AP Møller Mærsk Sustainability report 2016, s. 29

Transkript

1 AP Møller Mærsk Sustainability report 2016, s. 29

2 Danske bank - corporate Responsibility 2016, side 27

3 Novo Nordisk - COMMUNICATION ON PROGRESS 2016, side DIVERSITY AS A KEY BUSINESS FOCUS Diversity is and has always been important to Novo Nordisk as it allows us to better understand customer needs in different cultures, attract and retain talented people from around the world and operate more effectively in a global business environment. Novo Nordisk s diversity policy is anchored in four principles, as defined in Executive Management s 2015 rationale for increasing diversity in Novo Nordisk: Broaden our access to talent Secure diversity of perspectives Foster a global mind set Offer equal opportunities Within this framework, all senior management teams are required to discuss their specific diversity challenges and agree on key initiatives to meet their local challenges. These discussions are supported by standardised data material, showing current state and progress on diversity in all business units. The data material is also presented to Novo Nordisk s Board of Directors at least once a year. Since 2011, Novo Nordisk has incorporated diversity into the corporate Balanced Scorecard, requiring all business areas to set locally-anchored outcome targets for diversity. Based on the actions identified in the 2015 Organisational Audit process, each business unit formulated their own diversity targets for This ensures that relevant targets are defined locally as culture, business needs and challenges vary across the organisation. Furthermore, to explore and address local diversity challenges, specific diversity targets for 2016 were defined in the corporate Balanced Scorecard for each senior vice president area throughout the global organisation. Novo Nordisk is against the enforcement of quotas in the organisation. One of the pillars of the diversity strategy is we always select the best ensuring that professional qualifications come before gender and other aspects of identity such as nationality and age. Novo Nordisk supports self-regulation as opposed to legislation. For information about diversity on the Board of Directors, see our Annual Report 2016 pp 54 55

4 Arla årsrapport side 35 Inklusion og mangfoldighed Hos Arla tror vi på, at inklusion og mangfoldighed er afgørende for vores forretning, og at mangfoldige teams skaber bedre kommercielle resultater. Vi definerer mangfoldighed bredt som forskelle mellem mennesker med forskellige baggrunde, mens inklusion handler om at værdsætte forskelle mellem mennesker for at skabe synergi. Vi stræber efter at være en inkluderende organisation, hvor der er plads til alle kollegaer uanset kulturel baggrund. Mangfoldighed fra et ejerperspektiv Arla har opstillet mål for antallet af kvinder I bestyrelsen i overensstemmelse med gældende lov. Da mænd er stærkt overrepræsenterede I vores branche, afspejler målet kønssammensætningen i vores ejerkreds. Vi anser repræsentantskabets kønssammensætning for at være repræsentativ for ejergruppen i lyset af den demokratiske valgproces, som finder sted hvert andet år. I 2016 udgjorde antallet af kvinder i repræsentantskabet 13 procent sammenlignet med syv procent i bestyrelsen. Det er vores mål, at repræsentationen af kvinder i bestyrelsen efter valget i 2019 skal afspejle repræsentationen af kvinder i repræsentantskabet. Vi stræber efter Good Growth 2020 Som en del af vores strategi, Good Growth 2020, stræber vi efter en sammensætning i de forskellige medarbejderteams, så højst 70 procent af medlemmerne i et team repræsenterer det samme sæt af kriterier. Disse kriterier omfatter nationalitet og etnisk baggrund, køn, generation, uddannelsesmæssig og erhvervsmæssig baggrund. Kønsfordeling i 2016 Vi har primært fokuseret på at rapportere kønssammensætning i Kvinder udgør 28 procent af Arlas samlede arbejdsstyrke, hvilket er en stigning i forhold til sidste år. Vi udpegede i januar 2016 to kvinder til koncernledelsen og bragte dermed repræsentationen af kvinder op på 29 procent. Det er en vigtig præstation, som har skabt grundlag for yderligere fremskridt. Vi har siden 2013 stræbt efter, at 20 procent af vores medarbejdere på director- niveau og derover skal være kvinder. Antallet af kvinder på director- niveau og derover blev forbedret en smule i 2016 og udgør efter den seneste omstrukturering 22 procent.

5 ISS Corporate Responsibility Report side 27 Competitive advantage through diversity We embrace and encourage diversity in its broadest sense as we recognise that our diverse workforce gives us a key competitive advantage. Diversity makes ISS creative, productive and an attractive place to work. The Board and the EGM recognise the importance of promoting diversity at management levels and have implemented policies regarding competencies and diversity in respect of Board and EGM nominations according to which we are committed to selecting the best candidate while aspiring to have diversity in gender as well as in broader terms such as international experience. Emphasis is placed on: experience and expertise (such as industry, risk management, finance, strategy, international business, labour force management and HR, management and leadership); diversity (including age, gender, new talent and international experience) as well as diversity of perspectives brought to the Board or the EGM; and personal characteristics matching ISS s values and leadership principles. In support of our commitment to gender diversity, the Board adopted a target in 2014 of increasing the number of women on our Board elected by the general meeting from one to at least two members not later than at the 2017 annual general meeting. With the election of two women to the Board in 2015, the target was achieved, and the Board set a new target of reaching at least 40% women on the Board by Currently, there are 33% women on the Board of Directors. Aligned with the competency and diversity policy for Board nominations, the Board proposed the election of Ben Stevens at the 2016 annual general meeting (replacing Jo Taylor), which was supported by the shareholders. In terms of international experience, the Board aims at all times to have sufficient international experience at all management levels taking into account the size and activities of ISS. The Board considers that it has diverse and broad international experience. The EGM is considered to have the necessary international experience if half of its members have international experience from large international companies. Presently, all members of the EGM have international experience. In order to promote, facilitate and increase the number of women in management level positions at ISS s global head office, we continue leveraging our Diversity Policy, which defines a number of initiatives. Our initiatives include ensuring that female candidates are identified for vacant positions, developing succession plans aiming at identifying female successors and tabling the matter of women in leadership at ISS for discussion at least once a year at the EGM level. Furthermore, we ensure strong representation of women in various ISS leadership development and graduate programmes across the Group and at the global head office. The amount of women at management level at the global head office increased slightly in 2016 compared to 2015 and gender diversity remains a focus area in 2017.

6 Dong Energy Sustainability report side 36, Annual report 2016 side 170:

7 Carlsberg annual report side Diversity The Supervisory Board believes that its mem- bers should be chosen for their competences, but recognises the benefits of diversity in respect of experience, culture, international experience and gender and has laid down the following specific objectives in relation to inter- national experience and gender: With regard to international experience, the objective is that 50% or more of the Super- visory Board members elected by the General Meeting should have substantial international experience from managing large corporations or institutions. The current composition of the Supervisory Board fulfils this objective. Furthermore, with a repre- sentation of more than 20 nationalities, the international experience of the Carlsberg leadership team is significant. The proportion of the underrepresented gender (currently women) on the Supervisory Board should reach at least 40% of the members elected by the General Meeting no later than This objective has not yet been met as three out of 10 Supervisory Board members elected by the General Meeting are women. Currently, women are also underrepresented in senior management positions. To increase the proportion of women, the Supervisory Board has drawn up a policy and set out specific action points for the Executive Board to implement. In 2016, these actions included the following: As part of the Group Recruitment Policy, recruitment firms were asked to present at least one qualified female candidate when the Group recruits for senior management positions. At least one third of the participants in the Group s leadership programme should be women. This target was met in 2016, as 30% of the leadership programme nominees were women. Our leadership development centres support individual development towards senior leadership positions. In 2016, one third of the participants were women. CSR report side 43 Gender diversity During 2016, we continued our efforts to in- crease gender diversity in top and middle man- agement. This involved, for example, requiring recruitment firms to present at least one qual- ified female candidate when recruiting for management positions, as stipulated in our Group Recruitment Policy. Nevertheless, reaching our goal of 40% women on the Carlsberg Group Supervisory Board by 2017 proved challenging. Given the substantial changes undergone by the Group over the last two years (including the development of a new corporate strategy), we felt it was important to prioritise continuity on the Supervisory Board. This meant that at the end of 2016 we had not yet met the 2017 target: 30% of members elected at the Annual General Meeting were women.

8 DLG CSR rapport side Vi mener, at en arbejdsplads, der værdsætter forskellighed, i sidste ende skaber værdi for vores ejere. Vi arbejder vedvarende for at skabe inkluderende strukturer, som ikke utilsigtet hæmmer nogle grupper. Beslutninger om rekruttering, ansættelse, uddannelse, udvikling og vurdering af vores ansatte skal altid ske på princippet om lige muligheder. Det er vores politik at skabe et miljø, hvor den enkelte ansatte respekteres og belønnes for sin indsats, ikke for vedkommendes alder, køn, etniske baggrund, seksualitet eller handikap. Vi værdsætter også mangfoldighed i form af forskellige personlige karaktertræk og måder at tænke på. DIVERSITETSSTRATEGI OG OVERORDNEDE MÅL I 2015 udviklede DLG en diversitetsstrategi, hvori vi anlægger et bredere syn på mangfoldighed end blot køn. Strategien rummer vores prioriteter og mål og er styret af vores overordnede vision for mangfoldighed. I 2016 begyndte vi at implementere vores diversitetsstrategi med tre overordnede mål: Opbygge en inkluderende arbejdsplads ved at understøtte en kultur, der styrker samarbejde, fairness og giver den enkelte medarbejder mulighed for at bidrage og udvikle sit fulde potentiale. Rekruttere og ansætte ud fra en mangfoldig og kvalificeret gruppe af mulige ansøgere for at sikre en højt præsterende arbejdsstyrke. Være ansvarlig ved at måle og følge op på medarbejdernes syn på mangfoldighed samt klæde vores ledere på til at lede i et mangfoldigt miljø og skabe en inkluderende kultur. Til at understøtte indsatsen er nedsat et Diversity and Inclusion Council bestående af repræsentanter fra koncernens selskaber, der igennem 2016 har sikret fremdrift og opfølgning på CSR-målene. LOVPLIGTIG REDEGØRELSE OM DET UNDERREPRÆSENTEREDE KØN IHT. ÅRSREGNSKABSLOVENS 99B I 2015 satte vi en række konkrete mål for kønsdiversitet. Fordelingen er præget af, at vi har mange timelønnede ansat ifysisk betonede jobfunktioner, hvor rekrutteringspoolen hovedsagelig består af mænd. Ser man derimod udelukkende på kønsfordelingen hos funktionærer, er kønsfordelingen mere lige end for alle ansatte.

9 STATUS PÅ MANGFOLDIGHEDSMÅL FOR 2016 Vælge en kvinde til DLG s koncern- bestyrelse senest i 2018 Selskabets bestyrelse består af i alt 12 medlemmer (heraf tre medarbejderrepræsentanter), der vælges ud af DLG s repræsentantskab, der tæller 134 medlemmer. DLG har på baggrund af en vurdering af rekrutteringsgrundlaget vedtaget et måltal på én kvinde ud af ni bestyrelsesmedlemmer (eksklusive medarbejderrepræsentanterne). Vores målsætning er fortsat, at der senest ved valget i 2018 skal vælges en kvinde ind i DLG s bestyrelse. Blandt DLG a.m.b.a. s ejere er der kvinder Sikre pipeline af kvindelige talenter ved at tilstræbe, at der skal være mindst 1 kvinde på kandidatlis- terne ved rekruttering I 61% af rekrutteringerne i Danmark i 2016 har der været mindst 1 kvinde på kandidatlisterne. Det vil vi fortsætte med at arbejde på i % af rekrutterede ledere og specialister var kvinder. I Tyskland er der gjort en stor indsats for at sikre, at kvalificerede kvindelige kandidater kommer til jobsamtaler Øge andelen af kvindelige ledere i Danmark og Sverige til 25% senest i år Udviklingen skal gerne afspejle sig i koncernens øverste ledelseslag DLG har på koncernniveau fokus på en række forskellige tiltag, der alle sigter på at give kvindelige ansatte mulighed for at udforske deres lederpotentiale. Fra 2015 til 2016 har vi udvidet tilbuddet af lederudviklingskurser, ligesom vi systematisk opfordrer ledere til at sende potentielle nye ledere på før- leder kurser. På samme måde har vi prioriteret at anvende et mangfoldigt udtryk i vores employer branding, eksempelvis vores jobannoncer. Vores svenske datterselskab har fokuseret på et eksplicit kønsneutralt ordvalg i sin rekruttering, ligesom der tilstræbes lighed ved den årlige lønproces. Kultivere et inkluderende arbejdsmiljø gennem undervisning for relevante ledere og specialister I mangfoldighed og inklusion I 2016 begyndte vi mere systematisk at gøre ledere opmærksomme på mulige bias i deres rekruttering. Denne træning i at erkende bias vil blive yderligere formaliseret i 2017, hvor det vil være et større tema på lederkurserne. Måle og følge op på medarbejderes syn på mangfoldighed i de årlige medarbejdertilfredshedsundersøgelser for at holde fokus på et inkluderende arbejdsmiljø I 2016 begyndte vi at måle medarbejdernes syn på mangfoldighed i DLG. Formålet var at følge udviklingen hen over en længere periode. Første undersøgelse viste, at medarbejderne generelt mener, at de arbejder i en mangfoldig og inkluderende organisation, og at DLG er præget af lige muligheder for mænd og kvinder. DLG annual report side 30 THE BOARD The Board consists of 11 men and 1 woman (employee-elected). The Board s goal is for it to reflect the gender breakdown of the owner group. The goal is for at least one owner-elec-ted woman on the Board by 2018.

