Agenda Danske Bank IT – A Global Workforce Career Path project vision and overview Job profile example Presentation of speaker Paradigm shifts of IT Competencies

1. September 2015
Global Career Path Modeling

2. 2
Agenda
Danske Bank IT – A Global Workforce
Career Path project vision and overview
Job profile example
Presentation of speaker
Paradigm shifts of IT Competencies

3. 3
Annette has been leading an HR department through radical changes in an ever
changing IT business. Split-ups, organizational changes, an outsourcing start-up in
India, mutable needs for competencies and business focus is just a few things
Annette has been handling in recent years.
Speaker
Annette Jensen, 46,
MSc (Econ.)
Process Consultant
First Vice President, Head of HR in
IT
Formerly
HR-partner
HR-Development Consultant
21 years in Danske Bank Group

4. 4
Agenda
Danske Bank IT – A Global Workforce
Career Path project vision and overview
Job profile example
Presentation of speaker
Paradigm shifts of IT Competencies

5. 5
The Global Team - 2015
Danske goes Captive

6. 6
Attain a high-performing workforce
Vision
A high-performing
global workforce that
delivers world-class
solutions
Target state
 Generalist and specialist
career paths at all sites
 Functional leadership at
all sites
 Common global goals
and vision
 Improved business
continuity and shift
coverage

7. 7
“ “When developing IT-
competencies of the future, we
have to think of the entire
employee lifecycle — from
attraction and recruitment over
on-boarding to training and
ongoing development
Annette Jensen
Head of HR IT, Danske
Bank

8. 8
Agenda
Danske Bank IT – A Global Workforce
Career Path project vision and overview
Job profile example
Presentation of speaker
Paradigm shifts of IT Competencies

9. 9
Paradigm shifts of IT competencies
• English is now a demand – is wasn’t 10 years ago
• The global setup calls for Cultural Intelligence
• The global setup calls for even greater networking and
communication skills
• The future calls for project management and supervisor skills –
even from the everyday software engineer
• The shift in outsourcing demands a mindset with focus on quality
and cooperation.

10. 10
Danske Bank — Educational LevelIT specialists background in DK
1
4243
86
MasterBA DegreeDiplomaBasic Other
Building IT Talent by recruiting bachelor and academic skills
11
26
16
22
25
MasterBA DegreeDiplomaBasic Other
*Prosa 2010

11. 11
Agenda
Danske Bank IT – A Global Workforce
Career Path project vision and overview
Job profile example
Presentation of speaker
Paradigm shifts of IT Competencies

12. 12
Career Path vision
Building on talents in Group IT
“We will be looking to increase skill
sets of our staff across all sites.
We will make sure we have adequate
funds for training in core IT skills, for
certifications, and for advanced skills
and knowledge of best practices.”
— Jim Ditmore
Headlines 22.10.2014

13. 13
Career Path project
The overall goal and what is in it for you
Clear career paths for all employees, entailing
 Comprehensible job descriptions
 Defined areas of responsibility
 Description of task complexity
 Clear skill, behaviour and competency requirements
 Training and certification requirements
 Pay grade transparency
… and an overview of what is required in order to advance and develop.

14. 14
Project process overview
Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
Pilot profile
description
Define job families
Work with each
profile
Review process
Implementation phase

15. 15
Input is received from all areas of Group IT
 The new profile structure builds on input from GIT managers, employees and
shop stewards.
 A Steering Committee has been established to ensure all areas are represented.
The project approach has been both top-down and bottom-up.
 The goal is for the profiles to provide value for employees and managers by
increasing transparency so it is clear what is expected in a specific role — and
which skills are needed to advance.

16. 16
Union
Kim Grønbek (KRGN), Henrik Surland Olsen (HSU), Carsten Eilertsen (CEI), Dorte Annette Bielefeldt (DBI), Gerner Svendsen
(GESV)
Bo Birkrem (BOBI)Anne Ross Vagnby
(AVAG)
Jan Møller Hansen
(JANML)
Tommy Fuglsang
Kristensen (TOMKR)
Flemming Krath
Engedal (FEK)
Marie Degerud
Jeppesen (MABH)
Martin Simonsen
(MSIM)
Søren Swane
Hagensten (SRHAG)
Jeppe Buk (JBUK)
HR Review LT/IN
Aušra Bijaminienė (AUBI),
Kasturi Cotha (KC)
Career Path Project Organisation
PB ITSEPA HOF TB ITCTO BB IT
HR Steering Committee
Project Management
Annette Jensen (AJEN)
Julie yde Sulkjær (JSUL)

