DHL 2015 Annual Report Download - page 84

Deutsche Post  Group —  Annual Report
Performance-based compensation
As a responsible employer, we oer our employees performance and market-based com-
pensation in line with the company’s long-term requirements. In addition, we provide
dened benet and dened contribution retirement plans in many countries and enable
access to health insurance.
Systematic job grading ensures our remuneration structures are fair and balanced.
When positions are graded, personal characteristics are not taken into consideration.
Future-oriented agreements
e Generations Pact, concluded between Deutsche Post  and the trade unions in
, continues to be successful. In September , the number of employees with the
required working-time accounts surpassed ,; by the end of the year the number
had reached ,. As at the end of , , employees had already entered partial
retirement. Now that legislators have laid the required foundations, we shall, in future,
oer a comparable instrument for age-based working solutions to our civil servants.
In July , we succeeded in concluding a collective agreement for more than
, Deutsche Post  employees in Germany. With a term of  months, the agree-
ment gives us planning security until  January . e  Delivery companies will
remain part of the Post - eCommerce - Parcel division.
Targeted employee development
We intend to develop all employees in all divisions into certied specialists through our
Group initiative Certied, which includes individual modules ranging from basic Group
and industry knowledge to specic skills associated with a division and function. By
, we want to have certied around   of our workforce.
We oer our executives comprehensive training that focuses both on business as
well as personal development.
Deutsche Post  Group oers numerous training opportunities in Germany.
Depending upon their interests, secondary school graduates can choose from over 
state-accredited apprenticeship schemes as well as ten dual-study programmes. In ,
we oered , junior employees an apprenticeship or study opportunity; in , we
shall increase this oer to ,.
Seeing diversity as potential
People from various cultures, with dierent points of view and skills work together
successfully at Deutsche Post  Group. It’s precisely this diversity that we see as po-
tential for the further growth of our organisation and an opportunity to attract and
retain talent. We promote inclusion and reject any form of discrimination– principles
that are part of our Group-wide Code of Conduct.
In , we continued to make a concerted eort to strengthen the signicance of
diversity within our company. We trained employees, continued the Diversity Council’s
work and held another global Diversity Week.
As at  December , the proportion of women in management worldwide was
.  (previous year: . ), a gure we intend to raise continuously. A performance
measurement system, regular reporting, a number of dierent divisional development
programmes for female junior employees and women’s networks, as well as options for
improving work-family balance, will contribute to this at the company level.
Gender distribution
in management
1,  .
a
b
a Men 79.3 %
b Women 20.7 %
1 Based upon upper and middle management.
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