DHL 2012 Annual Report Download - page 76

e success of our leadership development eorts is also reected in our internal
placement rate for upper and middle management, which was .  in the reporting
year (previous year: . ). .  (previous year: . ) of the internal job placements
involving these positions were cross-divisional in .
Attracting and developing young talent
In the reporting year, we hired over , trainees and students in Germany for
more than  apprenticeship schemes and  dual-degree programmes. Around , of
these trainees were hired in the  division alone. Approximately , young people
were oered an employment contract aer completing their training.
We foster the top   of our trainees in Germany in our Top-Azubi talent programme.
ese trainees are oered special seminars and permanent contracts upon successfully
completing their training. Furthermore, we give young people whose career prospects
seem bleak a chance at a traineeship as part of our Perspektive Gelb job entrance pro-
gramme. In , the  division provided approximately  opportunities for
young people to gain qualications. We oered about   of these interns a subsequent
traineeship.
With our UPstairs programme, we oer our employees’ children the opportunity
to achieve higher levels of education. e scholarships provide nancial assistance and
individual support, such as mentoring, internships and other educational opportunities,
for up to three years. In the reporting year, the programme reached almost  chil-
dren of employees in  countries. In , we are planning to provide as many as
, scholar ships in  countries.
Generations Pact successfully extended
e Generations Pact, upon which Deutsche Post  and the trade unions agreed
in October , is nding acceptance amongst our workforce. e goal is to enable
older employees to work actively until they reach legal retirement age. As at the end of
, , employees have set up a working-time account;  employees have gone
into partial retirement.
Together with the trade unions, we are also striving towards a comparable instru-
ment for age-based working solutions for our civil servants.
e Generations Pact also aims to improve employment opportunities for young
people. In the reporting year, we were able to give permanent employment oers to ,
Deutsche Post  trainees and oer , employees permanent employment contracts.
Implementing our employees’ ideas
Our employees’ ideas greatly help to make our Group more economical and improve
our ability to compete in the market. With , users now participating worldwide,
the Group’s idea management is gaining importance outside of Germany as well. Today
organisational units in  countries are using it to improve processes, increase product
and service quality and reduce costs. In the reporting year, we harmonised our  plat-
form that enables our employees around the world to share and develop ideas. As a result
of the extensive changes to systems and processes associated with that, the total number
of ideas declined sharply but expectedly. e quality of the ideas remains outstanding.
. Traineeships, Deutsche Post DHL,
worldwide 1
1 Number of trainees, annual average: ,.
10.2 % Duale Hochschule
students
10.1 % Forwarding and
logisticsservices
specialists
60.2 % Courier, express
and postal services
specialists
13.1 % Other traineeships
6.4 % Warehousing
logistics specialists
Deutsche Post DHL Annual Report 
72