Percentage of women at management levels 1-4
30.5 31.3 33.5 37.0 38.1 2014 2015 2016 2017 2018



Equality and diversity


For us, equality and diversity means equal rights and opportunities for all. This means creating a diverse and inclusive working environment where everyone is valued for their differences and recognised for their talent, and where everyone can be themselves.

Differences in gender, age, cultural background, experience, physical capacity and religious beliefs give us multiple perspectives and make us better equipped to solve challenges, increase our innovative power and create the best customer experiences. Diversity promotes innovation and contributes to better decisions. Diversity pays off and is also ethically important. This is why it is a high priority in DNB.

Equality and diversity are followed up in all parts of the company, and our regulations ensure diversity and equal treatment in all recruitment and selection processes. Discrimination is not accepted.


DNB has set a female representation target at the top four management levels of minimum 40 per cent. At the end of 2018, the percentage of women in management positions was 38.1 per cent, a rise from 37 per cent in 2017.

DNB has set several targets to ensure gender equality in management and sufficient access to female management talents, such as minimum 50 per cent female representation in internal management development and talent programmes, and minimum 40 per cent women candidates on lists for succession planning. We have also established internal mentor and network schemes for management talents of both sexes. In recruitment processes for management positions, the best qualified male and female candidates must be identified before the final choice is made. A balanced gender ratio should be one of the job assignment criteria in restructuring processes. When changing the composition of management teams, particular emphasis should be placed on achieving a better gender balance.

In 2018, DNB topped the SHE Index, an index that measures how well the largest Norwegian companies are doing when it comes to gender balance.


Employees according to age
Number of employees


Gender distribution
Per cent


There is a zero-tolerance approach to discrimination on the basis of, for example, gender, ethnicity, sexual orientation or functional ability, and DNB shall ensure good working conditions in all countries where the Group has operations. As part of our efforts to create awareness around unconscious discrimination and gender stereotypes, we have partnered with ShesGotThis, a company that works with these topics in businesses and society at large.

DNB is committed to equal pay, regardless of gender, for the same work and performance. The Group will continue to differentiate pay based on performance, but works continuously to identify and close wage gaps that may be due to gender or other diversity aspects.

As in previous years, DNB set aside an equal pay pool of NOK 14 million in the 2018 wage settlement in the Norwegian part of the Group to equalise imbalances that cannot be explained by anything other than gender aspects. We see that the equal pay pool has had a positive effect. In cooperation with the trade unions, it was decided that anyone returning from at least five months’ parental leave will automatically receive a pay increment.

In the autumn of 2018, we introduced a gender-neutral parental leave scheme for our employees, with minimum 20 weeks of paid parental leave regardless of where in the world they are working. The scheme was implemented on 1 January 2019. One of the goals of the scheme is to contribute to gender equality by giving fathers and mothers an equal opportunity to paid leave.

The need for employees with a technology background is increasing, but it is challenging to achieve a good gender balance in this area. Women are under-represented among those we recruit with a technology background. We have therefore worked to bring forward good female role models and to place various technology topics on the agenda at both internal and external arenas where women are in the target group. In 2018, DNB also entered into a partnership with ODA (the Nordic region’s largest network for women in tech), to highlight DNB as a technology company and focus on increasing the number of women in tech. In the spring of 2018, group chief executive Rune Bjerke received the ODA Award Man for his commitment to and focus on diversity in technology.

DNB has great diversity in the Group’s international operations, and concrete measures have been initiated to increase diversity in the Group’s Norwegian operations. In recruitment initiatives targeting students, we emphasise gender and ethnic background. DNB is also working actively to attract employees from a broad selection of educational institutions and disciplines.

As a large player in Norwegian society, we have the opportunity to influence both our customers’ and suppliers’ diversity and equality efforts. When entering into agreements with new suppliers, we take the proportion of women and men at management level into account as one of the criteria for our choices. We challenge our suppliers of legal services on the percentage of female partners, and will make similar demands for suppliers in other industries, especially those with below-average gender balance. Another example of how we are working with our suppliers on diversity is our cooperation agreement with the IT consulting company Unicus, a company that only employs people with Asperger syndrome.

We also see that there are great opportunities for contributing to increased gender equality through the work with our customers. In connection with the International Women’s Day on 8 March last year, we put the spotlight on financial equality. In the wake of this, we have implemented several measures. We have among other things arranged customer seminars with the topic women, shares and savings, we have focused on female entrepreneurs, and we have made adjustments to our own systems and products to make them gender neutral. DNB has also entered into cooperation with the Norwegian Women’s Public Health Association to spread information about women and finance locally in Norway.


