Evidence Based Management in HR at Danske Bank

1. Evidence Based Management in HR at Danske Bank 2006 Lars Mørch, Head of HR, Member of the Executive Committee, Danske Bank

2. ”One platform – exceptional brands”- a common, exportable strategy • Common infrastructure: • HR • IT • Communication • Finance • Credit • Call Centre • Shared Services Centre • Same retail strategy: • Products and concepts • Product development • Retail structure and processes

3. Fokus Bank bought in 1999 Helsinki Branch estab . in 1997 Oslo Branch estab . in 1997 Stockholm Branch Northern Bank estab . in 1995 bought in 2004 National Irish Bank Östgöta Enskilda Danske Bank bought in 1997 bought in 2004 estab . in 1871 London Branch Hamburg Branch estab . in 1983 estab . in 1985 . . Danske Bank Polska Danske Bank Intl Lux bought in 2000 estab . in 1976 Geographical operations- cautious, value-adding expansion • Predominantly represented in Northern Europe within retail banking • Directly or indirectly represented in many financial centres

4. Performance highlights- keeping up the momentum Net profit  5% to DKr 3.1bn • Strong activity in most business units and support from higher short-term interest rates • Income up 13% on volume growth and heavy customer-driven trading activity • Costs up 23% due to integration expenses and bonuses • Migration of NB and NIB completed DKr m Q1 2005 Q1 2006 Index Income 8,039 9,123 113 Expenses 3,958 4,871 123 Profit bef. credit loss exp. 4,081 4,252 104 Credit loss expenses -126 -129 - Profit before tax 4,207 4,381 104 Tax 1,223 1,250 102 Net profit for the year 2,984 3,131 105 Breakdown of profit growth DKr m DKr bn (end-period) Q1 2005 Q1 2006 Index 4,500 - Corporate loans 338 393 116 - Retail loans 204 251 123 Bank loans ex repos 542 643 119 Repo loans 197 217 110 3,250 Mortgage loans 531 567 107 Trading portfolio 468 357 76 3,131 Deposits 569 618 109 2,984 Shareholders' equity 65 70 109 2,000 Total assets 2,271 2,392 105 Q1 2005 Income, ex Income, Expenses, Expenses, Credit Tax Q1 2006 Risk-weighted assets 884 972 110 NB&NIB NB&NIB ex NB&NIB losses NB&NIB

5. Danske Bank – HR History- increased focus on development • ’Old school’ Personnel Department until 2002 • Strategic refocusing of HR • Corporate Centre of Excellence • Part of strategic Group platform

6. Shared ambitions – sufficient flexibility- as local as possible The Danske Bank Group will attract and retain people with the best competencies and the highest performance. HR vision The management of the Danske Bank Group employs best-in-class HR solutions HR mission

7. HR is a mutual responsibility …- among equal stakeholders Business unitsExecute HR and assure - committed employees- a high level of competencies- a high level of performancethrough HR tools HR DevelopmentOwns the HR strategy- responsibility for concepts, follow-up and support HR ServicesDelivers efficient, flawless administration

8. …that leaders execute- and report on Top management Reporting/analysis Group vision, mission and focus areas, Models/solutions ExCo HR Dev. HR Data and Surveys HR Policies Local adaptations and requirements Local management reporting Business Unit HR and Management Execution Local Management and HR Enters Own data Employees

9. Robust HR Leadership Practices- tools, assessment, support Centres of excellence • Support • Projects • Coaching • Sparring A wide range of HR tools • Competency profiles • Learning methodology • e-Learning • Management foundation • Leadership programme • Succession Management • Talent management • Incentive programme • Performance agreements • HR Key Figures • HR System • Recruitment/employer branding • Coaching, sparring and support • Employee Engagement surveys • Projects Assessment Yearly circle Training/competencies Strategic Focus Areas Leadership training Succession/ talent Performance management Recruitment and attraction HR Consultants

10. All HR activities are monitored • Process owned by HR • Conclusions owned bybusiness units Prioritising targets and activities ACTIVITIES RESULTS Evaluation of results and new target setting

11. 1. Management

12. 2. Succession management and talent development

13. 3. Commitment

14. 4. Recruitment and attraction I

15. 4. Recruitment and attraction II

16. 5. Performance management I 8 7 6 5 4 3 2 1 0

17. 5. Performance management II

18. 6. Competency development

19. Development in employee engagement outperforms peers and industry

20. The “case for HR” at the branch network Employee profit correlated with employee satisfaction and motivation in Danske Bank Employee profitability index