10 Danish Crown årsrapport side 44

11 Vestas annual report Statutory report on gender diversity at management levels As required in section 99b of the Danish Financial Statements Act, Vestas has a policy to offer all employees equal opportunities. Vestas aims for a more equal distribution of gender among employees in lead- ership positions. Once a year, the Nomination and Compensation Committee discusses the status of diversity and the strategy for the diversity area in Vestas for the coming year and the Board of Directors discusses the overall principles regarding diversity. Vestas is working with a number of activities to ensure relevant diver- sity at management levels, such as: assuring that both genders are represented in the search process and in the last process of the selection of the new employee, and exposing the engineering opportunities to women, including specific events for female engineering candidates. In 2016, the share of women at management level within Vestas was 19.4 percent, compared to 18.2 percent in By the end of 2016, Vestas workforce represented 86 nationalities. Non-Danish nationals held 60 percent of the positions in the top management layers an increase of 4 percentage points over the course of the last five years. The development mirrors the continued globalisation of the Vestas Group with Vestas Executive Management team itself as an example of increased diversity with members from Denmark, France, Spain, and Sweden. The Board of Directors of Vestas Wind Systems A/S The Board of Directors believes that its members should be chosen for their overall competences, yet it also recognises the benefits of a diverse board in respect of culture, gender, and other factors. The Board of Directors pursues the goal of having members represent- ing multiple nationalities as well as both genders. In addition, the Board of Directors focuses on having a diverse age distribution. However, these goals must not compromise the other recruitment criteria. The Board of Directors consists of eight members elected by the share- holders: two women and six men; one from Finland, three from Sweden, and four from Denmark; and mean age of approx 54. The Board of Directors ambition regarding diversity is unchanged the under-represented gender should constitute two to three board mem- bers elected by the general meeting no later than in 2017.

12 DSV CSR report side 27 Very stable gender distribution Last year we concluded that the gender distribution had remained stable for some years with about 60% men and 40% women. This could be expected to change after our acquisition of UTi Worldwide Inc. This has actually not been the case as apparently this gender distribution is typical within the freight forwarding industry. During the period under review, the gender distribution was 38% women and 62% men as it has been for the past years. Our Board of Directors has two female and four male members. The Board of Directors thereby meets the gender-related composition requirement according to the Danish Companies Act. However, the gender distribution among managerial employees at DSV has changed. The proportion of female managers has grown to 31%, up from 26% in Some of the increase is due to a larger proportion of female managers at UTi Worldwide Inc. and some to policies implemented at national level in certain Group enterprises. Those policies have given rise to various initiatives, including a survey among female managers and a recruitment process taking into account the need for sufficient diversity. DSV now has a higher proportion of female managers than our peers. Nykredit årsrapport 2016, side 47 Derudover: os/karriere/din- karriere/talent- og- udvikling/kvinder- i- ledelse

13 Danfoss Sustainability Report side 16 We embrace diversity During the reporting year, employees of more than 90 different nationalities worked at Danfoss. See more information related to people in the supporting figures on page 29. We believe that the diversity of our employee base builds a competitive advantage towards customers through creativity, innovation, and local customer understanding. Danfoss emphasizes diversity in its recruitment policy. When recruiting a new employee, the objective is to identify at least three qualified candidates, who represent diversity in terms of culture, nationality, gender, and age. If two or more candidates are equally qualified, Danfoss will aim towards diversity in the workplace in the final selection process. Danfoss is focusing at hiring and developing more female leaders. In order to ensure that the diversity of the Group s managers increasingly reflect that of the entire workforce, we set an ambitious overall goal to increase the percentage of female managers to 20% by 2017 from 18% in In 2016, the percentage of female managers remained at 18%. To reach the goal of 20%, Danfoss continuously focuses on developing the female leaders currently in the talent pipeline as well as attracting female leaders to join at all levels. Nordea Sustainability Report side 18 LEGO CSR side 55 Improving diversity in the workplace As we globalise our organisation, our employee base is becoming more diverse. We believe that having employees with many different backgrounds, skillsets, and experiences benefits our organisation and equips us to more effectively address the global challenges ahead. As part of increasing our diversity, it is our ambition to have a balanced composition of genders on all organisation levels by the year In 2016, 43.6% of newly appointed and recruited leaders were women, a slight improvement from 43% in The 2017 target is set to a minimum of 40%, including all Manager levels and above. We will continue to progress towards our long-term ambition of having a more genderbalanced flow of talent contributing to a stronger global organisation, while complying with our Gender Diversity Policy that stipulates that we should always hire the most suitable and competent person for any job. At top management level, six of our 26 Corporate Management members are women, an improvement from the previous year where three of our 26 Corporate Management members were women. Our long-term aspiration is to have a management team made up of an equal number of women and men. In the context of

14 this report, two legal entities are subject to the reporting requirements in section 99 b of the Danish Financial Statements Act. For the LEGO A/S board one member out of seven was female in It is the ambition to increase the number of female board members to a minimum of two by January 1, This target was not met in 2016 due to no new members entering the board. The board of LEGO System A/S (a subsidiary to LEGO A/S) is gender-balanced as per the legislative guidelines with one out of four general assembly elected board members being female. In 2016, we carried out a number of initiatives aimed at diversifying the organisation s employee base. We trained leaders and people managers on biases in the people review process to carry out gender-neutral performance and promotion decisions. Two members of the LEGO Group Management Board were elected to be the executive sponsors of the LEGO Group s diversity agenda with the purpose of mobilising greater focus and actions to progress this agenda across the company. Danish Agro COMMUNICATION ON PROGRESS 2016, side 4-5 Danish Agro har i 2016 arbejdet med Komiteen for god Selskabsledelses anbefalinger af 6. maj God selskabsledelse er et overordnet samlebegreb for en række handlemåder og initiativer, som indgår i den gode ledelse af større selskaber. I 2016 har Danish Agros bestyrelse arbejdet aktivt med identificering og opgradering af eksisterende kompetencer i bestyrelsen. Danish Agro koncernen har derudover aktivt arbejdet med måltal og politikker for den kønsmæssige sammensætning af ledelsens samt afrapportering heraf. Danish Agro driver forretning indenfor en mandsdomineret branche, og er en relativ mandsdomineret virksomhed. Det er i praksis vanskeligt at tiltrække kvinder til bestyrelsesposter og lederstillinger i grovvarebranchen. I den nuværende bestyrelse for Danish Agro er der på regionsmøderne valgt 9 medlemmer, hvoraf alle er mænd. Danish Agro går ind for diversitet i bestyrelsen, herunder også den kønsmæssige sammensætning af bestyrelsen. Diversitet skal prioriteres, men må ikke prioriteres på bekostning af kompetencer. Danish Agros bestyrelse mener derfor, at det vil være et ambitiøst og realistisk måltal senest på generalforsamlingen i 2018, at øge den nuværende fordeling i bestyrelsen til 15 % (svarende til 1 person). I forhold til bestyrelsens nuværende sammensætning samt under hensyntagen til kønsfordelingen i bestyrelserne i sammenlignelige virksomheder, anser bestyrelsen måltallet for ambitiøst, men realistisk. Denne målsætning vil kræve at Danish Agro kan tiltrække en højere andel af kvinder til bestyrelsen, end den kvindelige andel af selvstændige landmænd. I 2016 er målet om øget diversitet i bestyrelsen ikke nået. Det skyldes primært, at der er en proces i gang, med at få identificeret en helt rigtig kandidat, der kan supplere de eksisterende kompetencer i bestyrelsen. Arbejdet med dette fortsætter i Bestyrelsen vil gøre en aktiv indsats for, at der i fremtiden i højere grad end tidligere udpeges kvinder som kandidater til bestyrelsen,ligesom Danish Agro bakker op omkring diversitetsarbejdet i Landbrug & Fødevarer. Efter generalforsamlingen 2018 vil der blive fastsat et nyt måltal for kvinder i Danish Agros bestyrelse. Måltallet omfatter alene de generalforsamlings- og regionsvalgte bestyrelsesmedlemmer. De medarbejdervalgte bestyrelsesmedlemmer er ikke omfattet. Sammensætningen af bestyrelserne i datterselskaberne sker ud fra en koncernbetragtning om bedst muligt at understøtte koncernens strategi. Derfor er bestyrelsen I datterselskaberne oftest sammensat af medlemmer fra koncernledelsen I

15 Danish Agro a.m.b.a. samt repræsentanter fra de ultimative ejere. Der er ligeledes blevet arbejdet aktivt med målsætningen om at opnå flere kvinder I ledelsen i Danish Agro. En politik for kvinder i Danish Agros øvrige ledelse er blevet udarbejdet. Politikken har til formål at forbedre det underrepræsenterede køns repræsentation i ledelsen i Danish Agro koncernen, jf. Selskabslovens 139a, stk. 1, nr. 2. Danish Agros nuværende kønssammensætning i lederstillinger fordeler sig således: 1. Koncerndirektionen 0 % 2. Koncernledelsen, inkl. stab 0 % 3. Selskabsledelse i koncernen 19 % Nedenfornævnte aktiviteter er iværksat for at fremme andelen af det underrepræsenterede køn i lederjob: Sikre, at Danish Agros personalepolitik på alle punkter fremmer kvinder og mænds lige karrieremuligheder, herunder i forbindelse med selskabets ansættelsesprocedurer og rekruttering. Sikre, at der for så vidt det er muligt, både er kvindelige og mandlige kandidater ved såvel intern som ekstern rekruttering til lederstillinger Sikre, intern uddannelse og udviklingsforløb i med formål at talentudvikle kvinder såvel som mænd. PFA CSR rapport side pct. kvinder i PFA s ledelse PFA s mål for andelen af kvindelige ledere er 40 pct., og ved udgangen af 2016 ligger PFA med 41 pct. lige over målet. Dette har været stabilt de seneste år, hvor andelen af kvinder i PFA s ledelse har været henholdsvis 41 pct. i 2014, 38 pct. i 2015 og 41 pct. i Med dette resultat har der derfor ikke været igangsat særlige tiltag for at øge den samlede andel af kvinder. Ses der på fordelingen af kvindelige ledere på teamleder-, chef- og direktørniveau er fordelingen henholdsvis 48 pct., 37 pct. og 22 pct. ved udgangen af Her er det særligt andelen af teamle- dere og direktører, der er steget markant, men på trods af dette lever andelen af kvindelige direktører stadig ikke selvstændigt op til måltallet. PFA har i 2016 opdateret måltal for bestyrelsen og politik for den kønsmæssige sammensætning blandt ledere. Det er sket i overensstemmelse med ny vejledning fra Erhvervsstyrelsen således, at fordelingen af kønnene for bestyrelser med tre medlemmer er 33,33/66,67, for fire medlemmer gælder der en målsætning om en fordeling på 25/75 pct., og ved flere medlemmer skal andelen af det underrepræsenterede køn gradvis øges fra 30 til minimum 40 pct. Alle mål skal realiseres i Måltallet for PFA Holding og PFA Pensions bestyrelse er fastholdt på de tidligere fastlagte 25 pct., idet forøgelse af målsætningen til en ligelig fordeling (40/60 pct. jf. Erhvervsstyrelsens vejledning) forventes drøftet i regi af bestyrel- sens strukturudvalg i løbet af For bestyrelser med tre medlemmer var måltallet opfyldt ved udgangen af 2016 for koncernens ejendomsselskaber, idet fordelingen af køn er 33,33/66,67 pct. i disse selskaber, mens mål- tallet ikke var opfyldt for PFA Soraarneq, hvor fordelingen af køn er 0/100 pct. For bestyrelser med fire medlemmer, gældende for bestyrelsen i PFA Bank, var måltallet opfyldt ved udgangen af 2016, idet fordelingen af køn er 25/75 pct. For bestyrelser med flere medlemmer, gældende for bestyrelsen i PFA Asset Management, var mål- tallet ikke opfyldt ved udgangen af 2016, idet fordelingen af køn er 20/80 pct. For bestyrel- serne i PFA Holding og PFA Pension er måltallet opfyldt med udgangen af 2016, idet 27 pct. af bestyrelsen udgøres af kvindelige bestyrel- sesmedlemmer inklusive medarbejdervalgte bestyrelsesmedlemmer.

