DNB Bank

Corporate brand

Norway's largest financial-services group, providing retail, corporate, investment and asset-management services under the DNB brand. Den norske Bank, commonly known as DnB, was a Norwegian bank formed in 1990 and merged into DnB NOR in 2003.

Last updated November 4, 2026

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Overview

DNB Bank is the banking arm and largest operating entity of DNB Group, Norway's largest financial services group. Its historical roots extend to Christiania Sparebank, established in 1822, while the modern institution was formed through the consolidation of several Norwegian banks, insurers, savings institutions and financial businesses. The group combines retail and corporate banking with investment banking, asset management, real-estate brokerage, consumer finance and selected international financial services. DNB serves private individuals, companies, institutional investors and the public sector. In Norway, its business includes everyday banking, lending, payments, savings, investment products, insurance-related services, corporate finance and securities-market activities. DNB Markets operates as the group's investment-banking and capital-markets unit. DNB Asset Management manages funds and other investments, including for institutional clients in Norway and Sweden. DNB Eiendom is the group's real-estate agency, while Cresco is associated with consumer and finance-company activities. The bank's domestic franchise is centered on Norway, where it has one of the country's largest customer bases, including more than 2.3 million retail customers and more than 200,000 corporate clients according to the referenced account. Its branch network is complemented by digital banking channels and specialist teams serving large companies and public-sector organizations. DNB's corporate franchise is particularly prominent in shipping and energy finance, areas in which it has developed substantial international expertise. DNB also maintains an international network of branches and representative offices. Locations identified in the reference material include Helsinki, Copenhagen, Hamburg, Luxembourg, London, New York, Houston, Rio de Janeiro, Santiago, Shanghai and Singapore, as well as offices in Sweden. The group previously operated in Denmark, Finland, Poland, Estonia, Latvia and Lithuania under the DnB NORD name. DNB became the sole owner of that business in 2010 and replaced the regional DnB NORD identity with the common DNB brand in 2011. The current corporate identity dates from November 2011, when DnB NOR changed its legal name and brand to DNB. Earlier, in 2003, Den norske Bank and Gjensidige NOR had merged to create DnB NOR. The group therefore represents both a long-running history of Norwegian banking institutions and a modern consolidation strategy. In 2017, DNB and Nordea combined their Baltic operations in Estonia, Latvia and Lithuania to form Luminor Bank. In 2024, DNB agreed to acquire Swedish investment bank and asset manager Carnegie in an all-cash transaction, expanding its wealth-management and investment-banking capabilities. DNB's principal identity remains that of a Norwegian universal bank with Nordic reach and specialist international strength in maritime and energy finance. DNB Bank ASA is the principal banking company within DNB ASA, Norway's largest financial-services group. The DNB brand serves private customers, small and medium-sized businesses, large corporations, institutions and public-sector organizations. Its activities include everyday banking, savings and investments, mortgages and other lending, payments, insurance distribution, pensions, asset management, investment banking, securities services and international corporate banking. The present organization emerged from a long sequence of consolidations in Norwegian banking. A major step was the 2003 merger of Den norske Bank, commonly known as DnB, with Gjensidige NOR, creating DnB NOR. That group combined banking, insurance and related financial activities and became one of the dominant institutions in the Norwegian market. The group later simplified its public identity: in 2011, DnB NOR adopted the shorter DNB name and introduced a unified visual identity across its customer businesses. DNB Bank is legally distinct from DNB ASA, the listed parent company. DNB ASA owns the bank and other businesses, while DNB Bank carries out the group's core deposit-taking and lending operations. DNB ASA shares trade on the Oslo Stock Exchange under the symbol DNB. Kjerstin Braathen has served as group chief executive since 2019; the bank's operations are managed as part of the wider DNB group rather than marketed as an independent consumer-facing brand. Norway remains DNB's home market and the center of its personal and business banking franchise. The group also maintains international capabilities focused particularly on corporate customers, shipping, energy, seafood, ocean industries, trade finance, investment banking and other cross-border activities. International offices and branches support Norwegian customers abroad and serve selected global industry and institutional relationships rather than constituting a retail banking network comparable to its Norwegian business. DNB's market position rests on scale, a broad domestic customer base, a large balance sheet, extensive digital distribution and sector expertise in industries important to Norway. Its customer proposition has increasingly emphasized mobile and online banking, self-service financial tools, digital mortgage and loan processes, and integrated savings and investment services. At the same time, the group remains a major relationship bank for Norwegian companies and an important participant in capital markets. As a regulated banking group, DNB's business is affected by Norwegian and European prudential rules, interest-rate cycles, housing and commercial-property conditions, credit losses, sanctions and anti-money-laundering requirements. Its history has also included regulatory scrutiny and public criticism over compliance and customer-protection matters. These issues sit alongside the broader strategic challenge faced by large banks: improving digital convenience and efficiency while maintaining resilience, responsible lending, cybersecurity and trust. Den norske Bank, commonly abbreviated as DnB, was a Norwegian banking institution that operated from 1990 until 2003. It was created through the merger of Bergen Bank and Den norske Creditbank during a severe downturn in Norway's economy and financial sector. The crisis placed substantial pressure on Norwegian banks, which had suffered large losses associated with weak credit decisions, problem loans, falling property values, and broader economic contraction. The creation of DnB was therefore both a corporate combination and part of the restructuring of Norway's banking system during the crisis period. The bank was headquartered in Bergen and operated primarily in the Norwegian market. It was listed on the Oslo Stock Exchange, while the Norwegian state held a majority ownership position. This combination of public ownership and stock-market listing reflected the importance of the banking sector during a period when the state played a major role in stabilizing financial institutions. DnB served as a general banking organization rather than as a narrowly focused specialist brand, with activities associated with conventional banking and later expansion into adjacent financial services. A significant step in that expansion came in 1996, when DnB acquired Vital Forsikring. The transaction broadened the organization's presence beyond banking into insurance and provided a platform for a wider financial-services offering. In 1999, DnB merged with Postbanken, linking the bank with a financial institution historically associated with Norway's postal network. These moves increased the scale and scope of the organization and helped consolidate parts of the Norwegian financial-services market. Den norske Bank ceased to exist as an independent institution in 2003, when it merged with Gjensidige NOR. The resulting organization was named DnB NOR and became the successor group to the DnB brand and business. DnB NOR later adopted the shorter name DNB in 2011. The rebranding was reported to have cost approximately NOK 150 million to NOK 170 million, although that expenditure related to the later DnB NOR-to-DNB name change rather than to the original creation of Den norske Bank. As a historical brand, Den norske Bank is best understood as a major Norwegian bank of the 1990s and early 2000s and as an important predecessor of the modern DNB group. Its principal significance lies in its formation during the banking crisis, its consolidation of banking, insurance, and postal-banking activities, and its role in the sequence of mergers that produced one of Norway's largest financial institutions. The original brand is defunct and is no longer a separate operating bank.

