2017 Integrated Report – Departure into a new era


Scope: collective bargaining agreements, Group-wide labor market, pension commitments

To be able to hold our own against the competition, our personnel cost structure plays an important role. Our target is always to conclude competitive collective bargaining agreements in terms of the labor market and the transport market.

Due to demographic changes and the associated lack of skilled employees, it is becoming increasingly difficult to fill vacancies with qualified personnel. This in turn leads to risks such as lack of know-how transfer. At the same time, DB Group has a relatively high annual need for new em­­ployees. We counteract the resulting risks in particular by improving our employer attractiveness and by taking extensive recruitment measures (Departure Social). #RECRUITING

Our life-phase-oriented HR policy gives us the opportunity to promote loyalty among employees in the long term. Flexible working time models and jobs designed specifically for the age of the employee contribute to this, as do the job security we offer and our intensive work on our corporate culture.

Extensive new appointments create diversity in the workforce, which can lead to more creativity and productivity if there is an intensive transfer of knowledge and good diversity management. Young employees bring new ideas and concepts into the working routine. Older employees have varied and extensive experience and pass on their knowledge to new groups of employees. In addition, in mixed teams, new perspectives and viewpoints are contributed to the solution-finding process. In the long term, and in an appropriate corporate culture, this can have an impact on the innovation capacity and performance of DB Group.