16 Grundfoss annual report side 12 Diversity - We aim to employ a diverse workforce that reflects society in terms of gender, age and ethnicity. In 2016, non- Danish executives made up almost 40%, thereby achieving our target set for 2017.With 20% of women in management positions, we are still 5%- points behind our 2017 target of 25%. We are still aiming for the 25% ratio, but we have to accept that it will probably take one or two more years to reach the target than first anticipated. To bring more females into executive positions, a mandate to always include qualified female candidates and non-danes in executive recruitments has been put in place. The Board of the Foundation comprises 12 members, of whom the Grundfos Group s European employees elect four. Of the remaining eight members, there are five males and three females. The Board had no aim to change the Board composition in 2016, but is targeting a 50/50 gender split in connection with planned changes to the Board in TDC CSR rapport side Kvinder og mænd i TDC Group Vi har i flere år haft fokus på at øge mangfoldighed mht. kønsfordelingen, og vi har vedtaget en politik for det underrepræ- senterede køn, som indeholder en vedvarende målsætning for hele TDC Group i Danmark inkl. datterselskaber om, at antallet af kvindelige ledere på alle ledelsesniveauer under bestyrelsen og koncernledelsen skal afspejle den forholdsmæssige fordeling af antallet af kvinder i virksomheden, altså en faktor 100. Ved udgangen af 2016 udgjorde kvinder 26% af alle ansatte (ekskl. koncernledelsen) i TDC Group i Danmark, mens kvinder udgjorde 21% af alle ledere, altså en faktor 79. Til sammenligning viser de seneste offentlige statistikker (2013), at kvinder udgør ca. 49% af arbejdsstyrken i Danmark men blot 27% af ledelsesstillinger, dvs. en faktor 55. Men selv om vi forholdsmæssigt ligger over landsgennemsnittet efter denne opgørelse, har vi endnu ikke nået vores mål. Derfor arbejder vi videre med udviklingen af centrale HR-processer som rekrut- tering, udvikling og talentprogrammer med henblik på at sikre, at vi finder og fastholder al potentiale på tværs af TDC Group blandt både kvinder og mænd. Samtidig bliver der i den interne kommunikation gjort brug af kvindelige ledere som talspersoner og rollemodeller, hvis karriereveje kan inspirere andre. Når man ser på de øverste ledere og chefer i TDC Group inkl. koncernledelsen, udgjorde kvinder 18% af denne gruppe på 66 personer ved udgangen af Ses der alene på selve koncernledelsen (CMT), bestod denne ved udgangen af 2016 af tre kvinder (33%) og seks (67%) mænd. For så vidt angår bestyrelsen for TDC Group, indgår køn som en del af den hensyntagen til mangfoldighed, der udgør en del af kriterierne for rekruttering af bestyrelsesmedlemmer. Ved udgangen af 2016 bestod de generalforsamlingsvalgte bestyrelsesmedlemmer af to kvinder (29%) og fem mænd (71%). Dermed nåede vi vores mål om, at begge køn inden udgangen af 2016 skulle være repræsenteret med minimum 25% blandt de generalforsamlingsvalgte bestyrelsesmedlemmer. TDC Group opfylder dermed også kravene til den kønsmæssige sammensætning af ledelsen jf. selskabslovens 139a og den seneste vejledning herom fra Erhvervsstyrelsen. Hvad angår TDCH A/S, der er et datterselskab af TDC Group, er kravene til den kønsmæssige sammensætning af ledelsen ligeledes opfyldt, da der er opnået en ligelig kønsfordeling i bestyrelsen. Til gengæld er der ikke opnået en ligelig kønsfordeling i bestyrelserne for datterselskaberne Dansk Kabel TV og TDC Telco, hvorfor der ved førstkommende lejlighed vil blive fastsat et måltal for den kønsmæssige sammensætning af disse bestyrelser. Vi fokuserer også på at give lige muligheder uanset køn, f.eks. med Fars Kram ordningen, som gør det muligt for alle fædre at tage op til i alt 14 ugers barselsorlov med løn et tilbud som ca. 80% af de nybagte fædre har benyttet sig af gennem de seneste år. Ved at støtte barselsorlov for fædre ønsker TDC Group samtidig at bidrage til større ligestilling i danske samfund generelt. Siemens - Sustainability report side 13 Diversity - At Siemens, we foster diversity throughout the organization through a variety of activities, measures and programs. Siemens today is home for over 170 nationalities worldwide. Diversity strengthens our innovative capacity, unleashes the potential of Siemens employees and thereby directly contributes to our busi- ness success. We want to create an open workplace for all em- ployees dedicated to our goals. After the new organizational setup, we strengthened our diversity activities by phrasing a new strategy. The identified action areas reflect our strategy program Vision Our focus areas are: Consciously addressing Unconscious Bias Promoting Gender Balance Fostering the value of Globality Encouraging Diversity & Inclusiveness Our focus on diversity is reflected, for example, in the adapta- tions made to our recruitment processes: These ensure that the preliminary selection of candidates better reflects the diversity of customers and employees at all levels and in all regions.

17 Today, Siemens has 15.6 percent of female employees in manage- ment positions and, due to concerted efforts, this share is continuing to grow. Annual report side 132 C TARGETS FOR THE QUOTA OF WOMEN ON THE MANAGING BOARD AND AT THE TWO MANAGEMENT LEVELS IMMEDIATELY BELOW THE MANAGING BOARD; INFORMATION ON SUPER- VISORY BOARD COMPLIANCE WITH MINIMUM GENDER QUOTA REQUIREMENTS At Siemens AG, the target for the share of women on the Manag ing Board has been set at a minimum of 2/7 and the correspond ing target for each of the two management levels immediately below the Managing Board has been set at 10%, applicable in each case until June 30, The composition of the Supervisory Board fulfilled the legal re quirements regarding the minimum gender quota in the reporting period. FLSmidth Sustainability report 2016 side The Board of Directors of FLSmidth continuously evaluates the diversity of the Board and the Group Executive Manage- ment as well as among managers and employees, and in future recommendations and appointments will deliberately be taken into account when considering the profiles and qualifications of potential candidates.

18 Tryg annual report side The Supervisory Board has 12 members, seven men and five women (including two male and two female employee representatives). Women are thus not underrepresented on Tryg s Supervisory Board. The Supervisory Board has members from Denmark, Sweden and Norway. In 2016, the proportion of women at management level was 36.4% against 35.4% in The target for 2016 of 38% or more women at management level was therefore not met. Tryg maintains the target to increase the total proportion of women at management level to 38% or more in In 2016, we had an ambitious target of 38% women at management level. Through organisation changes and our focus on equal representation in recruitment, we achieved 36.4% women at management levels, 5.4% higher than the 2015 Danish financial market benchmark. In 2017, we will maintain our focus on this issue, and to qualify and motivate more women to apply for management jobs, we have signed an agreement with the Danish Diversity Council. This means that we will be entering into a partnership with a number of Danish companies with the aim of sharing knowledge on how to develop the next generation of female leaders. At the same time, we are motivating women in Tryg to apply for next-level management jobs by sending five women to the Danish Diversity Council women s leadership pro- gramme in With this programme, our ambi- tion is to develop role models and motivate female leaders to reach for the next level of management. Our target for 2017 is to attain 38% women at management levels. In addition, we already have an equal gender distribution on our Supervisory Board with three of the eight members appointed by the annual general meeting being women.

19 DT Group - policies/ We will ensure that discussions among our board of directors include multiple perspectives on business and the industry in general. The board also aspires to be diverse, while still reflecting our customer base. And by focusing on getting more women in management positions - the pool of female talent will increase - and secure that at least 40% of our board of directors will be female before Management: VKR Holding Årsrapport side 10 Rockwool international Annual report side 40 Diversity as a competitive advantage Being a global company we acknowledge that diversity is especially crucial in today s marketplace. The rewards of having a diverse workforce touch every area of the business by potentially resulting in increased creativity, broader capabilities, new solutions to difficult problems and successful interaction with different cultures and clients. We believe in respecting and embracing diversity and strive to stimulate diversity in the management teams, as well as in Group functions. We base our diversity work on the principle that it is a prerequisite for success that we treat all our employees with respect and dignity and that we will not tolerate discrimination or harassment of any kind. Accordingly we have taken steps over the past few years to ensure equal opportunities for our employees, irrespective of gender, age, ethnicity, etc. As a principle, we want our employees career development to be performance and potential based, without the hindrance of any diversity-related obstacles. Increased focus and follow up The under representation of women in top management has been under review in Denmark over the past few years. In 2013, we set the target of 15%- 30% female executives on our management teams by Despite the increased focus and follow up we are still at the lower end of this range with a score of 15% compared to 16% the year before. The learnings from our cooperation with a major consultancy firm about a women in leadership survey are used as inspiration to drive initiatives supporting diversity improvement.

20 Future outlook Our industry is male dominated and the gender split for the total Group has been very stable over the past few years; we have an 18/82 female/male split at the end of The male dominance in the factories is clear, but in the offices and amongst our sales force we can see an increasing portion of female employees: 37% female employees at the end of 2016, but with 45% of the new hires in 2016 being female. The trend is similar when looking at the portion of female line managers outside production: 26% female managers, but with 31% of the line managers hired in 2016 being female. Read more about our Diversity and Equal Opportunity Policy on the global website. Jyske Bank b03b18e68859/redegørelse+for+den+kønsmæssige+sammensætning+af+ledelsen endelig.pdf?mod=ajperes NKT Holding Annual report 2016 side 43 Target figure for the under-represented gender The Board of Directors wishes to ensure that both men and women are represented on the Board. The target figure for the underrepresented gender among AGM-elected Board members is minimum 17%, which corresponds to one person. This target was met in NKT s focus on diversity and equal opportunities for both genders is described in the annual UN Global Compact Communication on Progress report, which can be found at Falck Holding Annual report side 22 Gender diversity Falck s approach to gender diversity is that the composition of management levels over a number of years should reflect the composition of the wider front line pool of employees. In 2013, Falck defined a policy for this area. The principle of Falck s policy for diversity is that there must be equal condi- tions for both genders when external candidates are applying for leadership positions within the Falck Group. Likewise, inter- nal promotions must reflect equality between the genders. In order to comply with these principles, we ask external re- cruitment companies to specify that the company wants both genders represented in the candidate field for leadership posi- tions. Internally, the company s HR organisation has a special focus on gender composition when appointing participants to the company s leadership development programmes. The target in relation to the gender composition of the Board of Directors has been defined as at least two of six members must be women. Falck continued to meet this target in Out of Falck s total employee headcount of 38,570, 35% are women and 65% are men. The high share of men employed is also be reflected in the number of men in management posi- tions. While the Board of Directors comprise two women and four men, men are currently overrepresented in the Executive Management Board and the Group Management comprising one woman and 32 men. The management level below Group Management is currently made up of 25% women and 75% men. Falck has a continuing focus on gender composition at man- agement levels across the Group, although there was relative limited change in the distribution in We have initiated further studies to monitor diversity in the company.

