Group performance social dimension

Transcription

1 Deutsche Bahn Group 2016 Integrated Report Group performance social dimension Strategic workforce planning ensures staffing needs are met / p. 121 Talent acquisition continues successfully / p. 121 Personnel development continues / p. 122 Five transformation targets added to corporate culture / p. 123 Fair and performanceoriented working conditions / p. 124 Optimization and internationalization of HR management / p. 125 Increase in the number of employees / p. 125 OUR ASPIRATION As a TOP EMPLOYER, we attract and retain qualified employees who are enthusiastic about working for us and our customers. OUR TARGETS EMPLOYEE SATISFACTION (SI) BASIS TARGET DB IS OUR PROGRESS TOWARD OUR 2020 TARGETS IN 2016 ON TRACK? (%) EMPLOYER ATTRAC- TIVENESS 2) (RANK IN GERMANY) BASIS IS OUR PROGRESS TOWARD OUR 2020 TARGETS IN 2016 ON TRACK? (%) TARGET DB = 2016 = % means actual value 2016 = plan value Development in the direction of target achievement in 2020 is on schedule. OUR AREAS OF ACTION 2) Change in method [PAGE 85], figures for 2015 retroactively adjusted. STRATEGIC WORKFORCE PLANNING We are looking to the future and acting with foresight. Ω PAGE 121 OPTIMIZATION AND INTERNATION- ALIZATION OF HR MANAGEMENT We value professionalism and are focusing more and more on an international horizon. Ω PAGE 125 TALENT ACQUISITION We are strengthening our employer brand and filling jobs well and professionally. Ω PAGE 121 F. EMPLOYMENT CONDITIONS We are bringing work and private life together and promoting good health. Ω PAGE 124 F. PERSONNEL DEVELOPMENT We are forging new paths, discovering talent and redefining leadership. Ω PAGE 122 F. CORPORATE CULTURE We are driving change and increasing our performance. Ω PAGE 123 F. 120

2 Group performance Social dimension In addition to the TOP TARGETS [PAGE 120] the six HR 2020 programs form the core of our HR strategy. In terms of digitalization Δ, we have already taken our first steps into the future with Working Environments 4.0. Following the formation of the expert network Working Environments 4.0 in the previous year, development paths based on possible future scenarios were identified for DB Group. To take the first steps along the development path, prototypes such as non-hierarchical teams, Co- determination plus and host of the future were developed, and were implemented during the year under review. In parallel, the network developed concrete actions on the issues of customer focus, future skills, personal responsibility, and an organization capable of change and innovation. Œ DB.DE/LINKS_IR16 Strategic workforce planning ensures staffing needs are met For several years, the demographic trend, combined with a mixed order situation, has presented us with a number of internal and external HR policy challenges. DB Group s HR management works proactively to ensure that staffing needs are covered. As part of our strategic HR 2020 program on strategic workforce planning, we set the goal of using future-oriented planning tools and reports to identify short-term, medium-term and long-term actions that need to be taken in all business units and occupational groups. Countermeasures are being developed in cooperation with centralized and decentralized personnel areas. An important central function is the Group job market, which enables us to ensure efficient deployment of personnel within the Group job market and to control employment incentives. With our strategic workforce planning (SWP) program, we have created a firmly established strategic tool for dealing with the aforementioned HR policy challenges that gives us a standardized, systematic way of looking ten years into the future to foresee staffing shortfalls and surpluses. At the same time, we can analyze the effects of mediumterm and long-term trends, such as demographic trends and the resulting risks, and examine various options for addressing them. This allows us to clearly see the impact of strategic decisions and to evaluate the effectiveness of long-term measures. Our newly developed SWP Speedboat provides a quick overview of the entire business unit, thereby enhancing our strategic focus and making our SWP more agile. In addition, we are focusing more and more on the way jobs are changing due to digitalization Δ. We also continually verify that our other tools, including HR reporting, are up-to-date and have the potential for further development, and we implement the results accordingly. For example, in 2016 we introduced an IT-based forecasting model to further expand our existing IT-based reconciliation of future staffing needs with existing staffing levels, thereby improving our responsiveness. Currently, we are working on an enhancement to our reporting system that will add analyses from the field of predictive analytics. Talent acquisition continues successfully DB Group wants to improve its profile as an attractive employer and win new employees. To