DNB is well under way when it comes to equality and diversity, but we have not yet reached our goal, and we plan to step up our work in this area.

In the autumn of 2018, we had a seminar for over 200 employees, with the intention of increasing the understanding of diversity, and involving the organisation in a discussion on what diversity and inclusion will mean for us in the time ahead. An important part of the diversity and equality efforts in 2019 will be to identify specific ambitions and goals and to implement measures at various levels. We will implement targeted measures to ensure that our management systems, our recruitment and development processes and our culture safeguard equality and diversity. With regard to our principal target of 40 per cent women at management levels 1-4, we have not quite reached our goal of gender equality in the bank. Strategic and targeted work in recent years has yielded results, but there are still some differences between the various areas of the bank. In 2019, we will have a particular focus on gender balance, and implement more specific measures to increase diversity.


Restructuring and skills enhancement


Our ability to attract, retain and develop the skills that the bank will need in the future, is one of our most important competitive advantages. This is why DNB chooses to invest in skills enhancement, talent development and building a learning culture.

We aim to succeed in learning and sharing across our organisation. We will ensure that all employees get the opportunity to develop relevant skills and expertise, but it is up to each individual to seize opportunities and be curious. We must all take active steps to make us relevant for what tomorrow brings.


Skills enhancement is one of the four drivers in the strategy that was launched in the autumn of 2017. We invest in our employees and offer all employees the opportunity to develop their skills through both internal and external training activities. We offer training within the employee’s existing role, we facilitate knowledge sharing in physical arenas and we offer comprehensive education programmes that qualify for new roles within critical areas of expertise. This way, we build a learning culture where knowledge sharing and learning is a natural part of everyday life.

In 2018, we launched Motimate, a digital learning platform for our employees. So far, 91 per cent of the employees have started using the solution. In addition, everyone was given access to courses on LinkedIn Learning, a course database with several thousand courses. The need for new skills is increasing, and we therefore carried out a four-month reskill programme, where 14 employees studied full time in order to assume new roles as Data Scientists. In addition to courses, we also arranged a number of seminars, podcasts and lectures, which were also streamed internally, as well as theme weeks linked to key topics such as emerging technologies and corporate responsibility.

Corporate responsibility is an important area for DNB, and we must ensure that all employees have adequate and relevant insight into the topic. In the course of 2018, a total of 84 per cent of employees completed relevant e-learning courses about this. We also prioritised efforts to integrate corporate responsibility into our corporate credit and loan activities in 2018, and we developed a number of training programmes on the topic (read more about responsible lending and investment here). The work will be continued in 2019, and the plan is to expand the offering of training programmes to include both new topics and employees in other business areas.

We facilitate mobility within the Group. The employees are given help and support in their efforts to increase their capacity for change and enhance their skills to further develop their career. We help employees become aware of their own skills and opportunities and enable them to apply for relevant vacant positions in and outside DNB. The employees are offered guidance and coaching in connection with the choices they need to make, and we facilitate internal and external periods of secondment so that they can acquire new skills. In the course of 2018, a total of 174 employees visited our internal job centre to find a new career path.

DNB’s leadership policy is essential for succeeding with skills enhancement. A key element is managerial behaviour that unleashes the potential of the organisation and creates a supportive atmosphere in which employees feel comfortable taking initiative and assuming responsibility. Interaction and learning across business areas is encouraged, among other things by promoting increased internal mobility. We are working to strengthen the psychological safety in groups and teams, to make sure that good ideas are not blocked by the fear of failure. The Growth Mindset philosophy1) is used as a basis for further developing the desired learning culture. We have developed various programmes intended to promote leadership skills that support the principle of letting go and trusting the employees by giving them increased scope of action. DNB changed HR systems in 2018, and the number of performance dialogues has therefore not been registered.

1) Having a Growth Mindset means believing in the ability to develop and facing complex issues with commitment rather than ‘switching off’ when things gets difficult. Growth Mindset means seeing opportunities for growth in everything you do.


DNB is an attractive employer. In a survey among students in 2018, we were ranked number 1 by business students, number 5 by IT students and number 16 by law students. In a corresponding survey among professionals, we were also ranked high, with a 3rd place within business, 6th within IT, 7th within law and 44th within engineering. For the engineering group, we climbed 11 places from the year before. It is important for us to be an attractive employer, for IT and engineering specialists as well, and we are particularly pleased that we are becoming increasingly attractive for such candidates.