21 H. Lundbeck - COMMUNICATION ON PROGRESS REPORT side 9 Diversity in management maintained According to our target regarding diversity at Board of Directors level, at least one of the members elected by the shareholders should be of the underrepresented gender. In terms of the 2016 board composition, we had two female board members out of five members elected by the shareholders and one female board member out of three members elected by Lundbeck s employees. At the other managerial levels we aim to ensure that the proportion of the underrepresented gender is at least 40% globally. This target was met in 2016 and in recent years excluding 2014 where the proportion was 39%. Our actions to meet the target are unchanged. We offer equal opportunities for men and women across organization in accordance with our employee policies and guidelines that provide equal opportunities and benefits for both genders. Topdanmark Årsrapport side 19 + CSR Side Seks ud af bestyrelsens ni medlemmer er kvinder. Heraf er tre valgt af generalforsamlingen og tre af medarbej- derne. Topdanmark lever dermed op til sin målsætning om, at der blandt bestyrelsens medlemmer er minimum tre personer af hvert køn. Topdanmark lever dermed op til lovgivningens definition af en lige kønsfordeling.

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23 DFDS DFDS mangfoldighedspolitik:

24 Jysk - Anpartsselskabet af 19. december 2014 (cvr: ), Annual report 15/16, side 38 PensionDanmark Rapport om samfundsansvar 2016, side 26 Kønsmæssig sammensætning PensionDanmarks bestyrelse har vedtaget en politik for den kønsmæssige sammensætning af de øverste ledelseslag i selskabet. I politikken indgår et måltal for andelen af det underrepræsenterede køn i besty- relsen, der afspejler den faktiske sammensætning. Aktuelt er fire ud af 16 medlemmer af PensionDan- marks bestyrelse kvinder. Andelen af kvinder i den øverste ledelsesgruppe faldt fra 29 pct. i 2015 til 25 pct. i 2016, hvilket skyldes at ledelsesgruppen blev udvidet i PensionDan- mark er tilfreds med, at andelen af kvinder i mel- lemledergruppen er øget fra 25 pct. i 2015 til 42 pct. i Måltallet var i pct. Direktionen har ved rekruttering af nye ledere fokus på at indgå i dialog med kvalificerede kandidater af begge køn, ligesom PensionDanmark lægger vægt på at have en personalepolitik og ansættelsesvilkår, der tilgodeser begge køns muligheder for at gøre karriere i selskabet. Der lægges fortsat vægt på at tiltrække de mest kvalificerede ansøgere. Novozymes annual report, side 50 Novozymes Articles of Association require the Board of Directors to have four to eight members elected at the Annual Shareholders Meeting. Currently, the Board has six members. They are elected for one year at a time and cannot be elected or re- elected after reaching the age of 70. Nominations are based on an evaluation of factors such as competencies, diversity, independence and prior performance. The Board of Directors also includes three employee- elected members, who serve four- year terms. The Board of Directors is accountable to the company s shareholders for the management of the company. The composition of the Board of Directors must

25 therefore be such that the combined competencies of the Board enable it to inspire, guide and oversee the company s development, and diligently address and resolve the issues and challenges faced by the company at any time. In order to ensure the right competencies and promote diversity, the following targets have been set for the composition of the Board of Directors: 1. At least half of the shareholder- elected board members shall be independent as defined in the Danish Recommendations on Corporate Governance. 2. At least 40% of the shareholder- elected board members shall have substantial international experience from the management of large corporations or institutions headquartered outside of Denmark. 3. One- third or more of the shareholder- elected board members shall be female, and one- third or more of the shareholder- elected board members shall be male. The first two targets were met in Unfortunately, it was not possible to meet the gender diversity target in However, the Board of Directors is dedicated to working toward achieving the full diversity target again in the near future. The required competencies are defined in a competency profile that specifies various personal characteristics, skills and experience. The individual competencies of the members of the Board of Directors are shown in the presentation of the Board of Directors and Executive Leadership Team Coloplast CR report 2016, side Increase in women in top management At the end of the financial year the percentage of women in top management was 15%. To support further increase, Coloplast has conducted an internal assessment among female leaders at VP and director level to map potential barriers.

26 One finding was a lack of female role models. Coloplast has set up a working group to process the findings in the coming financial year. Gender diversity Coloplast believes that diversity is a pre-requisite for success when competing at a global level. The People Reviewand PDP-processes reflect Coloplast s commitment and obligation to ensure equal opportunities for employees, irrespective of gender, age, nationality, etc. According to the Danish Financial Statements Act, section 99b, Coloplast defines other management levels as all positions at or above manager level. With 41% female managers at this level, Coloplast maintains an equal distribution between men and women in management. To advance diversity, Coloplast has committed to a specific target for women in top management. The target is for 22% of top management to be female by the end of Top management is classified as Vice President, Senior Vice President and Executive Management. For the second year in a row, the percentage of women in management saw a slight increase from 13% to 15%. The increase is due to internal promotions in line with Coloplast s preference for own people. Coloplast aims for its Board of Directors to consist of the best qualified individuals. It is the Board s target that the number of shareholder-elected women should be one third of the shareholder- elected Board members by Last year, two women were elected into the Board of Directors making the total number of shareholder-elected women two out of eight. Note: Out of 11 board memebers, 2 are women in In 2015 there where 9 board members all men. Energi Danmark Annual report, side Diversity and gender distribution in the management team Report for the under-represented gender This is the Energi Danmark Group s statutory report for gender composition in accordance with section 99b of the Danish Financial Statements Act. The aim is to create focus on the under-represented gender, which is currently female due to the distribution within the Energi Danmark Group. Men are in the majority within the energy industry, and therefore most employees of the Energi Danmark Group are also men. Energi Danmark would very much like the gender distribution among employees of the Group to reflect the distribution of women and men in society. As Energi Danmark is an international energy trading group, diversity within its labour force is seen as an asset. The Group is thus aware of the advantages of having a diversified organisation, which also includes a versatile management team composition. Energi Danmark recruits its employees solely on the basis of talent and personality, and offers the same opportunities to all employees, regardless of nationality, religion, political convictions, gender and age. We want to encourage all employees to achieve their full potential in line with their personal ambitions and goals. Target figures for the under-represented gender on the Board and at other management levels As at 31 December 2016, Energi Danmark s Board of Directors is made up of six people, all of whom are men. At top management level, there were nine people, of whom one was woman (11 %). There were also four women (27 %) at middle management level, which totals 15 people. With regard to women in management, Energi Danmark currently has an under-representation on its Board and at top and middle management levels. The aim here is to increase the number of women in management by ensuring the representation of qualified female candidates for upcoming management positions. Goals for gender distribution on the Board and at management level In 2014, Energi Danmark s Board adopted a target figure for the proportion of the under-represented gender on the Board, and a policy to increase the proportion of the under-represented gender at the Group s other levels of management. These goals were divided into visions for 2017 and 2021 respectively, the aim being to have:

27 >> An 85/15 distribution on the Board of Energi Danmark, requiring at least one woman to be elected onto the Board before It is also an ambition to achieve a gender distribution of 70/30 on the Board before 2021, requiring the election of another woman onto the Board. >> 28% of Energi Danmark s top management, which currently consists of nine people, to be comprised of women in The goal of an 85/15 gender distribution on the Board was not achieved in 2016, as there were no replacements in the Board. The goal of a 72/28 gender distribution at the top management level was also not achieved in 2016, as the organisational changes resulted in a constellation where the top management almost solely existed of men, as they were already managers in the focus areas Customers, Trading, Finance, IT and Strategic Business Development. Energi Danmark appoints and promotes managers based on the attitude that the most suitable person is always appointed regardless of gender. We want to inspire all employees to be a part of the management, and as a consequence we offer our employees the opportunity to develop professional and personal skills through participation in relevant courses etc. Energi Danmark s aim here is for women and men to take equal advantage of these opportunities.

28 Pandora Årsrapport side 36 Mangfoldighed i ledelsen Vi mener, at det er godt for et succesrigt selskab at have en mangfoldig ledelsessammensætning. Til at sikre dette har vi fastsat en række mål i relation til kønsmæssig mangfoldighed, som gennemgås en gang årligt Senest i 2020 skal procentdelen af kvinder i senior management (medlemmer af koncernledelsen, General Managers og Vice Presidents) være mindst 40%. Den kvindelige andel af senior management udgjorde ved udgangen af % sammenlignet med 33% i 2015, 34% i 2014 og 24% i Kønssammensætningen for koncernens lederudviklings- programmer bør afspejle kønssammensætningen for Vice Presidents og Directors. Siden vi igangsatte vores lederudviklingsprogrammer i 2012 har kønssammen- sætningen samlet været tæt på 50/50. I 2016 udgjorde kvinder 56% af denne ledelsesgruppe og 60% af samme gruppes deltagelse i vores lederudviklingsprogrammer. Det er vores målsætning, at mindst 35% af de generalforsamlingsvalgte bestyrelsesmedlemmer inden 2018 er kvinder. Ved udgangen af 2016 var 30% af vores bestyrelsesmedlemmer kvinder (3 ud af 10), sammenlignet med 22% i 2015 (2 ud af 9). Vi ligger således et godt stykke over gennemsnittet på 16% for danske børsnoterede selskaber, men dog fortsat under målsætningen på 35%. Bestyrelsen vil fortsat vurdere kønssammensætningen ved valg af nye medlemmer. Schouw & Co. Årsrapport side 38 Bestyrelsen i Schouw & Co. har fastsat følgende måltal for den kønsmæssige sammensætning af ledelsen: For måleperioden 1. april 2013 til 31. marts 2017 er det målsætningen, at antallet af generalforsam- lingsvalgte kvindelige medlemmer af bestyrelsen i Aktieselskabet Schouw & Co. skal øges fra nuvæ- rende et medlem, svarende til 14%, til mindst to medlemmer, svarende til mindst 28%. Endvidere er det målsætningen for koncernen, at der i alle danske virksomheder i regnskabsklasse store C i samme måleperiode skal opnås en repræsentation på mindst et kvindeligt medlem af bestyrelserne, svarende til mindst 20%. Ved måleperiodens start var der ingen generalforsamlingsvalgte kvindelige medlemmer af bestyrelserne i disse virksomheder. Der har ikke siden måleperiodens start været fore- taget nyvalg til bestyrelsen i Schouw & Co. Besty- relsen blev den 11. april 2012 forøget fra seks til syv generalforsamlingsvalgte medlemmer, men ved generalforsamlingen den 14. april 2016 blev antallet igen reduceret til seks medlemmer, hvoraf én er kvinde. Egmont Fonden Annual report 2016, side 22

