Employee indicators
We have been reporting the trends in our employee indicators since 2008. The published employee indicators cover 99 percent of our employees.
Employees
| (as of December 31) | ||||
| 2008 | 2009 | 2010 | 2011 | |
| Henkel worldwide | 55,142 | 49,262 | 47,854 | 47,265 |
| Structure of workforce | ||||
| - Non-managerial employees | 82.0 % | 80.0 % | 79.8 % | 79.9 % |
| - Managers | 16.6 % | 18.4 % | 18.6 % | 18.6 % |
| - Top managers1 | 1.4 % | 1.6 % | 1.6 % | 1.5 % |
| Employee fluctuation worldwide2 | 5.7 % | 4.9 % | 4.6 % | 5.6 % |
Employee retention instruments, talent management, and the diversity strategy contribute to a low employee fluctuation. |
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Age and seniority
| (as of December 31) | ||||
| 2008 | 2009 | 2010 | 2011 | |
| Average seniority in years | 9.8 | 11.0 | 10.3 | 10.2 |
| Average age of employees | 39.4 | 39.3 | 39.4 | 39.4 |
| Age structure | ||||
| 16 – 29 | 19.5 % | 18.7 % | 18.1 % | 18.3 % |
| 30 – 39 | 32.7 % | 34.2 % | 34.4 % | 34.6 % |
| 40 – 49 | 29.6 % | 29.7 % | 29.7 % | 29.4 % |
| 50 – 65 | 18.2 % | 17.4 % | 17.7 % | 17.7 % |
| The average age of our employees has remained constant over the years. Retirements are continuously offset by the hiring of new young employees. We thus ensure that Henkel's workforce is a good mix of experienced older employees and younger employees whose development we can foster. | ||||
Nationalities
| (as of December 31) | ||||
| 2008 | 2009 | 2010 | 2011 | |
| Henkel | 109 | 116 | 119 | 125 |
| Managers | 77 | 82 | 82 | 91 |
| At headquarters in Düsseldorf |
51 | 48 | 50 | 53 |
| Management Board | 4 | 4 | 4 | 4 |
| The internationality of our workforce reflects our business policy of filling local management positions with local employees, and ensuring that we have international teams at our corporate headquarters in Germany. | ||||
Percentage of women
| (as of December 31) | ||||
| 2008 | 2009 | 2010 | 2011 | |
| Henkel | 32.9 % | 31.8 % | 32.1 % | 32.5 % |
| Managers | 26.4 % | 27.4 % | 28.7 % | 29.5 % |
| Top managers1 | 13.7 % | 16.4 % | 17.0 % | 18.6 % |
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Part-time employees
| (as of December 31) | ||
| 2010 | 2011 | |
| Part-time contracts, global | 4 % | 3 % |
| Western Europe (including Germany) |
8 % | 8 % |
| Germany | 10 % | 10 % |
| Part-time work models are of relevance mainly in Western Europe and especially in Germany. 81 percent of all part-time contracts relate to employees in these regions. In emerging markets, such as Asia, Eastern Europe, the Middle East, and Latin America, there is significantly less demand for part-time work models. | ||
Personnel development
| (as of December 31) | ||||
| 2008 | 2009 | 2010 | 2011 | |
| Internal promotion (managers) |
1,877 | 1,462 | 1,337 | 1,387 |
| International job rotations |
433 | 443 | 470 | 475 |
| Trainees (Germany) |
510 | 511 | 487 | 483 |
| Average number of training days |
2 | 2 | 2 | 2 |
| On average, five employees per day were promoted in 2011. This demonstrates the dynamism of our company and the need for qualified young professionals. To conduct our global business successfully, international management experience is essential for our managers. The number of international job rotations is thus constantly increasing. | ||||
Employees covered by collective agreements
| (as of December 31) | ||||
| 2008 | 2009 | 2010 | 2011 | |
| Percentage worldwide | 44 % | 44 % | 44 % | 44 % |
| Percentage in the European Union (EU) |
79 % | 79 % | 79 % | 79 % |
| An intensive formal and informal dialogue with employee representatives has a long tradition at Henkel, even in countries where employee representation has not been established. | ||||
Employee share program
| (as of December 31) | ||||
| 2008 | 2009 | 2010 | 2011 | |
| Percentage of employees owning Henkel shares | 27.4 % | 28.4 % | 29.3 % | 31.3 % |
| Employees from 54 countries purchased just under 3 million preferred shares in 2011. Some 31 percent of all employees own Henkel shares. | ||||
Last updated: March 8, 2012