DHL 1998 Annual Report Download - page 64

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Please find page 64 of the 1998 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.

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Personnel policy – An innovative solution enables flexible
deployment of personnel resources
Labor and management agreed to the introduction of flexible working
hours in 1998. This new flexitime system gives us greater flexibility in
deploying personnel, allowing us to respond to fluctuations in customer
demand and other operational requirements without having to resort
to overtime. The new wage agreement also gives our employees greater
latitude in coordinating their working hours with their personal interests.
In other words, employees can work fewer hours on individual days for
personal or work-related reasons and still have the opportunity to make
up these hours at some other time. As a result, they do not have to forego
paid time.
Conditions were established that will allow the some 92,000 civil servants
working for Deutsche Post to make greater use of their part-time employ-
ment or partial retirement options than in the past. This step has given
us the flexibility in personnel management matters we need for our
medium-term and long-term personnel policies.
Turning the equal opportunity concept into equal job
opportunities
Women comprise 47.2 per cent of Deutsche Post’s workforce, making us
the largest employer of women in Germany today. In 1998, our internal
equal opportunity approach focused on women’s prospects and career
plans. A number of measures such as further training and employment
during family-related leave were developed to maintain these employees’
occupational skills and facilitate their return to the working world.
Flexitime allows additional scheduling
latitude for operational processes and
for our employees
Personnel
60