this end, in 2012 we reorganized the content and administration of our talent acquisition. Employer Change attractiveness [rank in Germany] absolute % 2014 DB Group High school students Students/graduates Skilled workers Academically experienced professionals Change in method [PAGE 85] figures for 2015 retroactively adjusted. We further improved our ranking in the year under review. With that our performance was also in line with the FORE- CAST FROM THE 2015 INTEGRATED REPORT [INTEGRATED REPORT 2015 PAGE 183]. As part of our employer branding campaign A job like no other we organized two wide-coverage employer branding campaigns for high school students and skilled workers in the year under review. These core elements of our employer branding work were supplemented by seven regional and target-group-specific recruiting campaigns. For example, we also held targeted recruiting campaigns for engineers and IT specialists with professional experience for which we integrated specific and new HR marketing tools into our mix of already existing measures. Among other things, we worked closely with Xing on social media campaigns and managed to authentically place our em - ployer brand into the environments in which our core target groups interact. For the first time, we created new online Web formats for high school students that supplement our already existing activities with innovative formats. During this campaign, we also directly addressed parents for the first time with the slogan We help parents help. The appeal was made in various languages. New video formats that gave very vivid and authentic depictions of our jobs DB

3 Deutsche Bahn Group 2016 Integrated Report and our employees were particularly successful. In the area of trade fairs and events, we organized new in- house events, for example for engineers, which, with the slogan DB Backstage, give exciting, first-hand insights into our many different career opportunities and introduce some of the people behind the job titles. The virtual reality glasses Δ introduced in the previous year gives applicants a virtually real insight into various professions; since then, the glasses have become a regular part of the candidate experience and are being deployed nationwide. In May 2016, we received the Employer Branding Award from the European research institute trendence in the category Best Social Media Impact. In order to attract talented young people from an early stage, we have established cooperation programs with almost 300 schools, 20 national and four international universities, in addition to holding recruiting events such as the DB Backstage event Women&Experience Day. Students can gain first work experience and make important career contacts within DB Group while still at university through internships, as working students or while writing their theses. University graduates are offered the possibility of a trainee program or direct entry as a regular employee. We aim to align our selection of candidates even more closely with their potential and talent over the long term. Through our career networks for high school students and students/ graduates and academically experienced professionals, potential candidates can network for entry in the DB Group among themselves and with DB Group employees. In an international project, a new recruiting software program was selected as part of an EU-wide tender. It is being introduced worldwide throughout DB Group. A monthly meeting of experts made up of international DB HR recruitment managers is held to jump-start the process and to further address international issues. This group works on worldwide talent acquisition projects, such as the development of a global career Web site and cross-border recruiting efforts. Demographic preparedness Percentage of staffing needs covered in Germany as of Dec 31 (%) Germany (companies with about 84 % of domestic employees). During the year under review, the percentage of staffing needs covered remained unchanged. In recruiting, our focus is on further professionalizing the recruitment process and successfully improving the candidate experience during the application process. Personnel development continues We have a strategic career development program to help employees and executives shape their career at DB Group. Systematic promotion of high performers and high potentials is an important instrument for ensuring the supply of future leaders, and for retaining motivated employees and executives. The basis for this is a continuous dialog. Through written development pathways, career development options are shown to employees and executives. This procedure enables us to manage talent and succession planning DB Group-wide. Our Web tool and career develop ment map make the development pathways transparent and accessible for all employees and executives. The professional development compass provides online information about on-the-job training schemes. Ω PAGE 