Our strategy
Gain insight into the strategy for Finansforbundet i Danske Bank the coming period.
The core task of Finansforbundet i Danske Bank is to create a foundation that enables all members to succeed in their working lives.
The Danish Financial Services Association's strategy from 2025 onwards is the district council's assessment of what is particularly important to work on in these years in order to best serve the interests of its members. The strategy is also the district council's assessment of how the work should be carried out.
See visuel design of the strategy (in Danish)
Read elaboration of the strategy
Skills development
The competency development of our members is a core area of FiDB. The development is moving fast, and it is necessary for our members to constantly acquire new skills to remain attractive in Danske Bank and in the labour market in general.
The preparation of competency development and knowledge of the skills needed are different – for the individual members and for the bank's business units. Our efforts must be responsive to this.
Many members, both employees and leaders, find it difficult to find the right direction for them to develop and find the time for it in a busy everyday life. However, it is necessary constantly to strengthen the development skills.
This is why we are working for:
• that the members know what competences are needed going forward, and how they acquire these competences
• that members both receive and take time and opportunity constantly to prioritize to strengthen development skills in order to stay relevant in the labour market
•That members can find relevant opportunities for competence development, including in digitalisation and AI.
Well-being
Our well-being survey shows that too many of our members still experience symptoms of health-threatening stress, matching what we hear via our relations with TR.
Being under pressure for a short period may be OK if there is a potential for restitution – but if it is over a longer period of time, it can be very problematic and harmful to the individual, to the branch and to Danske Bank.
This requires that the bank is far better at preventing illness and not least creating the best conditions and opportunities for those who return to work after a period of absence due to illness.
Danske Bank employees experience a heavy workload, constant change as well as a trend in society with mounting stress. This requires a strong demand that we find ways of working together that minimize the risk of stress and that we can openly talk about unhappiness and stress, thus detecting and preventing far better.
This requires a cultural change and places great demands on managers' personal skills that allow for employee involvement and influence both individually and at team level.
This is why we are working for:
• a culture and behaviour, from leaders as well as employees who promote mental health.
• inclusiveness, openness and security in handling different life situations
• prevention of stress and respectful return after stress
Being relevant to all target groups
We are depending on a high level of employees being member of Finansforbundet in order to safeguard the interests of our members as best as possible.
A higher level of employees being member of Finansforbundet is a sign that we are doing well and that our legitimacy towards the management is intact.
Today, unfortunately, not all employee groups in Danske Bank find Finansforbundet i Danske Bank equally relevant and the level of employees being member of Finansforbundet is significantly lower among some employee types and in some areas than among other groups and in other areas.
At the same time, we also recognise that not all current members experience equal value in membership or feel included in Finansforbundet i Danske Bank.
This is why we are working for:
• knowing the employees of Danske Bank better to create and offer targeted initiatives
• getting closer to our members so we have the right offers for their different needs
• to increase our relevance and visibility to selected target groups
• to increase the level of employees being member of Finansforbundet
Focus on a strong and diverse TR organisation
TR is the core, backbone and DNA of Finansforbundet i Danske Bank and an extremely important direct ”value creator” for members as well as a connection line to potential members.
The employees at Danske Bank are diverse. Our organisation can be even more readily reflected in this diversity because it will improve our ability to make informed and relevant decisions.
We find that many of our TR are under great pressure in their daily lives, and therefore it is especially important that it is flexible for them to act and upgrade as TR.
In many places, there are strong relations between the TR organisation and management, but at the same time we find that the cooperation is challenged on different fronts and at different levels. Management's access to employees has changed, and for example, it does not seem that management experiences the same value in the formal forums as SU today, as they did earlier and in some areas TR and KB experience that it is difficult to achieve leaders(s)' real involvement.
This is why we are working for:
• to promote a culture of diversity and inclusion, as a basis for decision-making and safeguarding the interests of members.
• to further develop dialogue and collaboration between the TR organisation, members, management and HR to promote understanding and value creation.
• to strengthen the competence of union representatives through flexible and targeted learning that works in a busy work schedule with different needs.