29 Norden D/S Årsrapport side 31 Bestyrelsen har opstillet måltal for andelen af det underrepræsenterede køn i bestyrelsen og fået udarbejdet en politik for at øge andelen af det underrepræsenterede køn på virksomhe- dens øvrige ledelsesniveauer. Målet for ande- len af aktionærvalgte kvinder i bestyrelsen var at fastholde en repræsentation på mindst 16% (1 ud af 6) og tilstræbe at øge andelen til 33% inden Som følge af færre aktionærvalgte medlemmer steg andelen af kvinder til 20% (1 ud af 5) i 2015, og dette tal blev fastholdt i Bestyrelsen har fastlagt et nyt måltal og tilstræber, at 2 ud af 5 aktionærvalgte be- styrelsesmedlemmer i 2020 er kvinder. Nomi- neringsudvalget er opmærksom på måltallet i forbindelse med potentielle kandidater til bestyrelsen. DSB Årsrapport side Mangfoldighed DSB s bestyrelse har i 2016 drøftet måltal for det underrepræsenterede køn i bestyrelsen. Som selvstændig offentlig virksomhed er DSB omfattet af ligestillingsloven, hvoraf det frem- går, at virksomhedens bestyrelse bør have en afbalanceret kønssammensætning, det vil sige minimum 1/3 af det underrepræsenterede køn. Dette svarer til den aktuelle bestyrelsessam- mensætning (medarbejderrepræsentanter er ikke medregnet). DSB s aktiviteter for at sikre mangfoldighed i øvrige ledelsesniveauer frem- går af Mangfoldighed under Samfundsansvar. DSB vil være en attraktiv arbejdsplads præget af mangfoldighed, hvor forskelligheder trives og medvirker til at skabe bedre kvalitet i såvel opgaveløsningen som i resultaterne. DSB tror på, at en målrettet og prioriteret indsats for mangfoldighed gør virksomheden stærkere og øger konkur- renceevnen. DSB har i 2016 udarbejdet en ny politik for mangfoldighed og vil gennemføre en række nye indsatser for at skabe endnu større mangfoldighed frem mod Ved udgangen af 2016 var 28 procent af DSB s ansatte seniorer (55+ år). 170 medarbejdere (2,2 procent) var ansat på særlige vilkår (for eksempel fleksjob, jobprøvning, 56). DSB ønsker også at hjælpe unge i job. I 2016 havde DSB 46 praktikpladser. I løbet af efteråret 2016 har DSB modta- get flygtninge i praktik på udvalgte arbejdssteder. Ligestilling i ledelsen er en integreret del af personalepolitikken. I bestyrelsen er 33 procent kvin- der (medarbejderrepræsentanter er ikke medregnet), og bestyrelsens kønsfordeling lever dermed op til målet om, at minimum en tredjedel af medlemmerne skal være af det underrepræsenterede køn. Kønsfordelingen var i 2016 for direktørkredsen 29 procent kvinder. Blandt alle ledere i DSB er 25 procent kvinder næsten samme andel som blandt alle ansatte, hvor der er 26 procent kvinder. DSB s mål for kønsfordelingen på de forskellige ledelsesniveauer er, at den skal afspejle kønsfordelingen i virksomheden i øvrigt. DSB vil sikre målet ved at stille krav til rekrutteringskon- sulenter om kandidater af begge køn og ved at medtænke det underrepræsenterede køn ved planlægning af efterfølgere. Energinet.dk Samfundsansvar 2016, side 15 99B: REDEGØRELSE FOR KØNS- MÆSSIG SAMMENSÆTNING I LEDELSESNIVEAUER Relevante politikker Energinets rekrutteringspolitik indeholder bestemmelser omkring mangfoldighed og lige muligheder, således at kandidater i rekrutterings- processer sammenlignes på en fair vis, uden skelen til køn eller øvrige forhold foruden kvalifikationer. Hertil kommer Energinets kompensationspolitik, der indeholder bestemmelser omkring respekt for ligeløn.

30 Det er virksomhedens holdning, at mangfoldigheden i medarbejdersam- mensætningen skulle afspejles blandt ledere og chefspecialister i Initiativer Energinet ønsker at fremme andelen af kvindelige ledere gennem interne talentprogrammer, hvor der er særligt fokus på at opnå en høj mangfoldighed blandt deltagerne. Derudover vil der i rekrutteringsprocesser altid være fokus på at sikre en ligelig behandling af ansøgere uanset køn. Energinet har en målsætning om, at 30 procent af vores ledere skal være kvinder. Målsætningen for kvinder i Energinets talentprogram C er ligele- des 30 procent. Derudover udarbejdes der hvert år en ligelønsredegørelse til Samarbejdsudvalget, hvilket bidrager til at skabe fokus omkring ligeløn. Øverste ledelsesorgan Energinets øverste ledelsesorgan er bestyrelsen, der består af 11 medlemmer. Energi-, Forsynings- og Klimaministeren udpeger 8 bestyrelsesmedlemmer, og de 3 resterende medlemmer er medarbejdervalgte. Den kønsmæssige sammensætning af bestyrelsen i Energinet bestod ved udgangen af 2016, af 3 kvinder og 8 mænd. Energinets bestyrelse er med henvisning til Erhvervsstyrelsens Vejledning om måltal og politikker for den kønsmæssige sammensætning af ledelsen og for afrapportering herom (marts 2016), ikke omfattet af måltalsforpligtelse for det øverste ledelsesor- gan, idet bestyrelsens medlemmer er politisk udpegede. Øvrige ledelseslag Andelen af kvindelige ledere i 2016 ligger på 23,5 procent. Dette tal opfyl- der ikke målsætningen om 30 procent kvindelige ledere, men er positivt i lyset af, at andelen af kvindelige ledere i perioden fra 2011 til 2016 er steget fra 16 procent til 23,5 procent. Resultater Energinet har i 2016 haft fokus på at fremme kvindelige talenter, blandt andet gennem virksomhedens talent- program C, hvor andelen af kvinder i 2016 var på 25 procent. I rekrut- teringsprocesser har der ligeledes været fokus på en ligelig behandling og vurdering af ansøgere uanset køn, ligesom både mænd og kvinder opfor- dres til at benytte Energinets tilbud om efteruddannelse og opkvalificering. Energinet vurderer også, at virksom- hedens fokus på at opretholde en sund work-life balance blandt medarbejder- ne, bidrager til at fremme en balan- ceret kønsmæssig sammensætning i ledelsesniveauerne. Forventninger til arbejdet fremover Energinet vil i 2017 fortsat arbejde hen i mod målsætningen om, at mangfoldigheden i medarbejdersam- mensætningen afspejles i virksom- hedens ledelseslag, med 30 procent kvindelige ledere og 30 procent kvindelige deltagere i talentprogram C. Herudover vil Energinet fortsat have fokus på, at alle kvalificerede kandi- dater kommer i betragtning, uanset køn, i rekrutteringsprocesser såvel som når der opstår nye muligheder på ledelsesniveau. Solar Annual report, side Diversity The Solar Group s approach is for all employees to be treated equally, regardless of gender, age, race and religion. All employees have equal opportunities when it comes to employment, terms of employment, training and promotion. We aim for a higher degree of diversity, as we believe that this will make us a better and stronger business. However, we do not compromise on qualifications. We will continue to employ the most qualified candidate regardless of his/her gender, political, religious or personal orientation. To avoid a conflict between diversity and aptitude, we have a number of career development initiatives in place for both managers and specialists. These initiatives offer equal opportunities to under-represented groups for growth and promotion to management level.

31 We believe it is important that the Board of Directors represents a wide diversity of skills, age and gender, and that we maintain a dynamic balance between continuity and renewal through a periodic turnover of board members. Our diversity policy sets out our objective regarding the composition of the board. Solar wishes its board to be as diverse as possible, including equal participation of women and men, while still ensuring that the board represents the overall skills set required. In 2016, the Board of Directors revised the deadline for meeting the objective for the under-represented gender of board members. We had expected this objective to be met following Solar s Annual General Meeting in However, the objective for the under-represented gender of board members has been put back until after Solar s Annual General Meeting in By then, women should make up 40% of the board members elected by the Annual General Meeting, which is deemed a fair distribution by law. Currently, women make up 20% of the board members elected by the Annual General Meeting, which is the same as last year. At Solar, we operate with two upper management levels: Solar Group Management (SGM) and senior level management. The latter includes vicepresidents or directors who report to an SGM member. As at 31 December 2016, the overall gender distribution in the two upper management levels was 16% women and 84% men. Solar s aim is for an overall distribution of women and men of 25% and 75% respectively by In support of this objective, we require that both genders are represented among the final candidates for senior management positions. Semler Holding CSR rapport 2016, side 4-5 Målsætning for kvinder i ledelse Som et led i regeringens danske model for kvinder i ledelse satte Semler Gruppen i 2013 et konkret mål for det underrepræsenterede køn i øverste ledelsesorgan og udarbejdede en politik for at øge antallet af kvinder i virksomhedens ledelsesniveauer generelt. Semler Gruppens politik for det underrepræsenterede køn på øvrige ledelseslag lægger vægt på mangfoldighed i bred forstand og ønsker til enhver tid at ansætte den bedst kvalificerede person uanset køn, alder, nationalitet, seksuel orientering eller religiøs overbevisning. Semler Gruppens målsætning er at tiltrække de bedste kandidater og samtidig være et attraktivt karrierevalg for begge køn. Virksomhedens ambition er ikke alene at få flere kvinder i ledelse, men også at få flere kvinder på et højt ledelsesniveau. Semler Gruppen vil frem mod 2017 arbejde på at få mindst en kvinde i bestyrelsen og samtidig øge antallet af kvinder i direktion og øverste ledelsesgruppe. Målet blev nået i relation til bestyrelsen, hvor der i 2014 blev indvalgt en kvinde. Bestyrelsen har derfor revurderet målsætningen fra 2013 og sat en ny målsætning. Målsætningen er nu 1-2 kvinder i bestyrelsen senest i 2020, idet bestyrelsen løbende vil afsøge mulighederne for at øge andelen af kvinder. I 2016 har der ikke været behov for nye bestyrelsesmedlemmer, så derfor er status uændret. Også i 2016 har Semler haft fokus på at øge antallet af kvindelige ledere. I Semler Gruppen har vi ved rekruttering af ledere søgt at sikre, at der er kvinder med i samtalefeltet. Branchen har dog ikke tradition for at tiltrække kvinder, så denne målsætning kan være svær at opfylde. Vi har derudover i 2016 med succes forfremmet kvinder uden ledelseserfaring til lederstillinger og igangsat lederuddannelsesforløb for dem, så vi også ad den vej bidrager til sikring af en fremtidig pipeline af kvindelige ledere. Bestyrelsen i Semler Gruppens moderselskab har besluttet, at der i bestyrelserne i dattervirksomhederne herunder Semler Retail A/S og Skandinavisk Motor Co. A/S udelukkende indsættes medlemmer af direktionen, økonomidirektøren, Legal og Innovation. Der er ingen

32 kvinder i denne gruppe. Derudover indgår der også medarbejdervalgte bestyrelsesmedlemmer, hvor det kræves af lovgivningen, men der er for nuværende ikke indvalgt kvinder af medarbejderne. Semler Retail A/S og Skandinavisk Motor Co. A/S redegør i deres årsrapporter for efterlevelse af ÅRL 99b's krav om opstilling af måltal for det underrepræsenterede køn i bestyrelsen. Hempel Annual report 2016, side Increasing diversity across the Group We believe diversity and equal opportunity create business value. They stimulate creativity and innovation, and help drive growth and profitability by improving our ability to understand global markets. Our Diversity and Equal Opportunity Policy applies to all Hempel offices and ensures that all employment and career development decisions are based on merit and made to support business goals. As an employer, we do not tolerate any form of negative discrimination, including discrimination based on age, disability, gender, pregnancy, paternity, race, religion, political opinion, family responsibilities, marital or civil partnership status or sexual orientation. We monitor the distribution of male and female employees in our workforce. In 2016, women made up 24 per cent of our employees, which was level with In 2016, female representation at management level increased to 18 per cent, up from 17 per cent in While this is a slight improvement, we are committed to creating a much more representative distribution of men and women in our management levels. As part of this work, our Diversity Board decided in 2016 to introduce training in how to avoid unconscious bias thinking as a part of our training for managers. The training focuses on ensuring managers are not influenced in their hiring decisions by the unconscious bias towards people different from themselves. This should help create more high-performance teams by increasing team diversity and ensuring we recruit from a wider group of talents. The Board of Directors of Hempel A/S consists of five non-executive directors. There are currently no female non-executive directors on the Board. Our goal is that the Board will have at least one female non-executive director before the Annual General Meeting in spring William Demant UN GLOBAL COMPACT COMMUNICATION ON PROGRESS 2016, side 16 Diversity and gender equality Diversity at management level addresses age, international expe- rience and gender. In recent years, soft law and statutory requirements have focused specifically on gender equality. On 1 April 2013, new rules for the gender-specific composition of top management in all large Danish companies became effective. The rules aim to ensure that the proportion of women in managerial positions in large companies is increased significantly in the coming years. The rules oblige companies to set a target for the representation of the under-represented gender on the company s board and to set a deadline for reaching this target. Moreover, companies must adopt general policies on how they will further women s access to managerial positions in the company based on the assumption that more women in managerial positions will generally speaking provide the basis for the future recruitment of women as board members. Lastly, the rules provide that once a year, namely on publication of its annual report, the company must publicise its targets and adopt- ed policies as well as the progress made in the period under review, either in the company s annual report or on its corporate website. Having signed the UN Global Compact and by submitting annual Communication on Progress reports, we automatically comply with the rules of law. This report constitutes our annual progress report on Female Lead- ership. The policy and the progress we make are also available on our website: We work to encourage more women to seek executive and manage- rial positions. This commitment is anchored with the Board of Direc- tors and the Management. In 2012, we defined a diversity policy and specific initiatives for increasing the share of female managers in the Group. We called it More female managers. On an ongoing basis, concrete initiatives are taken to support the policy, from communi- cation to recruitment and leadership.

