| Governance |
| 4.1 |
Governance structure of the organisation |
Website, About us
Report, pp. 44-45
|
|
|
1-10 |
| 4.2 |
Indicate whether the Chair of the highest governance body is also an executive officer |
Website, About us
|
Danske Bank's highest-ranking governing bodies are the Board of Directors and the Executive Board. In this two-tier structure, no executive officers in the Danske Bank Group serve on the Board of Directors of the parent company.
|
|
1-10 |
| 4.3 |
For organisations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members |
Website, About us
|
See 4.2. |
|
1-10 |
| 4.4 |
Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body |
Website, Governance
Annual Report, p. 40
|
|
|
1-10 |
| 4.5 |
Linkage between compensation for members of the highest governance body, senior managers, and executives, and the organisation’s performance |
Website, Governance
|
|
|
1-10 |
| 4.6 |
Processes in place for the highest governance body to ensure conflicts of interest are avoided |
Website, Governance
|
|
|
1-10 |
| 4.7 |
Process for determining the qualifications and expertise of the members of the highest governance body for guiding the organization’s strategy on economic, environmental, and social topics |
Website
Website, About us
|
|
|
1-10 |
| 4.8 |
Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation |
Vision and mission
Code of conduct
SRI policy
Responsible sourcing policy
|
|
|
1-10 |
| 4.9 |
Procedures of the highest governance body for overseeing the organization’s identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles |
Report, pp. 44-45 |
|
|
1-10 |
| 4.10 |
Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmental, and social performance |
|
Not reported. |
|
1-10 |
| Commitments to external initiatives |
| 4.11 |
Explanation of whether and how the precautionary approach or principle is addressed by the organization |
Report,
pp. 32-35
Website |
In 2007 the Group joined the UN Global Compact, in which the precautionary approach is listed as principle number 7. The Climate Change Strategy, developed in 2007 and updated in 2009, is an example of how the Group exercises the precautionary principle.
|
|
7
|
| 4.12 |
Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses |
Report, pp. 44-45
Report, pp. 16-19
Report pp. 21-24
Global Compact COP
Website (UNEP FI)
|
|
|
1-10 |
| 4.13 |
Memberships in associations (such as industry associations) and/or national/international advocacy organisations |
Report, p. 21-22
Website (UNEP FI)
|
The Group is a member of the bankers' association in the relevant countries. |
|
1-10 |
| 4.14 |
List of stakeholder groups engaged by the organisation |
Report, pp. 13-15
Report, p. 17
Report,pp. 37-41
Website
Website |
|
|
|
| 4.15 |
Basis for identification and selection of stakeholders with whom to engage |
|
See 4.14 |
|
|
| 4.16 |
Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group |
|
See 4.14 |
|
|
| 4.17 |
Key topics and concerns that have been raised through stakeholder engagement, and how the organisation has responded to those key topics and concerns, including through its reporting |
|
See 4.14 |
|
|