DHL 2012 Annual Report Download - page 75

In the  division, the number of employees declined slightly by .  to ,.
New personnel were hired in the Parcel Germany business unit, which beneted from
strong growth in e-commerce. However, the workforce declined overall, primarily
because mail volumes fell and we discontinued the domestic business in the .
e number of full-time equivalents in the  division increased compared
with the adjusted prior-year gure, growing by .  to ,. e rise was mainly a
result of an increase in shipment volumes in the  product line.
In the  ,  division, the number of employees declined
slightly compared with the adjusted prior-year gure, down by .  to ,, primarily
because air freight transport volumes fell and we improved processes.
e   division increased its sta level by .  to , as a result of
growth in both new and existing business.
In Corporate Center / Other, the number of employees declined by .  to ,
on account of productivity increases in indirect functions such as Finance, Human
Resources and .
We continue to employ most of our personnel in Germany, where our workforce
declined slightly. Whilst sta levels also decreased in Europe, they increased in the
Americas, Asia Pacic and Other regions.
Our current planning foresees a slight increase in the number of employees in
nancial year .
Staff costs rise
Staff costs rose by .  to , million (previous year: , million).
. Staff costs and social security benefits
 m
2011 2012
Wages 13,350 14,179
Social security contributions 2,022 2,094
Retirement benefit expenses 915 984
Expenses for other employee benefits 317 336
Expenses for severance packages 126 177
Staff costs 16,730 17,770
New programmes established for executives
We have also aligned our leadership principles consistently with Strategy  and
dened an overarching leadership philosophy and culture in close co-operation with top
management. Our executives are asked to scrutinise themselves and their own guiding
maxims and to continuously further their personal development. In , we designed
a series of dierent leadership programmes and introduced them from top management
down to upper and middle management. is enabled us to create a cross-divisional
and, in some cases, specically regional dialogue and education platform that provides
the opportunity to network beyond various divisions. As at the end of the reporting
year around  executives had attended one of these multi-day programmes. A total
of , are expected to have attended one by the end of . Additional associated
measures are planned.
. Employees by region,  1
1 Full-time equivalents as at  December.
39 % Germany
17 % Americas
15 % Asia Pacific
4 % Other regions
25 % Europe
(excluding Germany)
Note 
Strategic focus, page 
Deutsche Post DHL Annual Report 
Group Management Report
Non-Financial Performance Indicators
Employees
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