17. 17
Overall information about job profiles
 The profiles are designed to be international, and we will have the same job
profiles in India, Lithuania and Denmark
 The profiles will be based on skills — not domain
 It is expected that GIT will have around 50 job profiles, that will all consist of an
underlying title structure (based on generic title prefixes). However, there will be a
few profiles with less than 10 employees that will be covered by a generic profile.
 The generic title prefix is as follows
 Associate/Junior
 [Profile name without prefix]
 Senior
 Principal/Lead
 Portfolio/Chief/Program/Senior Principal
 Functional titles will be utilized to add an additional layer of specificity to the job
title (based on the specific task/program/activity undertaken)

18. 18
Job roles and titles will change
9
37
35
53
122
128
131
274
2
37
31
16
2
87
18
77
Other
Test Manager (Tester)
IT Architect
IT Developer 724
526
Project Manager
IT Specialist
Webmaster
Manager
Business developer
DK: 1.513 IN: 796
Tota
l

19. 19
Agenda
Danske Bank IT – A Global Workforce
Career Path project vision and overview
Job profile example
Presentation of speaker
Paradigm shifts of IT Competencies

20. 20
Responsibilities and managerial duties
• Directs projects in Danske Bank to realize project objectives
• Facilitates correct organizational setup for the project and establishes the working
relationships with business areas, suppliers, Steering committee, and other relevant
stakeholders
• Ensures that project deliverables conform to strategy directions and desired system
architecture
• Responsible for team building, guidance and skills development to achieve project
goals
• Adheres to project management best practices, methodologies, systems and tools as
defined by Danske Bank.
• Participates in the continuous improvement of the project management process
Complexity of tasks
Main working relationships
 Business Representative
 Development Manager
 System managers
 Project staff
 Project steering committee
 Suppliers
Job purpose
A Project Manager (PM) plans, manages and reports on projects within the constraints
of scope, quality time and cost to successfully accomplish the projects goals and
objectives.
The PM maintains a strategic focus for the project with frequent interaction with the
business areas and the client to ensure a balance between the immediate project needs
and the long term goals of the Danske Bank.
Reports to (incl. BU/function)
Development Manager in Group IT
Assistant Project Manager reports to System Manager as main direction (in Group IT)
Titles
Associate/Junior Project Manager, Project Lead, Project Manager, Senior Project
Manager and Program Manager
Project Manager
Complexity of task
Complexity of task is correlated with the requirement for guidance from manager and the
complexity of the projects that typically meet most of, but not limited to, following
characteristics:
• Number of resources (FTE)
• Impact of process change/training to business unit employees
• Interdependencies with other areas.
• Extent of operational risk.
• Extent of change to technology infrastructures
• Resource availability constraints
Key competences (max. 13)
Personal Competencies
• Quality-Conscious
• Customer Focused
• Flexible
• Efficient
• Team player
• Ambitious
• Leadership
Professional competencies
• Planning and evaluating
• Project management
• Project control
• Financial management
• Business focus
• Development model
• Group Procurement
• Group Legal
• IT Service Manager
• Help Desk
• Organisational Change Manager
• End users

21. 21
Job title/Job
code
Associate/Junior Project
Manager Project Lead Project Manager Senior Project Manager Program Manager
Competences
Professiona
l expertise
Education
• Short term higher education of 3
years duration (Bachelor) or
equivalent
experience/education
Professional skills
• Good understanding of project
management disciplines and
knowledge of project
management and planning
principles
Completed training program
• None
Experience
• Participating on a project team
Certification
Required
• None
Education
• Short term higher education of 3
years duration (Bachelor /
equivalent experience/education
• or higher (preferably a master)
Professional skills
• Working knowledge of project
management disciplines and
project team dynamics
Completed training program
• PMI / IPMA registered training
Experience
• Minimum 1.500 hours
(approx.13 man-months) of
professional experience on
multiple project teams
Certification
Required
• IPMA D
Education
• Short term higher education of 3
years duration (Bachelor /
equivalent experience/education
• or higher (preferably a master)
Professional skills
• Strong knowledge of project
management disciplines and
project team dynamics.
• Demonstrated successfully
managed projects and as
project manager showed the
ability to influence others to
desired outcomes
Completed training program
• PMI / IPMA registered training
Experience
• Minimum 36 man-months PM
experience in project leadership
on multiple moderate to complex
projects
Certification
Required
• IPMA C
Education
• Short term higher education of 3
years duration (Bachelor /
equivalent experience/education
• or higher (preferably a master)
Professional skills
• Excellent knowledge of project
management disciplines and
project team dynamics.
• Demonstrated successfully
managed complex projects.
• Showed the ability to influence
others to desired outcomes.
• Knowledge of organizational
change management
methodologies and principles
Completed training program
• PMI / IPMA registered training
Experience
• Minimum 60 man-months of
experience in project
leadership, including
management of complex
projects for a minimum of 36
man-months.
Certification
Required
• IPMA B
Education
• Short term higher education of 3
years duration (Bachelor /
equivalent experience/education
or higher (preferably a master)
Professional skills
• Superior knowledge of project
management disciplines and
project team dynamics.
• Demonstrated successfully
managed large complex and
cross-functional projects.
• Showed the ability to influence
others to desired outcomes.
• Comprehensive knowledge of
organizational change
management methodologies and
principles.
• Comprehensive knowledge of
business areas’ products,
strategies and goals
Completed training program
• Advanced PMI / IPMA registered
training
Experience
• More than 60 man-months of
experience as a project manager
of complex projects, and
additional 2 years experience as
senior project manager working
with program management
supporting strategic objectives.
Certification
Required
• IPMA A

