DHL 1999 Annual Report Download - page 85

Download and view the complete annual report

Please find page 85 of the 1999 DHL annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.

Page out of 139

  • 1
  • 2
  • 3
  • 4
  • 5
  • 6
  • 7
  • 8
  • 9
  • 10
  • 11
  • 12
  • 13
  • 14
  • 15
  • 16
  • 17
  • 18
  • 19
  • 20
  • 21
  • 22
  • 23
  • 24
  • 25
  • 26
  • 27
  • 28
  • 29
  • 30
  • 31
  • 32
  • 33
  • 34
  • 35
  • 36
  • 37
  • 38
  • 39
  • 40
  • 41
  • 42
  • 43
  • 44
  • 45
  • 46
  • 47
  • 48
  • 49
  • 50
  • 51
  • 52
  • 53
  • 54
  • 55
  • 56
  • 57
  • 58
  • 59
  • 60
  • 61
  • 62
  • 63
  • 64
  • 65
  • 66
  • 67
  • 68
  • 69
  • 70
  • 71
  • 72
  • 73
  • 74
  • 75
  • 76
  • 77
  • 78
  • 79
  • 80
  • 81
  • 82
  • 83
  • 84
  • 85
  • 86
  • 87
  • 88
  • 89
  • 90
  • 91
  • 92
  • 93
  • 94
  • 95
  • 96
  • 97
  • 98
  • 99
  • 100
  • 101
  • 102
  • 103
  • 104
  • 105
  • 106
  • 107
  • 108
  • 109
  • 110
  • 111
  • 112
  • 113
  • 114
  • 115
  • 116
  • 117
  • 118
  • 119
  • 120
  • 121
  • 122
  • 123
  • 124
  • 125
  • 126
  • 127
  • 128
  • 129
  • 130
  • 131
  • 132
  • 133
  • 134
  • 135
  • 136
  • 137
  • 138
  • 139

Personnel
95
Downsizing our structural organization
We adjusted our structural organization to meet
coming demands. Reorganized as of April 1, 2000, our
Board of Management is now divided into the four
clearly-defined corporate divisions of MAIL, EXPRESS,
LOGISTICS and FINANCIAL SERVICES plus the two
service units of Personnel and Finance.A leaner struc-
ture was introduced in order to make our Group even
more efficient. As a result of these changes, Deutsche
Post AG will have only two management levels running
it in the future – headquarters and our branch offices.
The previous intermediate “directorate” level has been
eliminated.Parallel to this,we launched further measures
to reduce our overhead and increase our internal pro-
ductivity. One example of these measures was our
bundling of all service tasks into individual organiza-
tional units.
We also geared our sales organization even more closely
to the respective markets and raised the number of sales
employees.At the same time, we introduced a competi-
tive,performance-based remuneration system through-
out our entire sales organization with large,variable pay
components.
Optimization of the company suggestion system
By incorporating our quality program into the company
suggestion system, we were also able to further increase
our quality activities in the personnel service area.
Deutsche Post AG’s company suggestion system was
revamped in 1999. Employee participation skyrocketed
as a result, with the number of submissions more than
doubling from 8,655 in 1998 to 17,826 last year.
Germany’s largest employer of women
Deutsche Post World Net is the largest employer of
women in Germany today.Deutsche Post AG and Post-
bank employed a total of 125,062 women in 1999, 49.5
percent of their combined workforce. We also con-
sciously fostered women’s career prospects in 1999 with
our equal opportunity concept. Our efforts in this area
include offering a diversified range of seminars for both
male and female employees during family-related leave
to facilitate their later return to the working world.
Employee communication with traditional and
new media
Deutsche Post World Net cultivates an open, transpar-
ent culture of employee communication. Keeping our
employees informed – comprehensively, quickly and
openly – about current events throughout our Group is
important to us. For this reason, we use business TV
and the Intranet to supplement our newspapers, which
offer managers and employees group-level and divi-
sion-related news.