DHL 1997 Annual Report Download - page 56

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Our competitive strength at home and abroad and the resulting
ability to offer job security depends on the skills of our employees. That
is why we invest heavily in training programs and why we are fostering
a service attitude in our people. We further our staff members by en-
trusting them with challenging jobs and offering performance-oriented
pay. At the same time, however, we must systematically adjust our
staffing levels to our actual needs. Job cuts continue to be necessary, but
they will be effected through natural turnover and attrition and via early
retirement schemes.
Collective wage agreement
In 1997, Deutsche Post committed in a collective bargaining agree-
ment to forego dismissals for operational reasons through December 31,
2000. In return, our employees contribute to a number of measures
aimed at cutting personnel costs: shorter breaks, the elimination of
hardship pay and the relinquishing of one free day during the year.
As of December 31, 1997, Deutsche Post had a total of 266,823 employees.
This represented another substantial drop in staffing level, down 18,066
over the previous year. As a result, expenses for wages and salaries fell
by a noticeable 7.0 percent to DM 12,187 million. To be able to manage
our largest expense item at a reasonable and sustainable level, however,
it will be necessary to take further steps to fully utilize our productivity
potential.
Personnel
53
Employees as of December 31, 19 97
( total number of employ ees: 2 66,8 23)
White- collar workers
Trainees
Blue- collar workers
Civil servants
The more qualified our employees,
the more competitive we are.