History

DNB Bank's institutional history reaches back to the creation of Christiania Sparebank in 1822. Over the following decades, the Norwegian banking landscape developed through the establishment of institutions including Gjensidige in 1847, Bergens Privatbank in 1855 and Den norske Creditbank in 1857. Later combinations brought together Fellesbanken, Bergens Kreditbank, Postbanken, Vital, Nordlandsbanken and other businesses that ultimately contributed to the modern DNB organization. A decisive stage in the group's development came from the combination of Den norske Bank, commonly known as DnB, and Gjensidige NOR. Their merger produced DnB NOR in 2003 and created a larger Norwegian financial group with banking, insurance, savings and investment capabilities. The structure also reflected the importance of customer-linked ownership in the Norwegian savings-bank tradition. Sparebankstiftelsen DNB was established when Gjensidige NOR was converted into a public limited company, with the foundation retaining an ownership interest and the ability to distribute part of its dividend for charitable purposes. DNB expanded its regional and international scope during the 2000s and early 2010s. Its activities in Denmark, Finland, Poland and the Baltic states were associated with DnB NORD, initially a joint venture with Germany's Norddeutsche Landesbank. DNB became the full owner of the enterprise on 23 December 2010. On 11 November 2011, the group unified the regional identity under the DNB name and also changed the parent company's legal name and brand from DnB NOR to DNB. The group subsequently continued to develop a model combining a large Norwegian retail and corporate bank with specialist global businesses. In Norway, DNB serves households, companies, institutions and public-sector bodies through branches, digital channels and expert units. The group has particular international standing in shipping finance and maintains a significant energy-sector presence. Its overseas network has included offices and representative locations across Northern Europe, the United Kingdom, North and South America, Asia and Singapore. In August 2017, DNB and Nordea combined their Baltic operations in Estonia, Latvia and Lithuania. The resulting institution, Luminor Bank, represented a strategic restructuring of the two banks' regional businesses rather than a continuation of the DnB NORD brand. DNB remained focused on its Norwegian core while retaining international activities connected to corporate finance, shipping, energy, markets and asset management. In October 2024, DNB agreed to acquire Carnegie, a Swedish investment bank and asset manager, in an all-cash transaction. The proposed acquisition indicated an effort to strengthen DNB's investment-banking, wealth-management and Nordic capital-markets position. Across its history, the group has therefore moved from a collection of regional Norwegian banking institutions toward an integrated financial-services group, while preserving Norway as its main market and expanding selectively into specialized international businesses. DNB Bank's modern history is rooted in the consolidation of Norway's banking sector. Den norske Bank, generally called DnB, had itself been formed through earlier combinations involving Norwegian banking institutions. Gjensidige NOR represented another major Norwegian financial group with banking and insurance activities. In 2003, DnB and Gjensidige NOR merged, creating DnB NOR and combining extensive retail, corporate and financial-services operations. The merger established the foundation of the institution that is now DNB. The group operated as a broad financial conglomerate, with banking at its center and additional activities in insurance, asset management, securities and international corporate finance. Its Norwegian franchise grew through branches, relationship banking and, increasingly, electronic channels. The group also maintained international operations connected to Norwegian companies and globally oriented sectors such as shipping, energy and seafood. In 2006, DnB NOR acquired Nordlandsbanken, a Norwegian bank with a strong regional history. The transaction strengthened DnB NOR's position in northern Norway and integrated the smaller bank into the group's broader structure. DnB NOR subsequently focused on consolidating its operations, improving efficiency and developing a common technology and distribution platform. Rune Bjerke became chief executive in 2007 and led the group through the global financial crisis and the following restructuring of financial markets. Like other large banks, DnB NOR had to manage funding, liquidity, credit quality and capital requirements in a period of severe international stress. Norway's relatively resilient economy and the group's domestic scale supported its position, although banking conditions remained closely tied to interest rates, housing, energy and corporate-sector developments. In 2011, DnB NOR adopted