Standard of Diversity

“What gets measured gets done!”
This wisdom has proven its validity. But how can we measure diversity?

In order to measure diversity as such and its progress, Henkel established a so called “Diversity Cockpit” that provides information on age, gender and nationality. These figures can be globally cascaded and even be broken down to business units, departments and functions.


Social indicators

Employees (as of December 31)
 

2009

2010

2011

2012

2013

Henkel worldwide1

49,250

47,850

47,250

46,600

46,850

Structure of workforce          
- Non-managerial employees

80.0 %

79.8 %

79.9 %

79.4 %

78.7 %

- Managers

18.4 %

18.6 %

18.6 %

19.0 %

19.8 %

- Top managers2

1.6 %

1.6 %

1.5 %

1.6 %

1.5 %

Employee fluctuation worldwide3

4.9 %

4.6 %

5.6 %

5.8 %

4.4 %

1 Permanent staff excluding trainees, values have been rounded.
2 Corporate Senior Vice Presidents, Management Circles I and IIa.
3 Based on employee resignations.

At 46,850, the 2013 headcount was 0.5 percent above the prior-year level. Our corporate strategy and the measures for employee retention and development have further contributed to a low employee fluctuation.


Nationalities (as of December 31)
 

2009

2010

2011

2012

2013

Henkel

116

119

125

123

123

Managers

  82

  82

91

  85

  88

At headquarters in Düsseldorf

48

50

53

55

56

The internationality of our workforce reflects our business policy of filling local positions with local employees, and ensuring that we have international teams at our corporate headquarters in Germany.


Percentage of women (as of December 31)
 

2009

2010

2011

2012

2013

Henkel

31.8 %

32.1 %

32.5 %

32.6 %

32.9 %

Managers

27.4 %

28.7 %

29.5 %

30.5 %

 31.6 %

Top managers1

16.4 %

17.0 %

18.6 %

18.6 %

19.8 %

1 Corporate Senior Vice Presidents, Management Circles I and IIa.

Compared with international levels, the total percentage of female employees is good. This applies to managerial staff as well. It is a result of our consistently applied diversity strategy.


Age and seniority (as of December 31)
 

2009

2010

2011

2012

2013

Average seniority in years

11.0

10.3

10.2

10.4

10.3

Average age of employees

39.3

39.4

39.4

39.6

39.6

Age structure
16 - 29

18.7 %

18.1 %

18.3 %

17.6 %

17.8 %

30 - 39

34.2 %

34.4 %

34.6 %

34.5 %

34.4 %

40 - 49

29.7 %

29.7 %

29.4 %

29.6 %

29.1 %

50 - 65

17.4 %

17.7 %

17.7 %

18.3 %

18.7 %

The average age of our employees has remained constant over the years. This ensures, in accordance with our diversity strategy, that Henkel’s workforce is a good mix of experienced older employees and younger employees whose development we can foster.


Personnel development (as of December 31)
 

2009

2010

2011

2012

2013

Internal promotion (managers)

1,462

1,337

1,387

1,101

1,199

International job rotations

443

470

475

503

581

Trainees (Germany)

511

487

483

489

487

Average number of training days

2

2

2

2

2

To conduct our global business successfully, international management experience is essential for our managers. The number of international job rotations is thus constantly increasing.


Employee share program (as of December 31)
 

2009

2010

2011

2012

2013

Percentage of employees owning Henkel shares

28.4 %

29.3 %

31.3 %

28.4 %

31.9 %

Around 11,500 employees in 54 countries purchased Henkel preferred shares under this program in 2013. At year-end, some 14,600 employees held a total of close to 3 million shares, representing approximately 1.7 percent of total preferred shares outstanding. The lock-up period for newly acquired ESP shares is three years.


Employees covered by collective agreements (as of December 31)
 

2009

2010

2011

2012

2013

Percentage worldwide

44 %

44 %

44 %

44 %

44 %

Percentage in the European Union (EU)

79 %

79 %

79 %

79 %

79 %

An intensive formal and informal dialog with employee representatives has a long tradition at Henkel, even in countries where employee representation has not been established.


Social engagement (as of December 31)
 

2009

2010

2011

2012

2013

Total number of projects supported

2,155

2,493

2,343

2,339

2,422

Number of people supported

500,000

730,000

753,629

1,046,321

1,147,483

Time off from work for employee-initiated projects (days)

318

54

135

131

51

Donations in thousand euros (financial and product donations, not counting time off)

7,684

6,087

6,002

7,302

7,937

The number of projects supported lies at about the same level as the prior year. A more focused selection of projects resulted in a small increase in the number of people supported. Employee projects required fewer days off from work in 2013 than the prior year. Generally speaking, employees may request up to five days off from work per year for volunteer activities. Total donations also increased compared to the prior year. This was due to special involvement in providing emergency aid in Germany and the Philippines.


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Latest news and recent discussions about Diversity issues can be found on our henkeldiversity.com blog.

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