DTU's Salary Policy

Visions for the overall salary policy

Employees at DTU should receive the appropriate salary throughout their employment. The appropriate salary recognises the principles underlying the “New Salary System”, and is defined as remuneration that is set and changed in the light of a number of factors that vary over time and in different circumstances, e.g.

• the employee’s education and training, experience and particular skills
• the employee’s performance and results
• job content and area of responsibility
• the remuneration received by colleagues in comparable posts
• the remuneration paid to persons in comparable jobs outside DTU
• labour market supply of and demand for the relevant skills.

Staff and management at DTU have agreed a salary policy, because DTU wishes to ensure:

“That the strategic objectives, the employees’ work and results, and the University’s values are served in the best way possible in the fixing of salary”

As a prerequisite, targets and requirements are specified for the individual work of all employees, which as a result serves the overall development objectives of the depart­ment or office and thereby those of DTU.

The criteria in the light of which salary supplements are negotiated and paid must derive from DTU’s values of

• Innovative thinking
• Credibility
• Commitment

and accordingly reward extraordinary efforts that serve those values.

Supplements for innovative thinking are paid by DTU in order to reward:
Creative conceiving of ideas with potential to generate new value, combined with balanced assessment of the consequences of the putting those ideas into effect.

Supplements for credibility are paid by DTU in order to reward:
Knowledge, insight, and reliable communication of knowledge and insight, combined with the ability to recognise inadequacy of knowledge and insight, and to communicate on the recipient’s terms.

Supplements for commitment are paid by DTU in order to reward:
An enthusiastic approach to one’s work combined with the recognition of responsibility as a participant in a collective effort. (Cf. DTU’s Strategy 2008-2013)

The best possible linkage between skills, performance, results and salary

Skills are not static, but develop and change over time. Particularly valuable skills that are developed and brought to bear so that performance and results steadily improve should be assessed and where appropriate specifically rewarded.

The establishment and support of career paths in all employee categories

DTU wishes to support the continued development of all its employees by identifying and supporting career paths by means of its salary policy. Career paths may involve horizontal moves (e.g., transfer to a position in the same job category but with a new job function which can suitably benefit from the employee’s experience), or vertical moves (to a higher or a different job category), and both types are considered valuable to DTU.

Dialogue and funding

Good dialogue on the subject of salary creates greater understanding and satisfaction. DTU employees should know why they receive supplements and why they do not.

It is DTU’s responsibility to ensure that sufficient financial resources are available to augment the basic salary with relevant supplements on the basis of the criteria set out in the separate salary agreements.

When is it appropriate to review salary?

It is DTU’s declared aim to work actively to ensure that its employees will ongoingly receive the appropriate salary. To this, the following principles apply:

1. Managers are expected to know DTU's salary structure
2. Managers are expected to know and decide each employee’s salary.
3. Salary should be assessed once a year when the annual salary negotiation takes place.
4. Salary should always be re-assessed in the event of significant changes in duties, whether in the same job or due to moving to another.
5. Raising of skills should result in an assessment of how performance of duties has been significantly enhanced.
6. When particularly good results are achieved, consideration should be given to recognition of the fact in the form of a one-off bonus.

Renunciation of the salary policy and salary agreements

The parties may renounce the salary policy and associated salary agreements with three months’ notice. In the event of such renunciation, the parties must demonstrate good will in negotiations aimed at securing a renewed agreement.

DTU has adopted a salary procedure in addition to its overall salary policy.

Approval and entry into force

The salary policy was approved by the Executive Board and discussed by the Cooperation and Joint Consultation Committee (HSU) in March 2017.

The policy becomes effective from the time it is published on DTU Inside.