the shorter DNB name. The rebrand was intended to make the group easier to identify and to give its retail, business and institutional activities a common identity. DNB became the principal public-facing brand, while DNB ASA remained the listed holding company and DNB Bank ASA the principal banking subsidiary. The following decade was characterized by digitization and changes in the group's business mix. DNB expanded mobile and online banking, automated parts of lending and payments, and developed digital tools for savings and investment. At the same time, it maintained a substantial branch and advisory presence for customers requiring more complex services. DNB Markets and DNB Asset Management supported the group's institutional and corporate offering, while international offices focused on selected industries and cross-border relationships. Kjerstin Braathen became chief executive of DNB ASA in 2019, succeeding Rune Bjerke. Under her leadership, DNB has continued to emphasize technology, customer experience, operational efficiency, sustainable finance and disciplined capital management. The group has also faced continuing supervisory expectations concerning anti-money-laundering controls, governance, responsible lending and customer protection. Regulatory criticism and fines have required improvements in monitoring, documentation and compliance processes. DNB's acquisition strategy has included selective expansion of specialist capabilities. In 2024, DNB announced an agreement to acquire Carnegie Holding, subject to regulatory approval. The proposed deal was presented as a way to strengthen investment banking, securities and wealth-management services across the Nordic region. It illustrates DNB's strategy of combining a dominant Norwegian banking franchise with targeted capital-markets and advisory capabilities. Today, DNB Bank ASA is best understood as the operating bank at the core of DNB ASA rather than as a stand-alone consumer brand. It provides the deposit, payment, lending and banking infrastructure supporting DNB's personal and business relationships. The wider group combines this bank with markets, asset management and other financial activities. Its competitive identity is therefore based on domestic scale, digital distribution, extensive corporate relationships and specialist knowledge of industries important to Norway, while its principal long-term challenges involve regulation, cyber risk, competition from digital providers, credit cycles and maintaining public trust. Den norske Bank was established in 1990 through the merger of Bergen Bank and Den norske Creditbank. Its creation took place against the background of a major Norwegian economic downturn that had severely damaged the banking industry. Banks had accumulated substantial losses from poorly managed lending, deteriorating loan portfolios, and declining property prices. The merger brought two institutions together at a time when consolidation was viewed as an important response to the financial pressure affecting Norway's banking system. The new bank was headquartered in Bergen and was commonly known by the abbreviation DnB. It operated as a broad Norwegian banking institution and was listed on the Oslo Stock Exchange. The Norwegian state held a majority ownership position, reflecting the public-sector role in the stabilization and restructuring of banks during the crisis period. DnB's business was primarily domestic, serving the Norwegian market through ordinary banking activities and related financial services. During the 1990s, DnB expanded beyond its original banking base. In 1996, it acquired Vital Forsikring, adding an insurance business and broadening the institution's financial-services scope. In 1999, DnB merged with Postbanken. That combination connected DnB with a bank associated with Norway's postal infrastructure and further increased its reach within the domestic market. These transactions were part of a wider pattern of consolidation in Norwegian finance and helped establish DnB as a diversified financial group rather than a single-line banking operation. The independent Den norske Bank brand ended in 2003, when the bank merged with Gjensidige NOR. The combined entity was named DnB NOR and became the successor organization to DnB. The later group continued to develop its banking and financial-services operations, and in 2011 DnB NOR changed its name to DNB. The reported cost of that later name change was approximately NOK 150 million to NOK 170 million. The rebranding marked the emergence of the shorter DNB identity, while Den norske Bank remained a historical predecessor rather than a continuing standalone brand. The history of Den norske Bank is consequently defined by three phases: formation during a banking crisis, expansion through insurance and postal-bank combinations, and absorption into a larger successor group. It is not the same entity as the modern DNB brand, although it forms part of DNB's corporate lineage.