33 In terms of gender equality in the Board of Directors, a female Board member was elected at the annual general meeting in April By that the Board reached its first target within one year after the target was set, and the Board decided in 2016 to set a new target and deadline: Before the end of 2020, the Board of Directors aims to have at least two female members. Since the target was only set in 2016, it has not been reached yet. For our joint venture Sennheiser Communications, there are current- ly no female board members, but they have set a on one female member in Since the target was only set in 2016, it has not been reached yet. In job advertisements, employer branding material, and communication, we always aim to balance the tone of voice between male and female connotations and visuals. Concerning recruitment, we require qualified female candi- dates in the second round when cooperating with external recruiting agencies. With regard to external recruitment processes, relevant departments in the Group must prioritise sending female employees to job fairs. From a talent management perspective, our managers make an effort to guide and nudging female talents towards pursuing opportunities for promotion. Since we started recording these numbers in 2009, the male/ female manager ratio in our Danish companies has improved from 89/11 in 2009 to 81/19 in In middle and first-line manage- ment, the ratio has increased from 84/16 in 2009 to 79/21 in However, the percentage development shows a slowdown in the last 2 years. Traditionally, our recruitment base has been male dominated, and we still find it to be unbalanced with considerably less females studying engineering. We continue, however, doing all we can with regard to our own job advertisement and recruitment processes recognizing that more could be done and that there is still a long way to go. From a talent management perspective, we are planning an organisational talent review where we will include a diversity angle. It should be noted that organizational levels were redefined in 2016 and actual numbers may not be directly comparable with previous years. In connection with this CSR report, we have included Sennheiser Communications numbers on diversity in management for the first time in 2016 and thus the numbers do not yet represent a development. In 2016, the number of female and male managers are the following: Top management: 0/2 Other management levels: 1/28

34 Ecco Annual report 2016, side 42 WOMEN S PARTICIPATION IN ECCO S MANAGEMENT ECCO disagrees, fundamentally, with the prescriptive approach in the law passed by the Danish Parliament in 2012, obliging large Danish companies to set targets for improved representation of women in management. ECCO disagrees for two reasons: Firstly, it should be the skill and experience of a person, rather than the gender, that determine if he or she is suitable for a management position. Secondly, it is demotivating for talented women if legislation demands companies to fix a predetermined quota of female managers. ECCO respects the law, but continues the development of its own programme to ensure that suitably talented women will continue to gain positions in the company s management. One example of this commitment is ECCO s graduate trainee programme, which recruits young staff with management potential, with the specific aim of fostering future leaders in the company. In the 2016 intake of these trainees, 50% were women. Thus, the awareness of women as potential ECCO managers begins at the very start of their careers. ECCO s 2020 strategy maintains the long-term aim for a 35% women versus 65% men balance at management level, with a minimum of one third of senior management positions to be held by women by ECCO s Supervisory Board, elected by the Annual General Assembly, currently has 38% female representation. 27% of ECCO s senior management team were women at the beginning of The Board regularly reviews the policy relating to women in management. Per Aarsleff Samfundsansvar 2016, side 3-4 Det underrepræsenterede køn Denne redegørelse om det underrepræsenterede køn udgør den lovpligtige redegørelse for regnskabsåret 2015/2016, som er udarbejdet i henhold til årsregnskabslovens 99 b. For det underrepræsenterede køn er der opstillet måltal for den øverste ledelse. For de øvrige ledelseslag er der fastlagt en politik med henblik på at øge antallet af kvinder i ledelsen. Det er vores mål, at andelen af kvinder senest i 2017 udgør 25 % af de generalforsamlingsvalgte medlemmer i bestyrelsen for Per Aarsleff Holding A/S. Målet er fastlagt ud fra fire generalforsamlingsvalgte medlemmer. Alternativt 20 % ved fem medlemmer. Vi vil dog altid sikre, at det, uanset køn, er de samme kvalifikationskrav, der stilles til et bestyrelsesmedlem, og at valg af bestyrelsesmedlemmer sker på baggrund af de kvalifikationer, der er behov for. Andelen af det underrepræsenterede køn i bestyrelsen er 0 % pr. 30. september 2016 og er uændret fra året før, idet alle bestyrelsesmedlemmer er genvalgt. For selskaberne Per Aarsleff A/S, Wicotec Kirkebjerg A/S, Aarsleff Rail A/S og Hansson & Knudsen A/S er det målsætningen, at andelen af kvinder senest i år 2020 udgør 25 % af de generalforsamlingsvalgte medlemmer i bestyrelserne. Andelen af det underrepræsenterede køn i selskabernes bestyrelser er 0 % pr. 30. september Dette er uændret fra året før, idet egnede og bedst kvalificerede kandidater ikke har tilhørt det underrepræsenterede køn. Der er fastlagt en politik for de øvrige ledelsesniveauer i Per Aarsleff Holding A/S med henblik på at øge andelen af det underrepræsenterede køn. Politikken på området er, at vi ønsker at have en åben og fordomsfri kultur, hvor den enkelte kan udnytte sine kompetencer bedst muligt uanset køn. Med denne politik ønsker vi at bidrage til at øge det samlede potentiale for kvindelige ledere i branchen. Dette til trods må vi erkende, at vi driver forretning inden for en mandsdomineret branche, hvilket afspejler sig markant i antallet af mandlige og kvindelige medarbejdere på alle niveauer i organisationen.

35 For at øge andelen af det underrepræsenterede køn har vi iværksat følgende initiativer: Som en del af vores ansættelsesproces vil vi på alle ledelsesniveauer tilstræbe, at kandidater af begge køn indgår i kandidatfeltet. Vi vil derfor også bede eksterne rekrutteringskonsulenter om at præsentere kandidater af begge køn. Vi vil fortsat ansætte praktikanter af begge køn fra ingeniør- og bygningskonstruktøruddannelserne, som på sigt kan tilføre virksomheden dygtige medarbejdere på alle niveauer og nyt ledelsespotentiale. Vi har valgt at organisere vores arbejde med samfundsansvar, så det tilnærmes strukturen i DS Virksomhedens samfundsansvar OK CSR rapport 2016, side 14 Måltal og politikker for den kønsmæssige sammensætning af ledelsen Det er vores opfattelse, at mangfoldighed i besty- relsen også i relation til køn bidrager positivt til bestyrelsesarbejdet. Der er 13 medlemmer i OK s hovedbestyrelse, hvor- af der er 12 mænd og 1 er kvinde. Af de 13 medlemmer er tre medarbejdervalgte og to udpegede af Coop Danmark A/S. Disse fem tæller derfor ikke med i beregningen af andelen af det underrepræ- senterede køn. Af de otte, der indgår i beregningen af andelen af det underrepræsenterede køn, er de seks demokratisk valgt af OK s medejere i tre geo- grafiske kredse. De to sidste er opstillet af hoved- bestyrelsen og valgt af repræsentantskabet. I 2016 var syv af disse mænd og en kvinde. Dermed er selskabets målsætning om at tilknytte et medlem af det underrepræsenterede køn i hovedbestyrelsen senest i 2016 opfyldt. Den nuværende målsætning på området fastholdes. Politik for det underrepræsenterede køn i de øvrige ledelseslag Andelen af kvindelige ledere i OK var 33 % ved udgangen af Vi har derfor fastsat en politik for det underrepræsenterede køn og en målsætning om, at vi indenfor en kortere årrække opnår en for- deling, som svarer til minimum 40 % mandlige og kvindelige ledere i organisationen (i OK defineres ledelseslagene som direktion, funktionschefer, afde- lingsledere og teamledere). Rekruttering af ledere gennemføres med baggrund i kompetenceprofiler. Det har medført den køns- mæssigt relativt ligelige fordeling. Det er selskabets opfattelse, at den kønsmæssigt ligelige sammensæt- ning styrker samarbejde og nuancering. Selskabet har derfor følgende politikker for fortsat at leve op til lovens krav:

36 Der gennemføres periodisk medarbejderudvik- lingssamtaler, der medvirker til at afklare både mandlige og kvindelige medarbejderes ambitioner og kompetencer i forhold til ledelse. OK gennemfører ligeledes periodisk en kulturmå- ling, der giver både mandlige og kvindelige ledere medarbejdernes vurdering af og tilbagemelding omkring udførelsen af ledelsesopgaven. Ved rekruttering af nye funktionschefer er det sel- skabets politik, at der både er mandlige og kvin- delige kandidater på short -listen. Der vil blive fulgt op på og rapporteret omkring måltal og politikker i forhold til kønsfordelingen i de øverste ledelseslag i forbindelse med udar- bejdelsen af selskabets årsrapport. Rambøll Gruppen CR report, side PROMOTING AN INCLUSIVE WORKPLACE We support the right of all of our employees to have the same professional opportunities regardless of disabilities, race, age, cultural background, religion, sexual orientation or gender. We believe that a diversified employee base adds value to our workplace and to the solutions we deliver to our clients. Gender equality Since 2014, Ramboll has worked actively to improve gender equality, which remains a global challenge for us. Though talent availability differs across markets, women continue to be underrepresented in the engineering industry. And there is more to be done to ensure that women are treated equally to their male colleagues, especially in management roles. This is important not only from an ethical and statutory standpoint, but also from a workplace environment perspective. As a result, gender equality has been chosen as our target area under the heading employer of choice. We will set KPIs in 2017 to ensure progress within this area. Furthermore, the right to non-discrimination and equal opportunities for both genders was identified as a primary potential impact area in our human rights impact assessment (see page 30), and we will prioritise further action to mitigate this potential adverse impact as a part of our Gender Diversity Initiative (see page 21). In 2016, our overall gender distribution was 34% female and 66% male, the same as However, the overall representation of females is decreasing in many of our Principal Business Units (see pages for detailed reporting), and our greatest challenge is to increase female representation in management roles. In 2016, the representation of females in management also remains unchanged from However, there is a slight improvement in the representation of females on identified successor levels. From 2017, we will focus on ensuring progress at all levels.

37 Our gender policy calls for each gender to be represented by two members in our Group Board of Directors. In 2015, the gender distribution in the Group Board of Directors among members elected by the shareholders was 17% female and 83% male. In 2016, the shareholders elected one more female to the Group board, achieving our target of at least two females and increasing the percentage of females to 33%. Gender Diversity Initiative During the first phase of the gender diversity initiative in 2015, we analysed Ramboll s current gender diversity status based on interviews and focus groups of current and former Ramboll employees. The report concluded, among other things, that factors such as perceptions of who an ideal manager is and culturally embedded expectations towards women were found to negatively influence some women s interest in or possibilities of taking on or positioning themselves for management roles. Based on these findings, recommendations were put forward from which four key initiatives were defined and approved by our Group Executive Board: Conduct equal pay analysis Ensure gender neutrality in our communication Ensure transparency in recruitment (attract and consider both genders for positions) Set clear targets for gender representation at all levels (including recruitment, successor candidates and high potentials) in order to reflect available talent pool. The equal pay analysis was initiated in 2016, in collaboration with Aarhus School of Business. During 2017 we will analyse the results and determine further actions. We have also reviewed all Group policies, procedures and guidelines to ensure gender-neutral language, and throughout 2017, we will review our websites and intranet to ensure that we are communicating gender neutrally. We are also currently working on our visual communication, such as icons and pictures, to ensure not only equal gender representation, but also diversity in age and race. In order to ensure a transparent and objective process when we recruit new employees, we developed a new global recruitment process during The new system will be implemented worldwide during the first half of 2017 through our Human Resources Management System. In 2017, we will work on further improving our recruitment processes, and we will design a process for target-setting of gender representation. Encouraging women in engineering In 2016, Ramboll in the UK continued to support and promote gender diversity. This business improvement initiative builds on work in previous years that aims to attract, retain and develop the best talent in the UK engineering industry, which is experiencing an increasing skills shortage. (In 2016, 9% of the engineering workforce in the UK were female, source: Women s Engineering Society). Following the National Women in Engineering Day celebration we hosted in 2015, volunteers formed two working groups, one dedicated to engaging young women currently in education and the other establishing mentoring connections. These two groups now support the Equality, Diversity and Inclusion plan currently being developed in the UK. In 2016, Ramboll in the UK became corporate members of Women in Science and Engineering (WISE). This organisation works to enable and promote the participation, contribution and success of women in science, technology, engineering and mathematics. Our membership offers us support, networking opportunities and access to the experience of others. We are also working on developing a networking event in the UK, an initiative that was launched as part of our National Women in Engineering Day celebration in The event provides an opportunity for people to come together to discuss topics that concern or interest them and to learn from the experiences of others.

