Social indicators

Employees (as of December 31) 2008 2009 2010
Henkel worldwide 55,142 49,262 47,854
Structure of workforce      
– Non-managerial employees 82.0 % 80.0 % 79.8 %
– Managers 16.6 % 18.4 % 18.6 %
– Top managers1) 1.4 % 1.6 % 1.6 %
Employee fluctuation worldwide2) 5.7 % 4.9 % 4.6 %
1) Management Board, Corporate Senior Vice Presidents, Management Circles I and IIa
2) Based on employee resignations

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A positive development in the general economic environment and the effects of our rapidly finalized restructuring programs were reflected in our 2010 headcount. At the end of the year, this had decreased slightly from the prior-year figure, by 1,408 to 47,854.
Employee retention instruments, talent management, and the diversity strategy contribute to a favorably low employee fluctuation.

Nationalities (as of December 31) 2008 2009 2010
Henkel 109 116 119
Managers 77 82 82
At headquarters in Düsseldorf 51 48 50
Management Board 4 4 4

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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
Henkel 32.9 % 32.9 % 32.1 %
Managers 26.4 % 27.4 % 28.7 %
Top managers1) 13.7 % 16.4 % 17.0 %
1) Management Board, Corporate Senior Vice Presidents, Management Circles I and IIa

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

Age and seniority (as of December 31) 2008 2009 2010
Average seniority in years9.8 11.0 10.3
Average age of employees 39.4 39.3 39.4
Age structure      
16 – 29 19.5 % 18.7 % 18.1 %
30 – 39 32.7 % 34.2 % 34.4 %
40 – 49 29.6 % 29.7 % 29.7 %
50 – 65 18.2 % 17.4 % 17.7 %

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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.

Personnel development (as of December 31) 2008 2009 2010
Internal promotion (managers) 1,877 1,462 1,337
International job rotation 433 443 470
Trainees (Germany) 510 511 487
Average number of training days2 22

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On average, five employees per day were promoted in 2010. This demonstrates the dynamism of our company and the need for qualified young professionals. To conduct our global business successfully, an international education is an absolute necessity. The number of international job rotations is thus constantly increasing.

Employee share program (as of December 31) 2008 2009 2010
Percentage of employees owning Henkel shares 27.4  % 28.4 % 29.3 %

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Employees from 57 countries purchased just under 3.6 million preferred shares in 2010. Some 29 percent of all employees own Henkel shares.

Employees covered by collective agreements (as of December 31) 2008 2009 2010
Percentage worldwide 44 % 44 % 44 %
Percentage in European Union (EU) 79 % 79 % 79 %

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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.

Social engagement (as of December 31) 2008 2009 2010
Total number of projects supported 2,476 2,155 2,493
Number of people supported 500.000 730.000
Time off from work for employee-initiated
projects (days)

285

318

54
Donations in thousand euros (financial and
product donations, not counting time off)

7,529

7,684

6,087
Financial donations for employee-initiated
projects as a percentage of total donations

42 %

55 %

41 %

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The number of projects increased due to a rise in product donations. This meant a greater number of people were supported, for example through the disaster aid in Haiti. Employee projects required fewer days off from work in 2010 than in the previous year. Generally speaking, employees may request as many as five days off from work per year. The donation volume was lower in 2010, partly due to more targeted focusing of projects, less financial aid being needed for disaster relief, and prior funding of projects that had been approved in 2009.

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