2024
DNB agrees to acquire Carnegie
[1]DNB Banken.wikipedia.org
DNB agrees to buy Swedish investment bank and asset manager Carnegie in an all-cash transaction.
2024
Agreement to acquire Carnegie
[5]DNB: Press releasesdnb.com
DNB announced an agreement to acquire Carnegie Holding, a Nordic investment-banking, securities and wealth-management group, subject to approvals.
2019
Kjerstin Braathen becomes chief executive
[3]DNB: Managementdnb.com
Kjerstin Braathen succeeded Rune Bjerke as president and chief executive of DNB ASA.
2017
Luminor Bank is created
[1]DNB Banken.wikipedia.org
DNB and Nordea combine their operations in Estonia, Latvia and Lithuania to form Luminor Bank.
2011
The group adopts the DNB name
[1]DNB Banken.wikipedia.org
DnB NOR changes its legal name and brand to DNB, and the regional operations move toward a common identity. The successor group changed its name from DnB NOR to DNB. The reported cost of the name change was approximately NOK 150 million to NOK 170 million.
2011
DnB NOR becomes DNB
[2]DNB: Our historydnb.com
The group launched the DNB name and a unified identity for its customer-facing businesses.
2010
DNB becomes sole owner of the DnB NORD business
[1]DNB Banken.wikipedia.org
DNB assumes full ownership of the regional DnB NORD enterprise on 23 December.
2007
Rune Bjerke becomes chief executive
[8]DNB (bank)en.wikipedia.org
Rune Bjerke took over as chief executive of DnB NOR and later led the group under the DNB name.
2006
Acquisition of Nordlandsbanken
[8]DNB (bank)en.wikipedia.org
DnB NOR acquired Nordlandsbanken, strengthening its regional presence and consolidating the bank's northern Norwegian operations.
2003
DnB NOR is formed
[1]DNB Banken.wikipedia.org
Den norske Bank and Gjensidige NOR merge, creating DnB NOR, the predecessor group of today's DNB and the foundation of its modern Norwegian universal-banking structure.
2003
DnB and Gjensidige NOR merge
[2]DNB: Our historydnb.com
The merger created DnB NOR, the predecessor group of today's DNB and the foundation of its modern Norwegian universal-banking structure.
2003
Merger with Gjensidige NOR
[9]Den norske Banken.wikipedia.org
Den norske Bank merged with Gjensidige NOR to form DnB NOR, ending the original bank's independent existence.
1999
Merger with Postbanken
[9]Den norske Banken.wikipedia.org
DnB merged with Postbanken, strengthening its position in the Norwegian domestic financial-services market.
1996
Acquisition of Vital Forsikring
[9]Den norske Banken.wikipedia.org
DnB acquired Vital Forsikring, expanding its activities into insurance.
1990
Formation of Den norske Bank
[9]Den norske Banken.wikipedia.org
Bergen Bank and Den norske Creditbank merged to create Den norske Bank, commonly known as DnB, during a severe Norwegian banking downturn.
1857
Den norske Creditbank is established
[1]DNB Banken.wikipedia.org
Den norske Creditbank is founded as another predecessor institution.
1855
Bergens Privatbank is established
[1]DNB Banken.wikipedia.org
Bergens Privatbank is founded and later becomes part of the chain of institutions leading to DNB.
1847
Gjensidige is established
[1]DNB Banken.wikipedia.org
Gjensidige, another important predecessor in the group's history, is established.
1822
Christiania Sparebank is established
[1]DNB Banken.wikipedia.org
Christiania Sparebank, one of the historical institutions in DNB's lineage, is founded in Norway.