In 2019, DNB will continue to work with competence, culture and leadership concepts which are firmly ingrained in the strategy. It will be neither possible nor desirable to cover the extensive need for changes in the Group’s skills mix through recruitment alone. This is why we will continue to invest in systematic skills enhancement and facilitate increased mobility.

We will continue our efforts to develop competence within critical areas such as data analysis, IT project management and security. We will make it even easier for the employees to keep up-to-date through the development of our learning platforms and our offered course programme. We will work towards ensuring that more people start using the learning platform Motimate and follow up the completion rate of the mandatory courses. Motimate gives us the opportunity to continuously evaluate the various courses that are included in the programme, both in terms of content and to ensure that the employees complete the mandatory and optional courses. The courses in Motimate have a strong correlation with DNB’s strategy, and consequently, they give us good insight into how well the strategy is incorporated in the employees’ skills enhancement. We will also facilitate increased mobility through periods of secondment on a larger scale. The goal is to build a learning culture in the organisation, to focus on customer needs and to motivate all employees to be curious, bold and responsible.

To succeed with the strategy, DNB is dependent on managers who stand united and take a particular responsibility for ensuring that the priorities are in line with the new direction, and it will be necessary to change how the manager role is performed. The Group needs managers who give their employees more flexibility and latitude, and who help make sure that decisions are made at the appropriate level. We aspire to cultivate a learning culture within the Group, and key organisational tools will be developed in order to further support the new direction. In 2019, this will among other things include a new process for employee follow-up and management development, thereby strengthening the let-go management principle.


Working conditions


DNB’s employees are the Group’s most important asset. We are dependent on committed and motivated employees to reach our business targets and to succeed in fully implementing the Group’s strategy. In order for us to perform better, encourage more good initiatives and promote development, we need individuals and teams that work well together.

By working together across units and making use of new working methods, we will create good customer experiences.


At the end of 2018, we carried out the first of a series of employee surveys to measure interaction, learning, change and inclusion. The survey will be carried out each quarter and will be used as a basis for working with activities and measures to promote organisational development. The results from the first survey were quite good all round, and in the time ahead we will focus particularly on activities related to learning and inclusion.

DNB aims to be an employer that works actively to facilitate a safe and positive working environment. Learning, interaction and psychological safety are examples of elements in the new strategy that will contribute to this goal. We also seek to encourage our employees to be physically active and to take care of their own health.

Prevention and structured follow-up of absence due to illness are essential parts of the HSE work. In order to reduce sickness absence it is essential to have a close dialogue with the employees about work adaptation. This will increase work presence and ensure a good process for returning to full-time employment. In 2018, we had several employees with special expertise, equivalent to 3.5 full-time positions, working to ensure a structured process for the follow-up of long-term sickness absence. The team covers all of DNB’s employees in Norway and was in dialogue with nearly 500 employees on long-term sick leave and their managers to assess capacity for work and the possibility of returning to work sooner. Over the last few years, we have seen a positive downward trend in the long-term sickness absence rate.

In 2018, the sickness absence rate for DNB in Norway was 4.5 per cent, unchanged from the year before. For DNB’s international offices, the number was 1.9 per cent. We are working systematically and thoroughly with sickness absence measures and working environment initiatives in all relevant areas.

In 2018, we also directed special attention to employees on work capacity assessment allowance. The goal is faster clarification of capacity for work in order to consider the possibilities for returning to work. The use of facilitation plans in combination with hourly pay provides a basis for a more precise assessment of work capacity.


Key organisational tools will be developed to support the new direction to a greater extent. In 2019, this will among other things include a new process for employee follow-up and management development.

DNB has good procedures in place for preventing sickness absence and for ensuring a quick return to work for employees on sick leave, where possible. We will focus on continuing existing measures, as well as conveying knowledge about roles, responsibilities and culture related to sickness absence. One of the things we want to achieve is that employees on sick leave as a main rule are more actively involved in the workplace, for instance through participation in department meetings even if they are on 100 per cent sick leave. Mandatory online HSE training for managers will be launched in early 2019, and will include prevention and follow-up of sickness absence.

Separate training for the members of the working environment committees in DNB will also be implemented.

DNB’s long-term goal for absence due to illness is a rate below 4 per cent, and we will work targeted to reach this ambition.

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