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More Henkel Corporate Reporting 2015
The diversity of our employees and their individual differences, whether regarding their cultural origins, gender, generation, religious orientation or differing values, abilities and experiences, is essential to our strength and innovative capabilities. We address this topic worldwide through our employee Diversity & Inclusion Policy.
We promote individual development worldwide through numerous measures, such as training courses, workshops, and a new, comprehensive eLearning platform.
Our 2015 Diversity & Inclusion campaign was designed to further strengthen the understanding of diversity and respectful behavior at Henkel. Selected employees from all regions demonstrated how they initiate change processes and interact respectfully with one another. In 2015, our Diversity Weeks took place for the third time in a row, with numerous activities and events all over the world, making it possible to personally experience the company’s diversity and to emotionally involve employees through their engagement.
Henkel has supported flexible working models for years. Through numerous measures, appropriate basic conditions have been created that enable employees to individually meet the challenges of their professional and private lives. Flexible working hours have long been established at many of our sites. In addition, job-sharing models, part-time jobs, working from home, and the comprehensive use of mobile communication devices create a great deal of flexibility. Here we attach great importance to performance rather than physical presence. This has a dual purpose: strengthening our employees’ sense of responsibility for working independently and for the results of their work, and encouraging leadership based on trust throughout the company.
We have further developed this results-based culture continuously since the signing of our global “Work-Life Flexibility” charter in 2012. The aim of this Work-Life Flexibility initiative is to encourage a dialog between employees and their line managers regarding the opportunities for flexible working at Henkel. More than one-third of all senior managers around the world, who were addressed directly, followed the example set by the top management and expressed their personal commitment to this goal by signing the Work-Life Flexibility Charter.
A central competency platform, which can be accessed through Henkel’s global intranet, offers employees and their supervisors extensive material on work flexibility and the implementation of flexible working arrangements. Self-assessment questionnaires help employees and their line managers to better analyze each individual situation and develop a feasible plan. Managers from all over the world share their views on the importance of this subject in personal statements that can also be found on this platform.
Balancing family and career is a topical socio-political theme in many countries today and is a focal aspect of diversity and inclusion management at Henkel. We can only utilize the skills and abilities of our employees to maximum effect if we help them to master the challenges of combining career and family.
Uniting family and career often presents great challenges, especially to young parents, due to the necessary childcare. In Düsseldorf, Henkel offers 240 places in three company daycare centers to employees who return to their professions after their parental leave. In 2015, the first Henkel company daycare center outside of Germany was opened in Bratislava, Slovakia. Childcare places for 100 children from two years of age were created here. Henkel also offers various forms of childcare support to its employees in other countries.
Childcare options are important for achieving a balance between professional and private life. From the left: Jasmínka, Alisa and Ema let their imaginations run free while drawing at the new Henkel company daycare center in Bratislava, Slovakia.
Gender diversity was again a predominant focus for global diversity management in 2015. The internal goals fixed in 2011 were systematically translated into processes and programs. Specific measures were initiated and consistently implemented in the areas of employee recruitment and support as well as balancing family and career.
Our goal is to continually increase the share of female representation at all levels of the organization worldwide and to support the professional development of women at management levels. We have continuously increased the share of women in management positions from around 24 percent in 2005 to around 33 percent at the end of 2015.
Long-term career planning helps to facilitate a balance between a person’s career and their family life. Job rotations to other countries, for example, are scheduled for the early stages in our managers’ careers.
To support our employees’ efforts to manage their careers and their private lives, we offer locally organized working groups which that develop and implement appropriate solutions depending on the given situation or local challenge.
An international workforce composed of people with different cultural backgrounds is important, as it enables us to develop an understanding of our markets and anticipate local consumer needs. With employees from 125 countries around the world and people from 64 nations working together at the Düsseldorf site in Germany, cultural diversity is a well-established part of daily life at Henkel.
Henkel offers a range of intercultural training courses and workshops to help employees master the challenges of working on intercultural and virtual teams. The aim of these measures is to bridge differences in the way things are perceive by people with different value systems.
Changes in society such as the aging population in the Western industrialized states and the resulting shortage of young professionals mean that corporations face substantial challenges. To address these demographic trends, Henkel has collaborated with the Rhenish-Westphalian Technical University in Aachen, Germany, to develop a “Demography Radar,” which allows us to simulate the age structure of our workforce at the global level under different conditions. With this information, we can adjust our human resources strategies at an early stage in order to better meet the challenges of demographic change.
The transfer of knowledge and experiences between employees of different generations is a key aspect of the Seniority/Generations dimension of diversity. Mentoring provides an excellent opportunity to enable people to see things from another perspective and transfer knowledge. This program has been established in the various areas of the company and in different countries. Besides this, we also offer a large range of health promoting options to our employees. These include health check-ups, advice on healthy lifestyles and on transitioning from working life to retirement. Across all generations, we encourage the principle of life-long learning and support this by providing appropriate educational programs.