22. 22
Job title/Job
code
Associate/Junior Project
Manager Project Lead Project Manager Senior Project Manager Program Manager
Competences - Continued
Personal
skills
• Strong communication,
presentation and interpersonal
skills
• Strong analytical and problem
solving skills.
• Financial services experience
preferred.
• Strong analytical,
communication, teamwork and
interpersonal skills
• Proven ability to effectively
negotiate and facilitate problem
resolution
• Financial services experience
preferred.
• Strong analytical,
communication, teamwork and
interpersonal skills
• Proven ability to effectively
negotiate and facilitate problem
resolution.
• Financial services experience
preferred.
• Excellent proven analytical,
communication, teamwork and
interpersonal skills
• Proven ability to effectively
negotiate and facilitate complex
problem resolution. .
• Financial services experience
preferred.
• Excellent proven analytical,
communication, teamwork and
interpersonal skills
• Superior ability to effectively
negotiate and facilitate complex
problem resolution. .
• Proven ability to negotiate with
senior leadership
• Financial services experience
preferred.

23. 23
Job title/Job
code
Associate/Junior Project
Manager Project Lead Project Manager Senior Project Manager Program Manager
Responsibility/Complexity
Responsibiliti
es and
managerial
duties
General
• Maintains the project schedule,
tracks, individual activity
assignments for status, assist
and provide information to the
project manager to determine
overall project status.
General
• Manages small project team(s)
to meet objectives of projects
that are limited in scope, risk,
and / or organization span; or
leads one or more subprojects
within a large, complex project.
• Organizes and guides project
operations through adherence
to Danske Bank project
management methodologies
Initiating
• Actively participates in the
development and preparation
of business cases, cost/benefit
analysis and project budgets.
Planning
• Identifies and negotiates
schedules, milestones and
resources required to meet
project objectives.
General
• Manages project team(s) to
meet objectives of projects that
are moderate to complex in
scope, risk, and/or
organizational span, or multiple
small to moderate projects.
• Organizes and guides project
operations through adherence
to Danske Bank project
management methodologies
Initiating
• Actively manages the
development and preparation of
business cases, cost/benefit
analysis and project budgets.
Planning
• Identifies and negotiates
schedules, milestones and
resources required to meet
project objectives.
.
General
• Manages project team(s) to
meet objectives of projects that
are complex in scope, risk,
and/or organizational span.
• Organizes and leads project
operations through adherence
to Danske Bank project
management methodologies
Initiating
• Actively manages the
development and preparation of
business cases, cost/benefit
analysis and project budgets.
Planning
• Identifies and negotiates
schedules, milestones and
resources required to meet
project objectives.
• Identifies key stakeholders and
gains their active participation;
maintains multi-functional team
relationships.
.
General
• Manages and direct project
managers and teams to meet
objectives of complex, cross-
organizational and/or strategic
programs.
• Organizes and leads program
operations through adherence
to Danske Bank project
management methodologies
Initiating
• Actively manages the
preparation of the program
budget.
Planning
• Identifies and negotiates overall
schedules, milestones and
resources required to meet
program objectives.
• Identifies key stakeholders and
gains their active participation;
maintains multi-functional team
relationships.