271 Securing new talent With more than 11,000 vocational trainees, dual degree college students and Chance plus participants, DB Group is one of the largest vocational trainers in Germany. Along with the teaching of specialized knowledge and practical skills, central components of vocational training in DB Group are the acquisition of service-based, social and methodological competences. Over 92% of trainees receive a job at the conclusion of their vocational training. Young professionals as of Dec 31 [NP] Vocational trainees 9,530 9,918 10,214 Dual degree students 941 1,012 1,050 Graduate trainees 2) Interns 2) Chance plus participants Germany. Includes all class years of vocational training (usually three class years for both vocational trainees and dual degree students). 2) Germany (companies with about 98 % of domestic employees). In 2016, about 3,300 young people started vocational training, and about 300 began a dual degree program. We offer about 250 spots at ten locations throughout Germany in our vocational preparation program, Chance plus, including 70 spots reserved explicitly for refugees. The approach is the same: with the help of in-house trainers and social education workers, we provide technical and academic preparation for vocational training within DB Group for young people who need to be integrated into the job market. For refugees, we have expanded the program by adding at least 300 course units of German language lessons. Around 75% of the participants from the 2015/2016 class year who successfully completed the program have, immediately upon completion, started vocational training G

4 Group performance Social dimension or a job in DB Group or at another company, including 11 of Details on changes by business unit can be found in the a total of 14 refugees who started their vocational training section DEVELOPMENT OF BUSINESS UNITS [PAG E 1 32 FF.]. at DB Group on September 1, At Group level, the results point to four areas of action: During the year under review, a skills assessment called Communication, information and involvement: As in DB Check-up for Refugees based on the Social Code was 2014, this was the highest-priority area of action for the launched to prepare refugees for a vocational qualification Group as a whole. Since 2014, the day-to-day aspects of within DB Group. communicating with direct superiors has improved DB 09 Five transformation targets added to corporate culture slightly. Still scoring low are cultural aspects and assessments of open and honest communication and taking employees interests into account. Tasks and activities: The overall score for this subject As part of RAILWAY OF THE FUTURE, the four areas for area continues to be very good. However, the specific action with respect to our corporate culture have been aspect well-organized work processes, which is an further developed into five transfor mation targets: Γ cus- especially important driver of employee motivation and tomer focus, cooperation, leadership skills, responsibility and high performance. They form the basis for further development of our corporate culture. In order to effectively embed the targets and procedures of RAILWAY OF THE FUTURE and the transformation targets within DB Group, the circle of participants at the 2016 Global Group Meeting was extended to include all managers and non-tariff executives. With more than 3,200 people attending, this was the biggest DB Global Group Meeting to date. satisfaction, received a low score. Direct supervisor: Here, nearly every aspect has im - proved. There is still room to improve communications about the usefulness of the work and to provide more encouragement for questioning existing processes. Overall, more work needs to be done on leadership skills. Cooperation: Overall, this topic receives a positive score, although the results from the evaluation of interfaces and cross-divisional cooperation have deteriorated. In early February 2017, executives received the reports on In the fall of 2016, DB Group called on its employees to results for their areas of responsibility. Based on these, DB 04 participate in the employee survey in 72 countries and 36 executives will hold over 10,000 moderated follow-up work- languages. More than 194,000 employees participated shops to discuss the results with their employees, to eval- this is 60.7%, and with that more participated compared to uate changes from 2014, and to decide what actions to take. the last survey in 2014 (60.1%). Once again, the independent outside service provider GfK administered this survey and anonymously analyzed the questionnaires. Diversity We have been supporting diversity for many years. In gender diversity, our focus is on increasing the share of Employee satisfaction women in management positions, promoting careers with Employee satisfaction (SI) Follow-up workshop implementation rate (%) 96.7 children and strengthening the role of fathers. Following the adage