Porsche 2015 Annual Report Download - page 74

with leading global business schools and focuses
on developing international leadership skills in
top management.
Employee secondments to international markets
and national subsidiaries are further cornerstones
of the Company’s employee development initia-
tives. Long-term employee development planning
at all levels ensures that Porsche employees can
now be appointed to 85 percent of vacant manage-
ment positions.
Work-life Balance
Further improving the work-life balance remained
a key area of activity in the reporting period.
Forexample, information events were offered to
expectant parents and employees on parental
leave, networking events were launched for staff
on parental leave and the number of day-care
slots was increased. In addition to the day-care
services offered at the Weissach and Zuffen-
hausen sites during the six-week summer holidays
last year, a range of day-care opportunities
werealso available for all other school holidays
(excluding Christmas).
Flexible arrangements regarding where and when
employees work are also a focus at Porsche. In
addition to the option of working from home and
options for setting working hours based on an
employee’s life situation, a work agreement on
sabbaticals introduced additional related oppor-
tunities for employees. By offering the option
ofasabbatical, Porsche enables its employees
to achieve a better work-life balance.
Equal Opportunities and Diversity
For Porsche, affording equal opportunities
means fostering the professional development
ofemployees and executives as best possible
based on their individual potential, independent
of gender or ethnicity. Increasing the percentage
of women at all levels is a key step on the path to
greater diversity. This is firstly being implemented
by integrating measurable, mandatory targets in
the goal agreements of all executives. Alongside
these targets, the equal opportunities portfolio
also includes training and professional develop-
ment measures such as workshops and seminars,
as well as networking events for female special-
ists and executives and mentoring initiatives.
Porsche successfully increased the percentage
of women in the first executive level by 7.7 per-
centage points between 2011 and 2015, and the
percentage of women in the second executive
level by 2.6 percentage points in the same period
thanks to numerous measures.
Another key tool for increasing the percentage
ofwomen in the Company is long-term talent
promotion to establish an ongoing pipeline of
qualified women. Porsche has a number of initia-
tives to reach out to and establish ties with
female university students at an early stage. For
instance, the partnership established in 2001
with Femtec, the international career platform for
women in engineering and the natural sciences,
was successfully expanded in 2015. A particular
highlight in the reporting period was the Femtec
innovation lab, a practical project spanning sev-
eral months in which students analysed, trialled
and evaluated optical measuring technology
systems. In addition, Porsche once again took
part in the Germany-wide Girls’ Day event. The
day gave over 130 girls from local high schools
and secondary schools insights into technical
occupations at Porsche.
Porsche successfully increased the percentage
of female DHBW students by 21.2 percentage
points between 2011 and 2015, and the percent-
age of female trainees by 6.9 percentage points
in the same period thanks to numerous measures
to promote young talent.
130
girls from local high
schools and secondary
schools gained an
insight into technical
occupations at Porsche
on the Germany-wide
Girls’ Day event.
Annual Report — Porsche AG — 2015
Employees, Sport and Society70