Diversity and inclusion

Danske Bank wants to be able to attract and retain competent, committed employees and nurture a culture of collaboration, agility and empow¬erment. We believe that a diverse workforce helps expand our perspective in the regions where we do business.
We also see diversity as a prerequisite for maintaining a healthy and innovative working environment, and we believe it is important to cultivate a staff as diverse as possible without discriminating on the basis of gender, ethnic background, nationality, sexual orientation, religion and age.

The changing needs for skills calls for more attention to diversity. It is not enough to consider gender equality and women in management positions. We need a workforce with a variety of backgrounds that mirrors society and our customers.”

Henriette Ellekrog

Senior Executive Vice President HR 

What diversity and inclusion mean to us

  • What diversity and inclusion mean to us

    What diversity and inclusion mean to us

    We take a broad perspective on diversity in the workforce. We have come a long way, but we still have work ahead. We consider diversity of age, gender and nationality and the representation of vulnerable groups important. We address these issues at all levels of our organisation and when we hire new staff and promote current employees. Our position is made clear in Danske Bank’s Diversity and Inclusion Policy [insert link to PDF], which is incorporated in our daily human resources processes and reflected in our culture.
  • Age distribution and seniority
    Age distribution and seniority
    Danske Bank Group has a relatively high percentage of senior staff. We consider senior staff members a valuable resource and want to provide opportunities that meet their individual requirements until they retire.

    A relatively high percentage of employees have been with the Group for a long time. The average period of service in the Group is 15 years. The Group considers ongoing training and the development of personal and professional competencies vital regardless of age or years of service and therefore aims to ensure opportunities for lifelong learning for all employees.
  • Gender distribution and women in management
    Gender distribution and women in management
    We are committed to increasing the share of women in executive and managerial positions. We are making a systematic effort to appoint more women to managerial positions at all levels. While we do not set quotas, we have added objectives on increasing the number of female managers to senior managers' performance agreements. The Board of Directors has approved specific targets for the share of women in management at various levels. For example, by 2017 women should constitute 12.5% of the Executive Board and 25% of the Board of Directors.
  • Diversity in recruitment, succession planning and senior management
    Diversity in recruitment, succession planning and senior management
    When we recruit both internal and external employees, the diversity of our workforce is an important criterion for selecting the right team members and filling positions with the best-suited candidates.

    The values of diversity and inclusion are important in attracting the best-suited candidates from an international talent pool. These candidates are people with the right set of competencies to succeed, the right attitude and behaviour, and a willingness to achieve our business goals.

    We also place importance on gender composition in our succession planning for key positions in order to achieve as balanced a management team as possible.

    Danske Bank also strives for diversity in the qualifications and competencies of the Board of Directors. The Board must collectively have sufficient knowledge, professional competencies and experience to understand the Group´s activities and related risks.
  • Vulnerable employment groups
    Vulnerable employment groups
    When we recruit both internal and external employees, the diversity of our workforce is an important criterion for selecting the right team members and filling positions with the best-suited candidates.

    The values of diversity and inclusion are important in attracting the best-suited candidates from an international talent pool. These candidates are people with the right set of competencies to succeed, the right attitude and behaviour, and a willingness to achieve our business goals.

    We also place importance on gender composition in our succession planning for key positions in order to achieve as balanced a management team as possible.

    Danske Bank also strives for diversity in the qualifications and competencies of the Board of Directors. The Board must collectively have sufficient knowledge, professional competencies and experience to understand the Group´s activities and related risks.
  • National composition
    National composition
    Danske Bank is committed to working towards a balanced composition of employees of various national origins at all levels of the organisation and thus having a flexible and mobile workforce. We fill vacant positions in a global recruitment process that ensures that non-Danish candidates have the same opportunities for employment as Danish candidates. This is true of both external and internal appointments. When we hire a candidate from outside Denmark, Danske Bank Global Mobility helps the person with all practicalities of employment, including the residence and work permits, housing, family arrangements and so on. Global Mobility also assists the employee in any legal matters, including contact with tax authorities. At many divisions of Danske Bank, the workforce is already international and multicultural.

Working with inclusion in Sweden

Diversity and inclusion have been high on the political and societal agenda in Sweden for years, and at Danske Bank’s Swedish headquarters, they have been given priority for management as well.

In 2015, we made a preliminary study entitled “Danske Inclusion” in order to understand the factors in developing an inclusive work culture. On the basis of insights from the study, we changed our internal and external communications and developed a training programme that teaches current and potential leaders about important aspects of an inclusive culture such as cultural sensitivity, unconscious bias and gender theories. These initiatives showed positive results in 2015, so the programme was rolled out for all leaders and employees in Sweden in 2016.

Read the Swedish version of Danske Bank’s Diversity and Inclusion Policy
Read here

Promoting a healthy working environment

We do our best to maintain a healthy and safe working environment. Our initiatives are intended to improve our employees’ work/life balance and to promote physical and psychological well-being at the workplace.
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Our approach

At Danske Bank, we integrate responsibility in our core business, work with partners and stakeholders, and report on our progress regularly.
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Corporate volunteering

In 2016, we spent 5,000 hours on voluntary work, helping people gain the financial confidence to handle the challenges of their personal finances.
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