DHL 2012 Annual Report Download - page 77

An employee from  Airfreight in Singapore, for example, suggested reducing
the amount of packaging material needed to stabilise loads in aircra without adversely
aecting quality or safety. Her suggestion was immediately taken up by organisational
units in other countries.
An idea from a  employee in Slovakia also drew international interest. He
developed a concept for a customer in the Automotive sector that showed suppliers how
to best arrange parts on a pallet, a solution that resulted in higher capacity at lower cost.
. Idea management
2011 2012
Suggestions for improvements number 214,337 165,124
Accepted suggestions for improvements number 174,680 133,698
Rate of implementation % 81.5 81.0
Employee opinion survey as an important management tool
e annual Group-wide employee opinion survey is a key tool we use for measuring
the success of our Group strategy. It is also an important management tool because the
survey allows employees to openly address the behaviour of our executives. In the re-
porting year,   of all employees participated again (previous year:  ). e results
improved across all key performance indicators for the fourth year in a row.
e survey shows that commitment more than doubles if employees see that meas-
ures are being taken as a result of the preceding year’s survey and that the changes are
evident. e key performance indicator “Active Leadership”, which is a mandatory part
of the calculations for our executive variable remuneration components, achieved an
approval rating of   (previous year:  ). Moreover, the central indicator “Employee
Commitment”, which depicts the satisfaction level of our employees and their identi-
cation with the company, increased again to   (previous year:  ). In global terms,
this result is above average compared with other large companies.
Diversity
Strengthening our company through diversity management
Our workforce is very diverse and we see this as a competitive advantage. It is an
advantage not merely in terms of the people already working for us but also in the search
for new employees, especially in the context of the foreseeable shortage of qualied
specialists and executives. With our diversity management approach, we intend to un-
lock new potential.
For a global company, the intercultural dimension is important. Deutsche Post DHL
operates in  countries and territories around the world. In Germany alone, we employ
over  nationalities. We aim to tap into this diversity through a wide range of measures.
Deutsche Post DHL Annual Report 
Group Management Report
Non-Financial Performance Indicators
Diversity
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