DHL 2014 Annual Report Download - page 82

Developing and fostering in stages
We have established a training system to develop and foster our employees at all levels.
As part of cross-functional and cross-divisional programmes, our executives discuss how
they can use their management style to contribute even more towards implementing
our Group strategy. As at the end of , , executives had taken part in the rst
generation of the training course. In the reporting year,  top executives completed the
second generation of our leadership programme and the next executive levels will follow
in  and . Further training and talent management are having a positive eect
on the internal placement rate for upper and middle management, which was .  in
the reporting year (previous year: . ). Of these, .  (previous year: . ) were
cross-divisional.
Our now Group-wide Certified initiative is based upon the Express division’s Certied
International Specialist programme and will now be extended out to all employees
across the Group. e course programme is modular in nature and widely diversied so
that all employees can receive training and certication based upon their specic needs.
is is just one way in which we encourage employee engagement and cultural change.
Deutsche Post  Group is one of the companies that provides the most oppor-
tunities for apprentices in Germany. We develop and qualify our junior employees in
more than state-accredited apprenticeship schemes and dual-study programmes.
Inthe reporting year, we oered , junior employees an apprenticeship or study
opportunity; in , we will increase this oer to ,.
Diversity as a success factor
Diversity is not only integral to our corporate values, it is also considered as a factor
for success and a competitive advantage. In , our Diversity Council took up its
mandate. Made up of senior executives, the Council discusses the further alignment of
Diversity Management within the Group and introduces the topic in their departments.
Furthermore, we held, amongst other things, a global Diversity Day and trained a large
number of executives. In , we shall oer training as e-learning modules in multiple
languages on our company-wide training platform.
As at  December , the proportion of women in executive positions worldwide
was .  (previous year: . ). In order to increase the proportion of women in
manage ment positions we have undertaken various measures, which include a system
of key indicators, professional development programmes for female junior employees,
a variety of women’s networks and options to improve work-family balance.
. Work-family balance
1
Headcount
2013 2014
State-regulated parental leave 1,579 1,431
of which men 146 148
of which women 1,433 1,283
Unpaid holiday for family reasons 1,966 1,797
Part-time employees 2 63,169 64,511
Share of part-time employees  3 36.1 36.6
1 Includes employees of Deutsche Post .
2 Excludes employees in the release phase of partial retirement.
3 Prior-period amount adjusted due to a change in the basis for calculation.
Objectives and strategies, page 
. Group apprenticeship schemes
Deutsche Post  Group, worldwide 1
1 Number of apprentices, annual average: ,.
5.6 % Duale Hochschule
students
6.8 % Forwarding and
logistics services
specialists
49.3 % Courier, express
and postal services
specialists
32.8 % Other apprentice-
ships
5.5 % Warehousing
logisticsspecialists
. Gender distribution
in management 1, 
1 Based on upper and middle management.
19.3 % Women
80.7 % Men
Deutsche Post  Group —  Annual Report
76