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Please find page 84 of the 2015 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.Deutsche Post Group — Annual Report
Performance-based compensation
As a responsible employer, we oer our employees performance and market-based com-
pensation in line with the company’s long-term requirements. In addition, we provide
dened benet and dened contribution retirement plans in many countries and enable
access to health insurance.
Systematic job grading ensures our remuneration structures are fair and balanced.
When positions are graded, personal characteristics are not taken into consideration.
Future-oriented agreements
e Generations Pact, concluded between Deutsche Post and the trade unions in
, continues to be successful. In September , the number of employees with the
required working-time accounts surpassed ,; by the end of the year the number
had reached ,. As at the end of , , employees had already entered partial
retirement. Now that legislators have laid the required foundations, we shall, in future,
oer a comparable instrument for age-based working solutions to our civil servants.
In July , we succeeded in concluding a collective agreement for more than
, Deutsche Post employees in Germany. With a term of months, the agree-
ment gives us planning security until January . e Delivery companies will
remain part of the Post - eCommerce - Parcel division.
Targeted employee development
We intend to develop all employees in all divisions into certied specialists through our
Group initiative Certied, which includes individual modules ranging from basic Group
and industry knowledge to specic skills associated with a division and function. By
, we want to have certied around of our workforce.
We oer our executives comprehensive training that focuses both on business as
well as personal development.
Deutsche Post Group oers numerous training opportunities in Germany.
Depending upon their interests, secondary school graduates can choose from over
state-accredited apprenticeship schemes as well as ten dual-study programmes. In ,
we oered , junior employees an apprenticeship or study opportunity; in , we
shall increase this oer to ,.
Seeing diversity as potential
People from various cultures, with dierent points of view and skills work together
successfully at Deutsche Post Group. It’s precisely this diversity that we see as po-
tential for the further growth of our organisation and an opportunity to attract and
retain talent. We promote inclusion and reject any form of discrimination– principles
that are part of our Group-wide Code of Conduct.
In , we continued to make a concerted eort to strengthen the signicance of
diversity within our company. We trained employees, continued the Diversity Council’s
work and held another global Diversity Week.
As at December , the proportion of women in management worldwide was
. (previous year: . ), a gure we intend to raise continuously. A performance
measurement system, regular reporting, a number of dierent divisional development
programmes for female junior employees and women’s networks, as well as options for
improving work-family balance, will contribute to this at the company level.
Gender distribution
in management
1, .
a
b
a Men 79.3 %
b Women 20.7 %
1 Based upon upper and middle management.
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