38 LEO Pharma CSR report 2016, side 21 Statutory Report on Gender Diversity, cf. section 99b of the Danish Financial Statements Act In 2015, we achieved our goal of having at least one female board member of LEO Pharma A/S by 2017 (in addition to the employee-elected board members). Our new goal is to have at least two female board members by 2019 (at the latest) in addition to the employee- elected board members. Both genders are equally represented (by at least 40%) at management levels below the Board of Directors of LEO Pharma A/S. Sampension KP Sampension/Finansiel- information/aarsrapporter/samfundsansvar Kønssammensætning i ledelsen Bestyrelsen i Sampension KP Livsforsikring A/S og Sampension Administrationsselskab A/S har opstillet et måltal på mindst 40 % for andelen af det underrepræsenterede køn i bestyrelsen svarende til fire ud af ni valgte medlemmer, eksklusive medarbejdervalgte repræsentanter. Målet er fastsat for en 4-årig periode med henblik på at opfylde målet senest i marts 2017, da der kun sker udskiftning af bestyrel-sesmedlemmer i begrænset omfang i funktionsperioden. Erhvervsstyrelsen har opdateret deres vejledning på området og indført en mere lempelig fortolkning af, hvornår en kønsfordeling anses for ligelig. Heraf fremgår, at for en bestyrelse med ni repræsentantskabsvalgte medlemmer anses en fordeling mellem kønnene på 1/3-2/3, svarende til henholdsvis tre og seks personer, som en ligelig kønsfordeling. Bestyrelsen bestod ultimo 2016 af tre kvinder og seks mænd. Fremover vil kønsfordelingen blandt de medarbejdervalgte repræsentanter indgå, hvilket også er i tråd med Erhvervsstyrelsens opdaterede vejledning. Bestyrelsen vil sammen med selskabets ejere arbejde for at fremme lige vilkår for mænd og kvinder i bestyrelsen, herunder at der, så vidt muligt, opstilles både kvindelige og mandlige kandidater med de fornødne kvalifikationer i rekrutteringsprocessen. Samtidig har bestyrelsen i Sampension KP Livsforsikring A/S vedtaget en politik for mangfoldighed, der sætter fokus på at fremme diversitet i kvalifikationer og kompetencer i bred forstand blandt bestyrelsens medlemmer. Dette indgår i bestyrelsens selv-evaluering med henblik på at sikre en dynamisk og bredt sammensat bestyrelse. Bestyrelsen ønsker en ligelig kønsfordeling i ledende stillinger og har i Sampension Administrationssel-skab A/S fastlagt et måltal på mindst 40 % for andelen af det underrepræsenterede køn for ledere med personaleansvar. Ultimo 2016 viste den årlige opfølgning på den kønsmæssige fordeling af ledende stillinger med personaleansvar 27 % kvinder og 73 % mænd, og måltallet er således ikke nået. Der er sket et mindre fald i forhold til 2015, hvor den kønsmæssige fordeling var 29 % kvinder og 71 % mænd. Årsagen er, at der er nedlagt to lederstillinger som led i effektivisering, og det har påvirket en af hvert køn. Selskabets politik for kønsdiversitet i ledelsen har fokus på at sikre et bredt rekrutteringsgrundlag med lige muligheder for begge køn. Endvidere skal der så vidt muligt være mindst én ansøger af hvert køn blandt de udvalgte kandidater til en given lederstilling. Udmøntningen af politikken forventes gradvist at øge andelen af det underrepræsenterede køn i selskabets ledelsesniveauer.

39 Alm. Brand CSR rapport, side 12 Ligestilling mellem kønnene i koncernens ledelse I 2016 reviderede Alm. Brand sin koncernpolitik for at fremme en ligelig repræsentation af kønnene i koncer- nens øverste ledelse og øvrige ledelseslag. I henhold til loven er et køn underrepræsenteret, når det udgør mindre end 40 %. I 2016 var to ud af otte medlemmer i bestyrelsen kvin- der, idet medarbejdervalgte bestyrelsesmedlemmer efter loven ikke tælles med. Alm. Brand A/S har dermed op- fyldt sit måltal for kønsfordelingen i bestyrelsen på 75 %/25 % inden foråret Ultimo 2016 udgjorde kønsfordelingen på koncernens øvrige ledelsesniveauer 122 mænd og 42 kvinder sva- rende til 74 %/26 %. Euro Cater CSR rapport, side 19 Mål og politikker for det underrepræsenterede køn Koncernens moderselskab har på nuværende tidspunkt ingen kvindelige medlemmer i bestyrelsen. Vi har et mål om at opnå mindst ét kvindeligt medlem blandt de gene- ralforsamlingsvalgte bestyrelsesmedlemmer inden udgangen af regnskabsåret 2017/18. I koncernens øverste ledelsesgrupper er 14 ud af 120 ledere kvinder svarende til ca. 12 %. Det er virksomhedens politik, at begge køn skal være repræsenteret i virksomhedens ledelse. Personer til alle ledelsesposter udpeges ud fra koncernens generelle princip om bedst kvalificerede person til posten uanset køn. Vi tilstræber, at begge køn skal være repræsenteret ved sidste runde i rekrutteringsprocessen, såfremt det er muligt ud fra ansøgerfeltet. Koncernen lægger generelt vægt på, at der er lige muligheder for alle uanset køn, etnicitet, religion og handicap. GN Store Nord Annual report 2016, side 36 Diversity and talent management The Board of Directors believes that diversity strengthens any governing body and acknowledges the importance of diversity in general, including diversity of gender, nationality and competencies. In 2016, the Board of Directors reached its goal to see two women elected for the board by the end of As communicated in last year s annual report, the Board of Directors aims to have three female board members by the end of Currently, women fill over 16% of the company s senior management positions. GN had aimed for 25% in It is still management s firm goal to reach this target during the implementation of the strategy, and GN will continue to strengthen efforts to build a pipeline of future female candidates. To achieve this goal, we ensure that diversity is an integral part of GN s yearly talent review and succession planning process, of talent development practices, of recruitment procedures, of leadership development programs, and of mentor programs. Also, recently the wording and visual identity in recruitment activities on social media and other channels has been changed to better attract female candidates. BRFkredit Årsrapport 2016, side 23 MANGFOLDIGHED OG KØNSSAMMENSÆTNING I koncernens ligestillingspolitik er der indført måltal og overordnede rammer for at øge det underrepræsenterede køn i koncernen, herunder i BRFkredits bestyrelse og ledelse. Bestyrelsen følger mindst én gang årligt op på måltal, politik og tiltag på området.

40 Ved besættelse af ledige stillinger, herunder på ledelsesniveau, er det BRFkredits politik at tilgodese BRFkredits behov for medarbejdere med de rigtige kompetencer uanset køn, alder, etnicitet m.v. Ved valg mellem lige kvalificerede kandidater kan hensyn til diversificeret sammensætning af medarbejdersta- ben indgå, idet det blandt andet tilstræbes, at begge køn på le- delsesniveau opnår en repræsentation på minimum 40 %. I forbindelse med rekruttering til alle lederstillinger skal det så vidt muligt sikres, at begge køn er repræsenteret blandt de kan- didater, som får mulighed for at komme til jobsamtale. BRFkre- dits fokus på en diversificeret medarbejdersammensætning, også på ledelsesniveau, skal være synlig i forbindelse med re- kruttering. Bestyrelsen indstiller de bedst egnede kandidater til ledige be- styrelsesposter til generalforsamling. I indstillingen til general- forsamlinger er bestyrelsen opmærksom på muligheden for at indstille kandidater, der på sigt kan medføre en kønsmæssig li- gestilling i bestyrelsen. Måltallet er i 2016 fastsat til 33 %. Der er pt. ikke kvindelige bestyrelsesmedlemmer valgt af gene- ralforsamlingen, hvilket bestyrelsen vil have i erindring ved ind- stillinger til generalforsamling om fremtidige ændringer i besty- relsens sammensætning. Der er et kvindeligt medarbejdervalgt bestyrelsesmedlem. Der er sket et fald i antallet af kvindelige ledere i BRFkredit fra 28 pct. i 2015 til 27 pct. i MT Højgaard CSR rapport, side Sammensætning af køn i bestyrelsen og medarbej- dere med ledelsesansvar Rapportering 2016 Andelen af kvindelige ledere i koncernen var i ,9% og på niveau med Der var ledelsesfokus på området, og i rekrutteringen af nye medarbejdere til lederstillinger blev det sikret, at der også altid var kvin- delige kandidater i rekrutteringen, såfremt der var kvali- ficerede ansøgere. Der blev udarbejdet en ligestillingspolitik i koncernen med fokus på at respektere forskelligheder og fremme en ligelig fordeling af kvinder og mænd på alle niveauer. Derudover sikrede koncernen, at fravær ved barsel, adoption og lignende ikke hindrede videre job- og karrie- remuligheder. I 2017 vil der blive igangsat et forløb for kvindelige seni- orledere med det mål at støtte og udvikle dem samt øge deres kapacitet til at lede deres organisationer og øge deres ledelsesevner. Forløbet vil desuden give dem en mulighed for at udnytte deres talenter og kompetencer endnu bedre i en mandsdomineret branche samt styrke deres fælles forståelse for ledelse. Forløbet bliver afholdt på den internationale anerkendte uddannelsesinstitution IMD i Schweiz. Koncernen deltog i 2016 i dialogmøder med andre store virksomheder og organisationer sammen med Ministeren for børn, undervisning og ligestilling i forhold til input til en kampagne, som skal få flere mænd til at tage fædre- orlov. Dette arbejde vil fortsætte ind i 2017.

