The Danske Bank Group wants to be an attractive workplace for the most talented and best-performing employees. All employees must have access to lifelong learning in order to ensure their ability to work in the future.
Staff diversity
| Ensure continuing integration by drawing on joint integration efforts of the Danish financial sector. |
In 2007, Dansk Bank Denmark participated in the sector integration project implemented under the auspices of the Danish Bankers Association.
The Bank took on four immigrants in Greater Copenhagen and northern Zealand.
In a similar project, Danica Pension hired another four immigrants.
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Evaluate 2006 and 2007 projects.
Implement follow-up activities and set up special projects if required.
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| Increase the number of female managers and executives in the Group. |
A development programme for potential female managers and executives was launched with the participation of 19 female employees from business areas and support functions. |
Evaluate 2007 experiences. Implement new initiatives based on these, if required.
Draw on experience in a public context.
Internationalise special activities. |
Health & Safety
| Ensure a healthy non-smoking workplace. |
A no-smoking policy was implemented in all Danish units. Smoking employees who want to quit were invited to sign up for the Group’s stop-smoking programme. |
Revoke the exemption from the no-smoking policy in the Baltic states. |
| Prevent stress-related illnesses and set the framework for introducing a remedy for them. |
The Group’s stress management policy and toolbox was implemented in Denmark. |
Implement internationally. |
| Support senior working life by offering flexible working conditions. |
The Group approved a senior policy. |
Implement and roll out senior policy.
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| Provide structured access to health and safety at work. |
The new system for management reporting on issues relating to health and safety at work was not fully developed. Data collection for the assessment of security risks was implemented, however. |
Put adequate security measures in place. This was initiated in Denmark and will be extended to other units in 2008. |
Competency development
| Ensure HR development and working capacity. |
Competency profiles were developed for 61% of employees in Denmark and Norway.
We expect all Group employees to have their competencies registered in a competency profile in 2009.
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International implementation of competency profiles. |
Employee satisfaction
| Maintain level of employee satisfaction above the sector average. |
The employee satisfaction level remained above the sector average.
Not all units had an employee satisfaction level higher than the relevant national benchmark, however. |
Make systematic measurements, action plans and initiatives. |
Last updated/revised on January 31, 2008