Projects initiated to increase flexibility and diversity
In consideration of the future and the ever faster changing market factors affecting the airline industry, the Executive Board launched the project Management Landscape 2020 in the reporting year 2011. This project deals with the demands that will be made of managers in the Lufthansa Group in future, as well as with the challenges that we as a company have to confront in this regard. In concrete terms, the project tackles the processes by which management structures can be made more diverse and flexible, in order to be as prepared as possible for the developments ahead. One sub-project also deals with the topic of “Equal Opportunities for Women in Management Positions”, which was also the subject of much public debate in 2011.
In an overarching collaboration with all DAX 30 companies Lufthansa has set clear targets for redressing the gender balance at the different management levels within the Group. The concrete target for the Lufthansa Group is to increase the number of women in management positions in Germany by 30 per cent by 2020. To realise this self-imposed target successfully the individual companies in the Group have adopted a specific framework and set of measures. Additional activities and measures to foster the career progression of women in leadership positions are to be agreed at an individual level.
The proportion of women in management positions will also be sustainably increased due to the obligation introduced in 2011 to consider female candidates when taking recruitment or promotion decisions – without departing from the principle of choosing the best person for the job. In Germany the proportion of women in management positions was still at 15.5 per cent in 2011. Worldwide, Lufthansa was able to increase the ratio of women in leadership roles from 13.1 per cent to 13.6 per cent. Altogether the proportion of women with staff responsibility below senior management level came to 35.5 per cent.
We back up our self-imposed target of increasing the proportion of women in management positions by 30 per cent by 2020 with concrete activities, such as the cross-mentoring programme for women introduced in 1998, which was relaunched in 2011 with a new generation. In the reporting year 2011 the foundations were also laid for purchasing further nursery places, which will be made available to Lufthansa employees from the second quarter of 2012. A public children’s day-care facility co-funded by Lufthansa Technik was opened in Hamburg in early 2012.
Cooperation in the airline group optimised further
Another important topic in 2011 was the continued development of intra-Group collaboration in human resources, especially between the airlines in the airline group. All group airlines have now been fully integrated into existing processes, enabling them to share knowledge and information with one another. Personnel development activities were also increasingly carried out within the airline group, especially at management level. In the reporting period the employee representatives also broadened the scope of their European collaboration in a form appropriate to the needs of the Lufthansa Group.
As part of ongoing integration activities the Shared Services group within the Human Resources (HR) department was able to acquire further companies from within the Group as customers in 2011. Group companies outsourced new processes to HR Shared Services as well, which generated additional synergies and reduced costs as a result of further process optimisation and automation.
Diversity is a critical success factor for adding value
As of year-end 2011 a total of 120,055 people were employed at Lufthansa worldwide. Adjusted for bmi the figure is 116,365 em-ployees, an increase of 2.6 per cent on the previous year. The rise is largely due to recruitment in airlines’ operational areas. In the reporting year 6,276 departures were offset by 8,866 new entrants. The fluctuation rate at the German companies went up slightly from 6.0 per cent to 6.1 per cent. This is mainly due to more staff entering retirement. At Lufthansa too, the demographic developments behind the aging of the workforce are an important topic. The average age of the workforce developed accordingly from 40.7 to 40.8 years. The average period of employment at the Company was unchanged at 13.6 years.
These demographic trends will remain relevant in the years ahead. For this reason, one of our central concerns is to maintain the productivity and health of all employees. Lufthansa therefore offers a range of different part-time working schemes, which are used actively by 27 per cent of the workforce. Other staff benefits on offer include a wide range of sports from the Lufthansa sports groups and Group-wide initiatives involving exercise and sporting activities.
The individual companies, with the support and coordination of the central medical service, also organise various healthcare activities that reflect the specific working environments of their employees. Additional events, like the Health Weeks, special focus days and the services offered by the medical team, contribute to a broad portfolio of benefits aimed at healthy living and working. In the reporting year topics of special attention included dependency syndromes and somatisation disorders, as well as the long-term study on metabolic syndrome run by Lufthansa Technik and Hamburg University.