41 Industriens Pensionsforsikring Årsrapport 2016, side 11 KØNSMÆSSIG SAMMENSÆTNING I LEDELSEN Bestyrelsen har vedtaget måltal og politikker for den kønsmæssige sammensætning i bestyrelsen og på øvrige ledelsesniveauer. De nuværende 14 bestyrelsesmedlemmer i Industriens Pension udgøres af 3 kvinder og 11 mænd. Det underrepræsenterede køn opfylder dermed det fastsatte måltal for den kønsmæssige sammensætning i bestyrelsen. For øvrige ledelsesniveauer direktører, afdelings- chefer og teamledere med ledelsesansvar er den aktuelle fordeling i Industriens Pension på 10 kvin- der og 12 mænd, og dermed er der ikke et under- repræsenteret køn. AP Pension Årsrapport 2016, side 14 Politik vedr. det underrepræsenterede køn Formålet med AP Pensions politik er at have en ligelig fordeling af mænd og kvinder på virksomhedens ledelsesniveauer samt i bestyrelsen. Udgangspunktet er ligeret, ligeværd og lige muligheder for begge køn. Ligestilling på arbejdspladsen handler ikke om at gøre mænd og kvinder ens, men om at bruge kvinders og mænds forskellige ressourcer og bruge den dynamik, som disse forskelligheder skaber. Afgørende er, at lederstillinger fortsat besættes på baggrund af de kvalifikationer, der er behov for i den enkelte stilling. AP Pension anser en ligelig fordeling for at være til stede, når det underrepræsenterede køn udgør 1/3 eller derover. AP Pension arbejder på, at der i 2018 er ligelig kønsmæssig fordeling på såvel ledelsesgruppeniveau, lederforumniveau, teamlederniveau og i bestyrelsen at AP Pensions medarbejdere oplever, at de, hvad enten de er mænd eller kvinder, har samme muligheder for karriere og lederstillinger at medarbejderne oplever, at AP Pension har en åben og fordomsfri kultur, hvor den enkelte kan udnytte sine kompetencer bedst muligt uanset køn. Der er to kvinder blandt de generalforsamlingsvalgte medlemmer i AP Pensions bestyrelse. Det er generalforsamlingen, der opstiller og vælger kandidater til bestyrelsen. AP Pensions indflydelse på kønsfordelingen i bestyrelsen er dermed begrænset. På ledelsesgruppeniveau er andelen af kvinder på 25 procent og i lederforum på 40 procent. Forventningen er, at dette tal vil være naturligt stigende blandt andet som følge af, at rekrutteringsbasen udgøres af AP Pensions teamledere. På teamlederniveau udgør kvinderne 63 procent SAS Institute Sustainability report 2016, side 11 DIVERSITY AND EqUALITY In SAS there is a traditional split between female-dominated professions and male-dominated professions. Pilots, technicians and aircraft maintenance staff are traditionally male-dominated and cabin crew and passenger service at the airports are primar- ily female-dominated. The Diversity Policy promotes equal treat- ment of all employees and job applicants. Work on equal treat- ment includes promoting diversity and equality in all its forms. The gender breakdown of pilots is 96% men and the recruit- ment base for female pilots is low because few choose the pro- fession. On the other hand, 75% of cabin crew are women. The Group Management currently comprises one woman and six men. SAS s target for gender distribution in the company as a whole is 40% across the groups. In Denmark, SAS Cargo Group and Cimber, internal boards are comprised to 25% respectively of women.

42 Nets Annual report, side 48 Policy Nets continues to strive for a gender balance (40/60) of capable female and male execu- tives. In order to achieve this goal we have set out a range of initiatives in our Diversity Policy. Continuing efforts to achieve gender balance It is important for Nets to attract many skilled candidates of both genders to choose from when filling management positions, and we therefore strive to broaden the field of candidates as much as possible. Further, the employment procedures are designed to give men and women equal opportunities to apply for and obtain management positions. In 2017, we will continue our focus on increas- ing gender balance at board and management level through, i.a.: a boilerplate text in all job ads encour- aging all interested and qualified parties to apply irrespective of gender, age, race, religion or ethnicity; a tool to weed out gender-biased language in job ads, allowing us access to all talent regardless of gender; discussing managerial aspirations and ambitions in regular annual employee development dialogues; a sensible work/life balance being offered to reconcile the demands of working life and family life; when conducting job interviews, we endeavour to ensure that both genders are represented on the list of relevant candidates Current status The Executive Committee consists of the registered Executive Management (consisting of the CEO and CFO) as well as the top management of the business units and group functions of the Nets Group, and the Executive Committee therefore functions across the Nets Group as a whole. The Executive Com- mittee consists of eight members of which two are female. The percentage of women in the Executive Committee has remained unchanged during the course of In other managerial positions (management levels three to six) as of 31st December 2016, the number of women in management positions accounted to 32% which is a decline from 2015 (34%) and below our target of 40%. The representation of women at management levels three to six corresponds in overall terms to the gender distribution of our entire workforce. This again reflects the gender distribution among graduates within areas such as information technology and software development, which are profiles we typically employ. Royal Unibrew Årsrapporten 2016, side Mangfoldighed Redegørelse sker i henhold til Årsregnskabslovens 99 b. Det er Royal Unibrews mål at fremme mangfoldigheden i virk- somheden, herunder at opnå en fornuftig repræsentation af begge køn, i både bestyrelsen og den øverste lederkreds. Det sker ud fra et ønske om at styrke virksomhedens alsidighed, samlede kompetencer og skabe bedre beslutningsprocesser. Den internationale lederkreds i Royal Unibrew beståen- de af direktionen og gruppen herunder er sammensat af 65 % (2015: 65 %) mænd og 35 % (2015: 35 %) kvinder. Det er målet, at repræsentationen af hvert køn skal være mindst 40 %. Når der skal rekrutteres nye ledere, lægges der vægt på at identificere kandidater af begge køn og skabe lige vilkår, og Royal Unibrew søger at fremme kvindelige kandidaters lyst til at påtage sig lederopgaver. Blandt de generalforsamlingsvalgte bestyrelsesmedlem- mer i Royal Unibrew er der p.t. seks mænd og en kvinde, og blandt de medarbejdervalgte bestyrelsesmedlemmer er der tre mænd og en kvinde. Bestyrelsen har siden 2014 haft to generalforsamlingsvalgte, internationale bestyrelsesmed- lemmer, mens fem har dansk nationalitet. Det er målet, at andelen

43 af kvindelige bestyrelsesmedlemmer inden 2020 skal være omkring 20 %. Der har ikke været udskiftning blandt de generalforsamlingsvalgte bestyrelsesmedlemmer i 2016, hvorfor målet på 20 % endnu ikke er nået. Det er bestyrelsens mål, at dens medlemmer bedst muligt skal supplere hinanden i forhold til alder, baggrund, nationali- tet, køn m.v. med henblik på at sikre et kompetent og alsidigt bidrag til bestyrelsesarbejdet i Royal Unibrew. Disse forhold vurderes, når nomineringsudvalget skal identificere nye kan- didater til bestyrelsen, og udvalget har blandt andet et mål om at identificere både mandlige og kvindelige kandidater. Dog vil indstillingen af kandidater altid ske med udgangspunkt i en vurdering af de enkelte kandidaters kompetencer, disses match med behovene i Royal Unibrew og bidrag til bestyrel- sens samlede effektivitet. Bygma Gruppen, CSR rapport 2016, side Den ligelige fordeling I Bygma har vi de senere år rettet vores fokus på en mere ligelig fordeling mellem kønnene med særlig opmærksomhed på potentialet for at øge andelen af kvindelige ledere i koncernen. Vi opererer i en mandsdomineret branche, hvilket i markant grad øger udfordringen med at få skabt en ligelig fordeling. Vi er startet i toppen af koncernen, hvor bestyrelsen primo 2017 procentuelt har øget andelen af kvindelige medlem- mer til 20 % ift Desuden arbejder vi på at øge andelen af kvindelige ledere på øvrige ledelsesniveauer med 5 % p.a. Målet skal nås bl.a. gennem individuelle karriereplaner, en personalepolitik der fremmer lige karrieremuligheder samt ensartede rekrutteringsmuligheder for begge køn. Heri indgår også vores arbejde med at rekruttere talentfulde kvindelige elever. BAT (House of Prince) Annual Report 2016, side 13

44 Balance and diversity Our Non-Executive Directors come from broad industry and professional backgrounds, with varied experience and expertise aligned to the needs of our business. Short biographies of the Directors are set out in this section on pages In 2016, 27% of our Board was female. Fleggaard Holding CSR rapport, side 10 Kønsfordeling i ledelsen I Fleggaard koncernen arbejdes med diversitet og mangfoldig- hed på flere niveauer, da koncernen er af den overbevisning, at forskellighed er en styrke, der bidrager positivt til koncernens udvikling. Som udgangspunkt tilstræber koncernen derfor en afbalanceret kønsfordeling på koncernens forskellige ledel- sesniveauer. Ønsket om forskellighed sker dog ikke på bekostning af kom- petencer. Ansøgerens kompetencer er og bliver den afgørende faktor, når koncernen ansætter nye medarbejdere. Der er således ingen ansøgere, der i rekrutteringsøjemed forforde- les eksempelvis pga. køn, og der ansættes ikke efter at opnå bestemte kvoter. Denne fremgangsmåde har indtil videre givet en forholdsvis afbalanceret kønsfordeling og kompetencemiks på både bestyrelses- og koncernens respektive ledelsesniveauer på tværs af selskaberne.

45 Haldor Topsøe: social- responsibility/gender- representation Atea CSR report, side We follow the Norwegian law to have at least 40 percent of women in the Board of the company. Chr. Hansen Annual report, side 35 KEY DEVELOPMENTS IN 2015/16 Diversity Chr. Hansen made progress toward diversity in management and key positions in 2015/16. The percentage of women in key positions increased from 18 to 22. The gender equality in management positions also improved and there are now 39% women in management positions, up from 36% in 2014/15. However, the percentage of diverse management teams decreased by 8 percentage points to 69%, following an organizational change. Two out of seven members of Chr. Hansen s Board of Directors are women, while four are non- locals, compared to a. target of at least three women and one non- local member by the end of Ultranav Annual report 2016, side 12 At the 2016 AGM the Board concluded that the unusual and challenging market environment, which is expected to prevail into the foreseeable future, calls for continuity at BOD level. Consequently, the target for a change in the gender composition of the Board of Directors has now been set for As of end 2016, the 3 members of the BOD are men, but objective is for share- holder elected women to represent at least 25% of the BOD members in In senior management positions both genders are represented, and the aim and expectation is to increase female participation at senior management level in the coming years. Pensam Årsrapport 2016, side 9

46 Kønsmæssig sammensætning Bestyrelsens har fokus på at sikre de nødvendige kompetencer ved bestyrelsens sammensætning. Den kønsmæssige fordeling i bestyrelsen blandt de generalforsamlingsvalgte bestyrelsesmedlemmer udgør pr. 31. december 2016 en kvinde og to mænd. Bestyrelsen opfylder dermed bestemmelserne om repræsentation af begge køn. Bestyrelsen har besluttet, at der ikke udarbejdes en politik for den kønsmæssige sammensætning i de øvrige ledelsesorganer, da der er under 50 ansatte i pensionskassen. Cowi Annual report, side 4 FOCUS ON DIVERSITY AND TALENT It is COWI s ambition that all staff should have equal opportunities regardless of gender, age, race, religion, nationality, ethnic and social origin, disability, politi- cal and sexual orientation. COWI views diversity as a competitive advantage that helps our business achieve the best results. In recent years, the num- ber of nationalities other than Danish has increased considerably, resulting in 42 different nationalities in 2016 at all career levels. It is also COWI s ambition that the com- position of management reflects the diversity of our business and markets. Thus, in 2016, COWI continued its talent management process to identify and build talent as well as improve focus on diversity. We continue to be engaged in a number of mentor pro- grammes with universities. With the aim of increasing the number of women in management, a key focus in COWI s diversity action plan for 2016, gender diversity became a focal point in leadership training and talent pro- grammes. In addition, COWI included the requirement of gender diversity in framework contracts with search and headhunter agencies. Finally, COWI has included gender as a separate item in its bi-annual People Reporting. To specify goals and monitor progress on gender equality, COWI set the overall target in 2013 that the share of female managers should reflect the share of fe- male employees. By 2020, the share of female managers should be at least 25 per cent. In 2015, the share of women in management was 22 per cent, and in 2016, the share was 24 per cent. This indicates that COWI s effort to increase the number of women in management is effective, and we feel confident that, through a persistent focus on gender equality, the goal will be achieved within the set time frame. In 2013, at board level, COWI set the target that at least two of COWI s six board members should be women by At the end of 2016, the board did not have any female board members elected by the General Assembly. Consequently, COWI has not been able to meet the goal of two female board members by It has proven chal- lenging to identify and attract female candidates with a competency and experience profile that fits and properly complements the desired board mem- ber structure. Elgiganten elgiganten/#csr + årsrapporten side 8

47 Bestyrelse Elgiganten Danmarks bestyrelse sammensættes på koncernplan fra moderselskabet Dixons i England. Den er derfor funktionsbestemt, hvor kompetencer og roller afgør hvem der sidder i den danske bestyrelse. For nuværende er det fordelt på 40 procent kvinder og 60 procent mænd. Teliasonera Danmark Annual report 2016, side 166 Board of directors: 12 members, 6 women, 6 men Executive management: 12 members, 4 women, 8 men