Group Management Report Products Safety and Health Environment Human Resources Social Commitment Consolidated Financial Statements 69
At the end of the 2018 fiscal year, 1,692 women and
4,736 men worked for ALTANA. On the balance-sheet date,
92 % of all employees had an unlimited employment contract
and 8 % a limited employment contract. This ratio was
the same for both genders. Of the women employees,
78 % worked full-time and 22 % part-time at the end of
2018. 98 % of the male employees worked full-time.
Apart from its own employees, 161 people from employment
agencies worked for the ALTANA Group on December 31,
2018.
ALTANA competes internationally for specialists and
managers. Like all companies in the chemical industry, in the
years to come the ALTANA Group, particularly in Europe,
will enter a phase that due to the demographic development
makes precision succession planning indispensable already
today. As a result, talent management and human-resource
development play a key role in ALTANA’s agenda for the
future (Keep Changing Agenda). The main aim is to mobilize
people at ALTANA, to increase diversity at all levels, to further
develop leadership culture, and in doing so to strengthen
entrepreneurial thinking. To achieve these goals, we
reworked ALTANA’s competence model in 2018. Existing
human-resource instruments were evaluated with the
aim of optimizing personnel selection and the basis for human
resource decisions, and to promote lasting employee
loyalty to the company. As a result, succession planning, in
particular, will bear fruit in the future.
The “HR Transformation” project, which was launched
in 2017 and whose aim is to reposition ALTANA’s strategic
positioning of personnel activities, was pushed forward in
2018. Initially, a comprehensive evaluation of personnel-
related services and processes was made on a global level.
These activities will continue in the coming years. The
project’s aim of redefining the worldwide organization of
ALTANA’s human-resource department, will be supported
by the implementation of a global IT system. With the help
of this IT system, a platform for far-reaching digitalization
in the environment of human-resource management is to be
created. The main aim is to continuously further expand
strategic human-resources work in order to meet the future
needs of the ALTANA organization, which is steadily
expanding due to organic and acquisition-related growth. The
basis of all of these activities continues to be ALTANA’s
business principles as well as the company’s defined and
transparently communicated values, which determine
the orientation of our action and employee management.
Declaration of Corporate Governance Pursuant to
Section 289f (4) of the German Commercial Code (HGB)
Promoting women in management positions remained
a focus in the 2018 fiscal year. By intensifying measures that
had been introduced in the past, and with new instru-
ments, 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 in-
creased significantly in recent years. In addition, our further
education program includes special offers for women.
The mentoring program for women launched in 2016 was
continued in 2018. Furthermore, various informal plat-
forms were created to intensify dialog on this issue. Among
them are regular meetings of women in management
positions that focus on strengthening the network, and workshops
for further development of family-friendly employ-
ment models intended to contribute to continual improve-
ment 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 percentage
of women in the entire workforce.
In keeping with legal requirements regarding equal participation
of women in management positions in private
business and the public service sector, ALTANA AG’s Supervisory
Board specified targets for the share of women in
the company’s Management and Supervisory Boards. For the