discovering female talent within dnb, too, women tend to wait until the organisation notices their management potential. the human resources department hence engages in active dialogue with dnb ’ s female staff. in this way hr officers detect management potential and gain an overall impression of women ’ s professional desires and ambitions and the obstacles facing them in their career. our terms of employment are already conducive to female participation thanks to the opportunity for a 36 - hour working week over four days and partially paid parental leave. moreover, working times at dnb are flexible. we aim to support talented women with the ambition to become managers. through our “ empower yourself ” workshops and mentoring, women with valuable capacities can be identified and encouraged to profile themselves as management candidates. as our mentoring system had proved itself in practice as an effective development tool, we decided to radically expand it in 2009. part of the success of mentoring is that it is an easy and quick way for adults to learn. 5 ) management targets the success of these diversity measures hinges on management commitment. when we introduced this diversity policy we made managers aware of the prejudices against women, but also of the benefits they bring to the workplace. diversity, in a broader sense too, was highlighted through workshops and seminars. bis central bankers ’ speeches all managers at dnb are required to set personal performance targets for promoting diversity. the point is not to meet a specific target figure but to give an undertaking to actively support more diversity. role models are also important within dnb. role models make employees aware of the effect of their own behaviour and create support for the envisaged changes. a women ’ s network at dnb organises a wide range of activities for all dnb staff. as of 2007, a man or women who acts as a role model for others is chosen from a shortlist. a person who makes an significant contribution to shifting the boundaries within dnb is awarded an annual trophy. i am honoured to say that the trophy bears my name because, thanks to my position, i can act as a role model for many female colleagues. i ’ m sure you are wondering whether our measures have worked. fortunately, the answer is unmistakably yes. we are on track, and it now looks as if women will fill 32 % of management positions at dnb in 2012. finally, i ’ d like to share a key insight : recruiting talented women takes a woman ’ s touch. bis central bankers ’ speeches bis central bankers ’

##nb, we promote that : more women enter the organisation as professionals and later move on to management positions, more women participate in training and mentoring programmes, more women are nominated for management vacancies and are appointed and more women with valuable capacities are seen and stimulated to put themselves forward and to present themselves as management candidates. we deploy a range of instruments to realise these diversity targets. let ’ s take a look at some specific instruments. instruments 1 ) entrants we made our recruitment and selection process diversity - proof by enhancing the awareness of gender aspects among our recruitment and selection staff. in addition, the hr advisors who interview candidates are trained to operate from a broader gender perspective. moreover, we try to always include a woman in the selection commission, which generally consists of an hr advisor, line manager and sometimes a team member. bis central bankers ’ speeches 2 ) development – vlot and questions dnb has its own year - long training programme to develop management potential. within dnb, this management development programme is important for employees ’ chances of securing a management position. formerly, candidates applied to join the programme themselves. now, the divisional directors have been asked to nominate candidates and to ensure that at least half of the nominees are female. if the ratio falls short, our management commission will discuss the nominations with the divisional director. women should make up at least 40 percent of the group that is eventually admitted to the management development programme. to create a sufficient pool of high - potential women, dnb launched a personal development course for young promising staff a few years ago. at least 40 percent of the entrants to this group, too, should be women. 3 ) appointments to management positions dnb uses an open application procedure for management vacancies. management development staff regularly discuss gender diversity with the persons involved in selecting and interviewing candidates. the name of the preferred candidate is passed on to a management commission, consisting of four divisional directors, which then puts the proposed nomination before the dnb governing board. an important success factor in recognising female management potential is that women make up 50 percent of this management commission. after all, people are more inclined to appreciate gender - specific aspects in a candidate of their own sex. another important success factor is that management development staff actively encourage female colleagues to apply for a management position. women still appear to need such encouragement. finally, i notice that divisional directors are becoming more keen to appoint a female candidate to enhance diversity in their team. 4 )