With women in the lead, in January 2016, about The employee satisfaction survey is conducted every two years. When no survey has been conducted the proxy indicator Follow-up workshop implementation rate is used. 220 female managers came together at the first international DB Female Managers Conference in Berlin to discuss Group-wide, employee satisfaction was at the same level as strategic issues affecting the future of DB Group. Increas- in A total of 53% (2014: 48%) of employees rate their ingly, executives are striving to find a better work-life teammates commitment as high, which implies a better balance. One solution is to split one job into two. There- overall working environment. Employees perception of fore, we have developed a manual aimed, on the one their own level of motivation is still in need of improve- hand, at managerial employees who would like to imple- ment: 49% (2014: 48%) describe themselves as motivated. ment job sharing and, on the other hand, at executives Job satisfaction continues to be positive at 67% (2014: whose em ployees, as managers, would like to share a job. 67%), as is satisfaction with the employer 63% (2014: 64%), In addition, we are implementing the two-year, in-house while 9% and 12%, respectively, indicated that they were DB mentoring program, Career with Children, via DB dissatisfied. Other emotional factors such as fun, loyalty or Training. To in crease language awareness, we developed commitment to the company declined slightly. the manual on gender-sensitive language within DB Group. 123

5 Deutsche Bahn Group 2016 Integrated Report G4-10 Joining forces to fight prejudice our future lies in diversity was the central theme of our presentation at the 4th German Diversity Day. In addition to increasing awareness among employees, recruiters and HR managers, and holding practical Web conferences on unconscious thought patterns and stereotypes, we developed a short film with recommendations on actions to take. During the year under review, the first Diversity Movie Night an event for employees of DB Group and Coca- Cola was held. A current movie focusing on one aspect of diversity was shown. Diversity Movie Nights are offered on a regional basis; they are aimed at DB Group employees and help to support the respectful, partnership-based collaboration of our workforce. Share of women as of Dec 31 [%] DB Group In Germany In recent years, DB Group has managed to steadily increase the share of women worldwide. Also the share of women in Germany rose during the year under review. Fair and performance-oriented working conditions A standardized HR policy applies within DB Group: compensation, job promotions and FRINGE BENEFITS [PAGE 273] are covered by uniform rules for all employees mainly through collective bargaining agreements with trade unions and works councils. To retain employees over the long term, we strive to offer them opportunities at every stage in their professional and private lives, allowing them to balance personal needs with the demands of DB Group. Employment conditions must remain attractive and at the same time affordable, even as overall conditions continue to change. Collective bargaining agreements make an important contribution to these efforts collective bargaining negotiations with the EVG completed In October 2016, the 2016/2017 collective bargaining negotiations with the German Train Drivers Union (Ge - werk schaft Deutscher Lokomotivführer; GDL) and with the Railway and Transport Workers Union (Eisenbahn- und Verkehrsgewerkschaft; EVG) started. The collective bargaining negotiations with the EVG were completed on December 12, On December 23, 2016, the GDL announced that the collective bargaining negotiations had failed and simultaneously called for ARBITRATION [PAGE 189], which commenced on January 11, New collective bargaining agreement with the EVG The terms of the collective bargaining agreement with the EVG dated December 12, 2016 apply to employees in the area of functional-group-specific collective bargaining agreements 1 to 6 and of the companies DB Services GmbH, DB Dialog GmbH, DB Fahrwegdienste GmbH, DB Kommunikationstechnik GmbH, DB Systel GmbH and DB Sicherheit GmbH. It will run for 24 months, beginning on October 1, The following terms were agreed with the EVG: A total increase in income of 5.1%, in two stages. Wages will rise by 2.5% in April In addition, starting on January 1, 2018, an additional 2.6% will be made available for an innovative model for choosing working hours. On January 1, 2018, each employee may decide whether he or she wants a 2.6% pay rise, a reduction in working hours of one hour per week, or, instead of the pay rise, six additional days of vacation. One-off payment in January 2017 (among others 550 for full-time employees) for the period from October 2016 to March Introduction of a new pay grade 7 for employees who have at least 30 years of service in one pay category with a graduated