DHL 2011 Annual Report Download - page 90

Generations Pact made for age-based career solutions at Deutsche Post
In October , Deutsche Post  and the trade unions agreed upon a trendsetting
model for age-based working solutions.  e goal is to enable older employees to work
actively until they reach the legal retirement age, allowing us to retain their knowledge
and experience for the business.
 e Generations Pact supplements the partial retirement programme available
under German law. During the active working phase, our employees can invest in so-
called working-time accounts and use this investment immediately before they enter
retirement. We have also set up a demographic fund to increase the payments received
by employees during the partial retirement phase.
 e Generations Pact is also intentionally designed to improve employment
opportunities for young people. More than , trainees will be hired in  upon
completing their training and around , temporary employees have already received
o ers of permanent employment at the end of  / at the beginning of .
Making the most of our diversity
We think of the diversity of our workforce as an opportunity and a competitive edge.
 at is why Diversity Management is an established part of our long-term personnel
strategy.  rough a host of activities, we intend to identify the diversity that is alive and
well in our Group, to integrate employees and to win over applicants. Today, we are
already a multicultural company; employees from more than  countries work for us
in Germany alone.
We are committed to ensuring that people with a disability enjoy equal treatment
when it comes to taking part in working life.  e average annual employment rate of
people with a disability is .  at Deutsche Post  (as at  January ), well above
the national average in the German private sector of .  in  (source: Bundes-
agentur für Arbeit (German federal employment agency)). Furthermore, we again held
a competition to design barrier-free workplaces during the year under review.
In , our Diversity Management was awarded the German Diversity Prize spon-
sored by Henkel, McKinsey and Wirtscha swoche magazine in the category of “most
diverse employer”.
Increasing the share of women in management positions
We are an equal opportunity employer. In , we again placed particular emphasis
on increasing the share of women in management positions. We consulted specialists
and executives in various divisions and regions to identify barriers to advancement and
develop growth initiatives for female talent. In connection with a joint declaration by
all   companies, we have made it our goal to  ll   to   of all management
positions becoming vacant with women. Currently, the share of women in executive
positions in the Group is .  worldwide (previous year: .  amongst top executives;
.  amongst all management positions). In order to ensure uniform presentation
of these  gures, the basis for calculation was adjusted and now includes upper and
middle management .
In addition, since  the Group has been participating in an -funded project
called “ Leading together with women”.  e project aims to create aware-
ness amongst executives and employees, encourage them to participate and reinforce
the ability of highly quali ed women to further their careers.
. Gender distribution
in management
1, 
1 Based on upper and middle management.
82.4 % Men
17.6 % Women
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