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 %
1
Management Board, Corporate Senior Vice Presidents, Management Circles I and IIa.
2
Based on employee resignations.
At 47,265, the 2011 headcount was 1 percent below the prior-year level.
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.

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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.

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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 %
1
Management Board, 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. This is a result of our consistently applied diversity strategy.

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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.

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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.

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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.

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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.

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Last updated: March 8, 2012