system. Beginning in 2017, they will receive 500 more in annual scale wages and will automatically be transferred to pay grade 7. Further development of the collective bargaining agreement designed to address demographic change Sustainable HR policies are the focus of the collective bargaining agreement designed to address demographic change that was negotiated with the EVG and entered into force in The main provisions include greater scope for employees to choose their own working hours and working conditions in order to make it easier to balance a career and a family. The parties agreed, among other things, on an incentive to transfer overtime to the long-term account for the 2016 accounting period and an incentive for contributing pay to the long-term account for calendar year 2017 for employees who cannot contribute overtime to the longterm account. Ω PAGE

6 Group performance Social dimension Redesign of collective bargaining agreement Work 4.0 The collective bargaining agreement Work 4.0, which was Optimization and internation - a lization of HR management DB 02 concluded in 2015, was redesigned during the year under We pressed ahead with the improvement of the HR division. review. This new type of collective bargaining agreement Some portions of the project Future of HR Management demonstrates how the employer, the trade union and works were completed. These are important steps on the path to councils can work together to support and shape the an integrated support model. The project will run until the impact of digitalization Δ and the associated changes in end of DB Schenker launched the program TOM@HR working and employment conditions at an early stage and aimed at creating new structures, more efficient processes in a proactive manner. They agreed that DB employees are and new competence models to promote greater profes- entitled to qualification measures if job descriptions and sionalization with digitalization support Δ. work change on account of digitalization. Moreover, in the In addition, DB Schenker rewrote its global diversity and future, DB employees will be able to choose, in agreement corporate volunteering strategy. with the employer, where they will work if their jobs permits mobile working. For the first time, the wage-bargaining parties have agreed to a set of standardized principles governing standby duty and deployment on standby duty within DB Group. In order to be in a better position to assess the impact of digital innovations at an early stage, the wage-bargaining parties have agreed to follow various joint model projects, some of them scientific in nature. Health management expanded The focus areas are the topics management and mental health, against the background of increasing digitalization Δ in the working environment. Structurally, the focus is Increase in the number of employees Change Employees as of Dec 31 [FTE] absolute % 2014 DB Long-Distance 16,326 16, ,461 DB Regional 36,008 36, ,605 DB Cargo 29,671 30, ,842 DB Netze Track 43,974 43, ,382 DB Netze Stations 5,093 4, ,867 DB Netze Energy 1,736 1, ,770 DB Arriva 54,150 46,484 +7, ,712 DB Schenker 68,388 66,327 +2, ,810 Other 51,022 51, ,314 DB Group 306, , , ,763 G4-10 on developing more full-time health experts in the business units and systematically training them, the measurability of health management with a new seal of approval, and on working toward greater interlinking and communication of offerings using digital solutions. Effects from changes in the scope of consolidation DB Group comparable 305, , , To guarantee better comparability, the number of employees is converted into full-time employees. Figures for part-time employees are measured in accordance with their share of the regular annual working time. Previous years figure adjusted [PAGE 205]. Health rate in Germany [% based on hours] On a comparable basis, as of December 31, 2016, the number DB Long-Distance DB Regional DB Cargo DB Netze Track DB Netze Stations of DB Group employees increased slightly, which was primarily attributable to the increase in employees at DB Arriva and at DB Schenker. Ω PAGE 274 F. DB Netze Energy DB Schenker Other DB Group Germany (companies accounting for about 98 % of domestic employees). Previous years figure adjusted [PAGE 205]. Employees by regions as of Dec 31 [FTE] Change absolute % 2014 Germany 187, , ,882 Europe (excluding Germany) 92,694 84, , ,858 Asia/Pacific 15,016 14, ,917 Compared to the previous year, the health rate was stable. This is remarkable, because according to Federal statistics, the health rate for 2016 decreased by 0.4 percentage North America 8,556 8, ,585 Rest of world 2,707 2, ,521 DB Group 306, , , ,763 points. However, because of longer periods with significantly higher influenza activity in 2016, the improvements seen in previous years were not achieved. Employee loyalty [years] Average length of service Average age Germany (companies with about 98 % of domestic employees). 125