The reduction in our employee figures in 2009 is due to a number of different factors. The sale of individual businesses accounted for about 25 percent of the overall reduction. Examples include the divestment of our Duck adhesives business in the USA and our withdrawal from the laundry detergents business in China. During these processes, we did all that was in our power to help the affected employees so that as many as possible would find new perspectives for employment elsewhere.

The continued implementation of our Global Excellence efficiency-enhancing program, which began in 2008 and was completed at the end of 2009, as well as measures relating to the integration of the acquired National Starch businesses accounted for just under 50 percent of the staff reductions. In order to mitigate personal risks and hardships for the employees involved, we made arrangements for termination by mutual agreement and early retirement.

The remaining 25 percent was attributable to normal fluctuation and highly selective hiring of new employees in very challenging economic environment. Wherever possible, jobs which became vacant due to the expiration of temporary or limited employment contracts or because of employees leaving the company at their own request, were filled from our own ranks.

Our internationality is reflected in our workforce structure. As of December 2009, employees from 116 countries worked at Henkel, with more than 80 percent of all employees working outside of Germany.

International teams give Henkel a decisive competitive edge and contribute significantly to the company’s success. Employees from 48 nations work at our corporate headquarters in Germany. Our five-member Management Board is made up of an Austrian, a Belgian, a Dane, and two Germans.

The percentage of female employees has remained stable in recent years. In an international comparison, a level of over 30 percent is regarded as good. We intend to increase the proportion of women in our management circles and top management still further.

Henkel has a stable age structure, which includes a large percentage of young employees as well as older, more experienced staff members. Henkel constantly hires new employees, while continuing to utilize the experience of older personnel.

Henkel develops its employees in accordance with their potential and prefers to fill managerial positions from its own ranks. This is illustrated here by the number of internal promotions of managers worldwide. The total number of non-managerial employees promoted worldwide is not yet available. The “training days” category does not include training courses for sales and distribution personnel, training courses on occupational health and safety and the environment, e-Learning, or courses for trainees/apprentices.

Since the share program was launched in 2001, more employees have signed up for it each year. At the end of 2009, the total was about 14,000 worldwide. At that time, employees from 56 countries owned 4 million shares. This corresponds to some 2.2 percent of all preferred shares.

For our employees who work in countries in which no employee representation is provided for or has been established, a dialogue between the local management and our employees serves as a voluntary and informal instrument for ensuring an open exchange of views.

The total number of projects includes employee-initiated projects, emergency aid and charitable projects supported by the company. The “number of people supported” was recorded for the first time in 2009. Employees can request a maximum of five days time off from work per year.