Products and positioning

A broad Norwegian universal bank with a dominant domestic franchise, substantial corporate and public-sector coverage, and specialist international capabilities in shipping, energy, investment banking and asset management. A broad Norwegian banking institution that expanded through consolidation and adjacent financial-services activities, with a strong domestic focus and significant state ownership.

Banking
Retail banking
DNB's retail banking business serves Norwegian households with deposits, everyday payment services, lending, mortgages, savings and investment products. The franchise combines a large domestic customer base with branch and digital distribution.
Business and commercial banking
Corporate banking
Corporate banking provides financing, cash management, payments and other banking services to companies ranging from Norwegian businesses to large international groups. DNB also serves public-sector customers and has specialist expertise in shipping and energy. Corporate banking serves small businesses, medium-sized companies, large corporations and institutions. Services include accounts and payments, working-capital facilities, lending, cash management, trade finance, foreign exchange and sector-focused relationship banking. International coverage is particularly relevant to Norwegian companies operating across borders.
Investment banking and capital markets
DNB Markets
DNB Markets is the group's investment-banking and securities-market business. Its scope includes services associated with corporate finance, capital markets and institutional and corporate market activity. DNB Markets provides investment-banking and capital-markets services, including equity and debt financing, brokerage, research, corporate finance and advisory work. The business supports corporate, institutional and public-sector clients and is closely connected to DNB's expertise in Nordic industries and international markets.
Asset management
DNB Asset Management
DNB Asset Management manages funds and investments for institutional clients and other investors. The business operates primarily in Norway and Sweden and forms part of DNB's savings and investment platform. DNB Asset Management manages investment products and portfolios for institutional and retail investors. Its activities include mutual funds, mandates and related investment solutions, distributed through DNB and other channels in selected markets.
Real-estate services
DNB Eiendom
DNB Eiendom is the group's real-estate agency business. It complements the bank's mortgage and household-finance relationships by providing property-brokerage services in the Norwegian market.
Consumer finance
Cresco
Cresco is DNB's finance-company activity identified in the reference material. It is associated with consumer-finance and related lending services within the broader DNB Group.
Specialist corporate finance
Shipping and energy finance
DNB is positioned as a leading international shipping bank and a significant financial-services provider to the energy sector. These specialist activities support the group's multinational corporate-banking franchise.
Retail banking
Personal banking
DNB's personal-banking proposition includes current and savings accounts, cards, payments, digital banking, mortgages, consumer loans, insurance distribution and investment services. Customers primarily access routine services through mobile and online channels, with advisory support for mortgages, wealth and other more complex needs.
Banking technology and distribution
Digital banking
DNB's mobile and online platforms support payments, account management, savings, lending applications, personal financial oversight and communication with the bank. Digital distribution is a central part of the group's strategy for improving convenience and operating efficiency.
Banking · 1990
General banking
Den norske Bank operated as a broad domestic bank rather than a narrowly specialized provider. Its core scope consisted of ordinary banking activities associated with serving personal and business customers, including deposit-taking, lending, and related financial services. The available reference material does not provide a detailed product catalogue or individual product names.
Insurance · 1996
Vital Forsikring
Vital Forsikring became part of DnB after the bank's 1996 acquisition. Its inclusion broadened DnB's activities from banking into insurance and contributed to the organization's development as a more diversified financial-services group. The supplied sources do not specify the individual insurance products offered under the Vital name.
Banking · 1999
Postbanken banking services
Following the 1999 merger with Postbanken, DnB incorporated the banking activities of an institution associated with Norway's postal network. The combination increased DnB's domestic reach and added the historical Postbanken platform to its broader banking organization. Specific account or distribution products are not identified in the supplied reference material.

