makes precise succession planning indispensable already
today. To be able to hold our own in this environment, in 2017
we began to strategically reposition ALTANA’s human-re-
sources activities in the project “HR Transformation.” The ini-
tial focus was on an evaluation of how ALTANA should
reorient its personnel-related services and processes in the
future and what a new organization should look like. The
project was launched in 2017 with an analysis of the actual
situation to ascertain future organizational needs. All mea-
sures introduced to strengthen ALTANA’s corporate culture
and to further develop our human-resource management
are carried out based on our Guiding Principles. By concentrating
on the values that are enshrined in these principles and
communicating them transparently, we ensure that our staff
management and our actions have a common orientation.
Human-resource development is very important in
ALTANA’s agenda for the future, the Keep Changing Agenda.
“Mobilizing people” is one of the strategic thrusts for the
coming years. This includes promoting diversity, effective suc-
cession planning, and strengthening international mobil-
ity. Since 2016, these requirements have been pursued by
the ALTANA holding company’s Leadership & Talent Management
department to ensure that structured succession
planning can be implemented even more effectively in the
future.
Declaration of Corporate Governance Pursuant to
Section 289 f (4) of the German Commercial Code (HGB)
Promoting women in management positions remained a focus
in the 2017 fiscal year. By intensifying measures that had
been introduced in the past, and with new instruments, we
further anchored the expansion of diversity in our human-
resource management. One focus was promoting women.
The ratio of women in ALTANA’s national and international
management development programs has increased significantly
in recent years. In addition, our further education
program includes special offers for women. The mentoring
program launched in the previous year as a pilot project
was reissued and extended to other Group sites in 2017. Fur-
thermore, various informal platforms were created to pro-
mote general dialog on this issue. Among them are regular
meetings of women in management positions that focus
on strengthening the network, and workshops for further de-
velopment of family-friendly employment models intended
to contribute to continual improvement of the general working
conditions at ALTANA.
ALTANA’s medium- to long-term goal is to increase
the share of women in management positions to the percent-
age of women in the entire workforce.
In keeping with legal requirements regarding equal par-
ticipation of women in management positions in private
business and the public service sector that went into effect
in April 2015, ALTANA AG’s Supervisory Board specified in
September 2015, in accordance with section 111 (5) of the
German Stock Corporation Act, a target of a 25 % share
of women in the company’s Supervisory Board before the
first target-achievement period ended on June 30, 2017.
For the Management Board, which was initially reorganized
within the framework of the generation change and which
has no women members, the Supervisory Board did not plan
any changes regarding the specification of targets for the
first target-achievement period. ALTANA’s Supervisory Board,
comprised of six shareholder representatives and six employee
representatives, had three women and nine men at
the end of the target-achievement period. As expected,
there were no changes in the gender-related makeup of the
Management Board at the end of the target-achievement
period.
In accordance with the legal specifications of section
76 (4) of the German Stock Corporation Act, the Manage-
ment Board was required to define targets for the share of
women at the two management levels below the Manage-
ment Board of ALTANA AG. Until the end of the first target-
achievement period on June 30, 2017, a target of 10 % for
66 Innovation and Employees I Subsequent Events