24. 24
Job title/Job
code
Associate/Junior Project
Manager Project Lead Project Manager Senior Project Manager Program Manager
Responsibility/Complexity - Continued
Responsibiliti
es and
managerial
duties
Executing
• Provides logistical support for
project related meetings
(agenda, minutes, timelines,,
task list)
• Maintains key project
deliverables (issues log, risk
matrix, project status reports,
business cases, post-project
reviews, presentations) and / or
monitors project deliverables for
a program office.
• Understands the roles and
responsibilities of all project
team members; may coordinate
problem resolution
This profile generally has medium
demands for managerial duties
and responsibilities:
Monitoring & Controlling
• Obtains status of activities,
issues, risk mitigation actions,
etc. From project team
members; assembles and
tracks to completion.
• Tracks and reports on open
issues, risks and risk mitigation
actions.
• Escalates items open beyond
target dates to project manager
Executing
• Ensures proper scope elicitation
and manages scope change,
communication, issues and
risks, and organisational
change to meet project
objectives
• Organisational implementation:
Works with client departments
to coordinate implementation,
validation, training and support.
• Hand-over to System
management according to
System Management
agreement.
This profile generally has high
demands for managerial duties
and responsibilities:
Monitoring & Controlling
• Monitors project financial
performance to maintain the
quality of services, deliverables
and content within proposed
budget.
• Evaluates and reports progress
in terms of quality, financial and
performance metrics to relevant
stakeholder and committees
.Executing
• Ensures proper scope elicitation
and manages scope change,
communication, issues and
risks, and organisational change
to meet project objectives
• Organisational implementation:
Works with client departments to
coordinate implementation,
validation, training and support.
• Hand-over to System
management according to
System Management
agreement.
This profile generally has high
demands for managerial duties
and responsibilities:
Monitoring & Controlling
• Monitors project financial
performance to maintain the
quality of services, deliverables
and content within proposed
budget.
• Evaluates and reports progress
in terms of quality, financial and
performance metrics to relevant
stakeholder and committees
Executing
• Ensures proper scope elicitation
and manages scope change,
communication, issues and
risks, and organisational change
to meet project objectives;
• Organisational implementation:
Works with client departments to
coordinate implementation,
validation, training and support.
• Hand-over to System
management according to
System Management
agreement.
This profile generally has heavy
demands for managerial duties
and responsibilities.
Monitoring & Controlling
• Develops extensive project
management controls for
sparring complex, cross-
organizational boundaries.
• Monitors project financial
performance to maintain the
quality of services, deliverables
and content within proposed
budget.
• Evaluates and reports progress
in terms of quality, financial and
performance metrics to relevant
stakeholder and committees
Executing
• Ensures proper scope elicitation
and manages scope change,
communications, issues and
risks, and organizational change
across interrelated projects to
meet all project and program
objectives.
• Organisational implementation:
Assess the impact of the scope
and organizational change of the
combined projects throughout
the timeline of the program,
including implementation of
outcomes, training and
communication.
This profile generally has heavy
demands for managerial duties
and responsibilities:
Monitoring & Controlling
• Develops project management
controls for spanning complex
multi-departmental boundaries.
• Monitors programs financial
performance to maintain the
quality of services, deliverables
and content within proposed
budget.
• Evaluates and reports progress
in terms of quality, financial and
performance metrics to relevant
stakeholder and committees

25. 25
Associate/Junior
Project Manager Project Lead Project Manager Senior Project Manager Program Manager
Responsibility/Complexity - Continued
Responsibilitie
s and
managerial
duties
HR & Leadership
• Provides matrixed direction and
leadership to all project team
participants.
• Provide training, to project
participants if needed for the
project
• Provides performance
feedback to the manager of
each project team participants.
HR & Leadership
• Provides matrixed direction and
leadership to all project team
participants.
• Provide training, to project
participants if needed for the
project
• Provides performance feedback
to the manager of each project
team participants.
HR & Leadership
• Provides matrixed direction and
leadership to all project team
participants.
• Provide training, to project
participants if needed for the
project
• Provides performance feedback
to the manager of each project
team participants.
• May have direct supervisory
responsibility for other
employees.
• Provides feedback and
participates in the continuous
improvement of the project
management process
• Contributes regularly to the
organizational learning and
drive the groups ability to
improve
(e.g. Centre of Excellence
participation, improving best
practices, network facilitation,
and as instructor, reviewer and
mentor)
HR & Leadership
• Provides matrixed direction and
leadership to all project team
participants.
• Provides performance feedback
to the manager of each team’s
project manager
• May have direct supervisory
responsibility for other
employees.
• Provides feedback and
participates in the continuous
improvement of the project
management process
• Additionally contributes to
industry standards through
conference/seminar speaks,
university lectures, publishing
articles and user group
participation and leadership

