of environment, social and governance. We also recognize there is more to do.
In addition to this report, we share updates on our ongoing ESG efforts on our website. You are invited to review our 
progress any time at bannerbank.com/esg.
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ESG Report

About this report
Banner’s ESG Highlights Report aims to provide transparency 
in our strategy, efforts and accomplishments on ESG-related 
initiatives for the fiscal year ended December 31, 2022 (unless 
otherwise noted). We undertake no obligation to update the 
information in this report or otherwise notify you in the event 
any views, opinions or facts stated in this report change or 
subsequently become inaccurate. Any goals or plans discussed 
in this report are aspirational and/or reflect management’s 
good faith belief as to potential future events, and we cannot 
guarantee or promise that they will be achieved. 
In preparing this report, we worked with internal subject-
matter experts to develop and review relevant content and we 
leveraged internal reporting experts to obtain documentation 
supportive of the report’s content. Prior to publication, the 
report was subjected to multiple rounds of review and revision 
by a cross-functional team of colleagues. The report was also 
reviewed by our internal Disclosure Committee – the same 
group responsible for reviewing Banner’s periodic SEC reports 
(Forms 10-Q and 10-K) – and was discussed with our Board of 
Directors’ Corporate Governance/Nominating Committee and 
Audit Committee. Our Internal Audit function will also help to 
evaluate and improve the effectiveness of our ESG disclosure 
processes over time. 
Data in this report may be estimated and based on 
assumptions. Additionally, certain information in this report 
has not been prepared in accordance with generally accepted 
accounting principles (GAAP). It has not been independently 
audited. Certain topics identified as particularly important to 
Banner and its stakeholders may be referred to as “material.” 
The use of “material” or “materiality” in this report is distinct 
from, and should not be confused with, these same terms as 
construed in accordance with securities laws or regulations or 
as used in the context of financial statements and reporting. 
This report does not constitute an offer or sale of any 
securities issued by Banner Corporation. The information 
in this report shall not be deemed to be incorporated by 
reference in any filing under the Securities Exchange Act of 
1934 or the Securities Act of 1933, except as expressly set forth 
by specific reference. This report is for general informational 
purposes only, is not comprehensive and contains only 
voluntary disclosures. 

The report should be read in conjunction with other publicly 
disclosed material such as our Annual Report on Form 10-K 
and our quarterly reports on Form 10-Q, with particular 
attention to the “Forward-Looking Statements” and “Risk 
Factors” sections of those reports. 
As used in this report, “Banner” may refer to Banner
Corporation and/or its subsidiary bank, Banner Bank.
Additional ESG material can be found on our website at 
www.bannerbank.com/esg.
For more information 
Code of Conduct
Community Reinvestment Act
Complaint Management
Corporate Governance Guidelines
Credit Risk Management
Fair Lending
Information Security And Privacy
Privacy Notice
Product Management
Respectful Workplace
Responsible Sales Practices
Safety And Security
Sustainability Accounting Standards 
Board (SASB) 
Task Force on Climate Related Financial 
Disclosures
Whistleblower
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ESG Report