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.

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.

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.

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.

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.

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

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.

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.