26. 26* Operational risk is based on scale from Group Risk Management – for explanation, please look up the Appendix in this presentation
Associate/Junior
Project Manager Project Lead Project Manager Senior Project Manager Program Manager
Complexity of
tasks
• This profile predominantly
calls for independent tasks
and partly complex tasks
solved predominantly
through own decision
making:
• Supports project/program
managers; may lead sub-
teams, but does not lead
project teaks.
• Requires guidance from
manager.
• Is not part of the
management team.
• This profile predominantly calls
for independent tasks and partly
complex tasks solved
predominantly through own
decision making:
• Projects that are small in
scope, risk, and/or
organizational span, including
subprojects of larger, more
complex projects.
• Differentiating factors: project
duration, number of
deliverables, organizational
stability, and compliance risk.
• Requires guidance from manager.
Typically leads projects that meet
most of, but not limited to,
following characteristics :
• Resource of 1-3 FTEs
• Minor process change/training
to business unit employees
• Minor interdependencies with
other areas.
• Operational risk:*:
Direct: < 1 mill. DKK.
Reputational: Small
• Minor changes to technology
infrastructures.
•This profile primarily calls for
independent and partly complex
tasks solved primarily through
own decision making:
• Projects that are moderate to
complex in scope, risk, and/or
organizational span, including
subprojects of larger, more
complex projects.
• Differentiating factors: project
duration, number of
deliverables, organizational
stability, and compliance risk.
• Requires very little guidance
from manager.
Typically leads projects that
meet most of, but not limited to,
following characteristics:
• Resources of 3-8 FTEs
• Moderate process
change/training to business
unit employees
• Interdependencies with other
areas.
• Operational risk:*:
Direct: < 10 mill. DKK.
Reputational: Large
Black Swan: Mild
• Moderate changes to
technology infrastructures
• Resource availability is a
constraint
•This profile primarily calls for
independent and partly complex
tasks solved primarily through
own decision making:
• Projects that are moderate to
complex in scope, risk, and/or
organizational span, including
subprojects of larger, more
complex projects.
• Differentiating factors: project
duration, number of
deliverables, organizational
stability, and compliance risk.
• Requires no extra guidance
from manager.
Typically leads projects that
meet most of, but not limited to,
following characteristics:
• Resource 8+FTEs
• Process change/training to
business unit employees
• Interdependencies with other
areas.
• Operational risk:*:
Direct: >10 mill. DKK.
Reputational: Very Large
Black Swan: Severe
• Change to technology
infrastructures
• Resource availability is a
constraint
•This profile calls for
independent and complex tasks
solved through own decision
making. Strategic tasks may
occur:
• The program is differentiated
from projects by following
definition:
• A program is a group of
interrelated projects with a
shared goal or outcome with
a broad organizational
impact.
• Operational risk:*:
Direct: >10 mill. DKK.
Reputational:: very Large
Black Swan: Catastrophic
Country
specifics/local
requirements

27. 27
Clarification of job level (Salary model Group IT Denmark)
Associate/Junior
Project Manager Project Lead Project Manager
Senior Project
Manager Program Manager
Job level
The job is at sublevel (I,
II or III)
Responsibilities and
managerial duties
Complexity of tasks
Allowance
• 6
• 3 – medium demands.
• 3 – predominantly
independent tasks and
partly complex tasks solved
predominantly through own
decision making.
• 7
• 4 –high demands.
• 3 – predominantly
independent tasks and
partly complex tasks solved
predominantly through own
decision makin.g
• 8
• 4 – high demands.
• 4 – primarily independent
and partly complex tasks
solved primarily through
own decision making.
• 9 or contractual.
• 5 – heavy demands.
• 4 – primarily independent
and partly complex tasks
solved primarily through
own decision making.
• contractual
• 5 – heavy demands.
• 5 – independent and
complex tasks solved
through own decision
making. Strategic tasks may
occur.
Clarification of job level (Salary model Danske IT)
Band and Grade • Band: C
• Grade: V
• Band: C
• Grade: VI
• Band: B
• Grade: VII
• Band: B
• Grade: VIII
• Band : A
• Grade: IX
Clarification of job level (Salary model Lithuania)
Hay level  15  16  17  18  19
Date: 16. January 2015
Owner: Group IT Management
HR: Group HR IT
Shop Steward:
Participants Danske Kreds:
BOBI
AJEN
KGRN, HSU
CEI, GESV, DBI

28. 28
Potential career path between profiles
- The below shows the most closely related job profiles and thus the most common career paths,
however, any path is possible to explore based on individual potential and performance
Software Engineer
Process Consultant
Project Manager
Program Manager
Senior Project Manager
Project Manager
Project Lead
Associate/
Junior Project Manager
Management
Business Analyst
Organisational
Change Manager
Coordination
Manager
Manage-
ment
Other job
profiles