DHL 2015 Annual Report Download - page 82
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Deutsche Post Group — Annual Report
NON-FINANCIAL FIGURES
Employees
Human Resources contributes to company success
We see excellence as a key factor for ensuring the Group’s performance. By recruiting,
developing and motivating the right employees all across our Group, we make a contri-
b ution to the company’s success. Moreover, we place great importance on competitive
reward and recognition for our employees. By doing so, we lay a solid foundation for
productive and long-term working relationships.
Employee Opinion Survey in line with strategic direction
In the reporting year, we further developed the questionnaire used for our annual
Group-wide employee opinion survey. In doing so, we can ensure that it remains in line
with Strategy and that results are comparable to those of other companies. e results
of the Active Leadership indicator and the Employee Engagement key performance
indicator relevant for internal management can be compared with the previous years.
e response rate in was , somewhat lower than the prior year. When compared
externally and against the aspects addressed in the previous year, the trend is largely
positive. In order to help protect the environment, most of the surveys were again con-
ducted electronically: of the questionnaires were sent online.
Selected results from the Employee Opinion Survey .
2014 2015
Response rate 77 73
Active Leadership (new) – 73
Active Leadership (old) 71 72
Employee Engagement (new) – 73
Employee Engagement (old) 72 72
Number of employees continues to rise slightly
As at December , we employed , full-time equivalents in more than
countries and territories, . more than in the previous year. e headcount at the end
of the year was ,.
In the Post - eCommerce - Parcel division, we hired new employees primarily to
support the strong, sustained growth in the parcel business in Germany, Europe and
India. e number of employees in the Express division increased considerably com-
pared with the previous year. is was necessary mainly in operations due to the in-
crease in shipment volumes. In the Global Forwarding, Freight division, our workforce
declined in the Global Forwarding business unit, primarily in Asia. In the Supply Chain
division, our restructuring measures had an impact on sta levels, more than compen-
sating for the increase in sta numbers resulting from new business.
Objectives and strategies, page
72