Controversies

2023
Administrative fine for anti-money-laundering breaches
Finanstilsynet fined DNB Bank ASA for breaches of Norwegian anti-money-laundering requirements, reflecting continuing regulatory concerns about controls and customer monitoring.
Source
2018
Regulatory criticism of anti-money-laundering controls
Norway's Financial Supervisory Authority identified deficiencies in DNB's anti-money-laundering procedures, including customer due diligence and monitoring. The issue led to remediation and increased supervisory attention.
Source

2011DNB brand launch
Norway
DnB NOR introduced the shorter DNB name and a common identity across its banking and financial-services businesses.
Outcome. DNB became the group's primary public-facing brand.
Source

Brand decisions

2024
Agreement to acquire CarnegieM&A
Background
DNB sought to strengthen its Nordic investment-banking, securities and wealth-management capabilities alongside its large Norwegian banking franchise.
Action taken
DNB agreed to acquire Swedish investment bank and asset manager Carnegie in an all-cash transaction. DNB announced an agreement to acquire Carnegie Holding, subject to regulatory approvals and other closing conditions.
Aftermath
The agreement was expected to broaden DNB's position in investment banking, asset management and Nordic capital markets; the referenced material does not provide completion details. The transaction was presented as a planned expansion of DNB's capital-markets and wealth-management platform; the final outcome depends on completion and approvals.
Reported transaction value. Approximately US$1.14 billion announced transaction value (October 2024)
Source
2017
Combination of Baltic operations with NordeaM&A
Background
DNB and Nordea combined their banking operations in Estonia, Latvia and Lithuania.
Action taken
The parties created Luminor Bank to operate the combined Baltic business.
Aftermath
The restructuring created a separate Baltic banking platform while DNB continued to focus primarily on Norway and its specialist international businesses.
Source
2011
Rebranding from DnB NOR to DNBStrategy
Background
After becoming the full owner of the DnB NORD business, the group sought a common identity across its regional operations.
Action taken
DnB NOR changed its legal name and brand to DNB, and the DnB NORD identity was replaced by the common DNB brand.
Aftermath
The change created a single customer-facing identity for the group's Norwegian and selected international activities.
Source
2011
Adopt a unified DNB identityStrategy
Background
The post-merger group operated under the longer DnB NOR name, which management sought to simplify for customers and use consistently across business areas.
Action taken
The group replaced DnB NOR with DNB as its principal customer-facing name and introduced a unified visual identity.
Aftermath
DNB became the recognizable brand for the group's retail, corporate and financial-services operations.
Source
2003
Merger of Den norske Bank and Gjensidige NORM&A
Background
The two Norwegian financial institutions combined to create a larger group spanning banking and related financial services. Further consolidation reshaped the Norwegian banking market and created a successor organization to DnB.
Action taken
The merger formed DnB NOR, the predecessor to the present DNB organization. Den norske Bank merged with Gjensidige NOR to form DnB NOR.
Aftermath
The transaction established the corporate platform from which DNB later unified its brand and expanded its Nordic and international activities. Den norske Bank ceased to operate as an independent bank, while DnB NOR inherited its corporate and business lineage.
Source
1999
Merge with PostbankenM&A
Background
The merger formed part of the continuing consolidation of Norway's financial sector.
Action taken
DnB merged with Postbanken.
Aftermath
DnB increased its domestic scale and incorporated Postbanken's banking activities.
Source
1996
Expand into insurance through Vital ForsikringM&A
Background
DnB sought to broaden its financial-services activities beyond traditional banking.
Action taken
DnB acquired Vital Forsikring.
Aftermath
The acquisition added insurance to DnB's business scope.
Source
1990
Create DnB through a bank mergerM&A
Background
The merger was undertaken during a major Norwegian economic and banking downturn marked by problem loans, falling property prices, and substantial bank losses.
Action taken
Bergen Bank and Den norske Creditbank were combined to form Den norske Bank.
Aftermath
The transaction created a new major Norwegian banking institution that later expanded into insurance and postal banking.
Source

Recent events

2026.08.25
Reported2026.08.26
KNOT Offshore Partners completes $225 million senior secured credit facility refinancing[10]KNOT Offshore Partners 完成 2.25 亿美元高级担保信贷融资再融资finanznachrichten.de
KNOT Offshore Partners LP's subsidiaries owning the Tordis Knutsen, Vigdis Knutsen (renamed Ametista Brazil), Lena Knutsen, Anna Knutsen and Brasil Knutsen entered into a new $225 million senior secured credit facility with DNB Bank ASA as Agent to refinance existing term loans of $225.8 million; closing took place on August 25, 2026.

Sources10 sources

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