Annual Report 2011 - Dr. August Oetker KG

Personnel and Environmental Affairs
Staffi ng Levels within
the Oetker Group
Staffi ng levels in the consolidated com-
panies of the Oetker Group in the reporting
year rose by 2.5 % to 26,228
(2010: 25,590).
The Food Division expanded its workforce
from 11,275 to 11,488. In the Beer
and Non-Alcoholic Beverages Division
the number of employees decreased
from 5,943 to 5,907. The Sparkling Wine,
Wine and Spirits Division recorded a fall
in staff numbers from 2,073 to 2,023.
The total workforce in the Shipping Division
rose from 4,099 to 4,468. In the
Other Interests Division employee numbers
increased from 2,200 to 2,342.
Staff of the Oetker Group’s business divisions 2010 2011
11,275
11,488
5,943
5,907
Food Division Beer and
Non-Alcoholic
Beverages
Division
2,073
2,023
Sparkling Wine,
Wine and
Spirits Division
Personnel Recruitment
and Management
The creation and safeguarding of jobs
and the increasing demands made on
the qualifi cation of staff are among the
major challenges in personnel management.
Furthermore, the effects of demographic
change, which will result in a
shortage of qualifi ed workers in many
areas, are intensifying competition on
the labor market. Consequently, fostering
employees’ health is equally as important
as forging close, early ties with
young talent. For this reason, the companies
of the Oetker Group see committed,
high-performing career entrants as
future junior managers and maintain
intensive contact with these potential
4,099
Shipping
Division
4,468
2,200
2,342
Other Interests
executives within the framework of
demanding internships and a jointly developed
Intern Retention Program.
Dr. Oetker GmbH is meeting the
challenges of the skills shortage and the
resulting heightened competition on the
labor market with a well-directed training
policy designed to foster long-term
retention of young talent at an early
stage. Aside from demanding training
occupations, Dr. Oetker offers challenging
internships and regularly fi lls many
positions for graduate entrants with
former interns. In the industrial-technical
fi eld the targeted establishment
of contact and deployment of schoolleavers
without access to higher education
are directed at further increasing
the retention rate of trainees in the company.
To attract new staff, Dr. Oetker
showcases itself as an attractive employer
with image ads, brochures and
appearances at selected fairs and is
increasingly present in online social networks.
Promoting the compatibility of
career and family is a major concern of
the company. To this end, it supports its
staff with, among other things, child
minding as well as the care of family
members. Dr. Oetker attaches particular
value to international personnel activities:
to support the networking of
national companies, the internationalization
of personnel processes and structures
has been advanced.
Forming one area of focus of personnel
work in the Martin Braun Group in
2011 was a set of measures taken in connection
with the Group-wide Talent Management
Program. The job requirements
of management positions were drawn up
and then assessed by a business consultancy
with the aim of achieving comparability
of functions. The project also
involved identifying the Group’s highpotential
employees, with whom career
development interviews were conducted.
In a further step the design of training
measures for these high potentials is undertaken
across the Group in order to
Modern production sites and optimized manufacturing processes – here at Dr. Oetker – are prerequisites for the
husbanding of resources.
foster this category in particular and so
promote staff retention.
FrischeParadies Group established
health management for all employees
under the name “Power Paradies”, a
scheme which had been successfully set
up as a pilot project at the Frankfurt location
a year earlier. This program offers
a variety of preventive approaches to
promoting employee health.
In order to be competitive long-term in a
market characterized by a shortage of
skilled workers and managers, the personnel
selection standards at the Radeberger
Group were realigned last year.
The aim is to assure high quality in the
personnel selection process within the
Radeberger Group at all times. In addition,
the Workplace Health Management
System, developed in 2010, was implemented
successively: in-company work
safety and health committees working
under a redefi ned remit have been active
at all locations since last year. Furthermore,
the criteria for operating Workplace
Re-integration Management were
defi ned more precisely: workplace health
promotion measures will be carried out
regularly at locations in the future.
The challenge posed by demographic
change was also confronted by a variety
of measures at Henkell & Co. Sektkellerei
KG. Forming the areas of focus
were the recruitment of young talent
from the company’s own ranks, the continuous
qualifi cation of the workforce
and targeted preventive health drives.
The Heart, Circulation and Nutrition
campaign enabled staff to create a risk
profi le and receive advice from experts.
The fi ercely contested applicant market
for skilled and managerial personnel
was also felt at Hamburg Süd. In areas
such as IT or fi nance, in particular, it
proved more diffi cult to fi ll vacancies
than in previous years. Nonetheless,
through the use of a wide variety of modern
recruiting channels, the company
succeeded overall in promptly fi lling
positions with qualifi ed staff. To further
enhance and raise the awareness level of
the shipping group as an attractive employer
on the appropriate applicant market,
Hamburg Süd was regularly represented
at job fairs in 2011 and published
comprehensive information on the
theme “Working for Hamburg Süd” on
its revamped homepage. Due to the
increasing complexity and implementation
of the GLOBE project, EDP specialists
will continue to be needed in
the future. At the same time, human
resource planning for land-based operations
in 2011 tended to be cautious on
account of global economic developments
and the diffi cult market situation
in the shipping sector. A positive consequence
of the fraught market situation
in the maritime cluster was competent
hires in the seaborne area, especially
among technical offi cers. Thus the company
succeeded in increasing the pool of
qualifi ed engineers by 40 %. With the
aim of making Hamburg Süd an even
better and more effi cient organization in
the future, an employee survey was car-
Personnel and Environmental Affairs 58
ried out for the fi rst time at the German
location.
Chemische Fabrik Budenheim took part
in the nationwide model project “Phase
of Life Oriented Personnel Policy” for
two years. At the same time, Budenheim
developed a concept on the issue of talent
management and succession planning
which can be inserted very well into
the Group-wide project “Structured Succession
Planning and Talent Management”.
Budenheim received an award
from the Ministry of Economics of
Rhineland-Palatinate for its employeeoriented
personnel policy.
Bankhaus Lampe expanded its activities
in 2011 to enable it to continue fi lling
customer relationship and specialist
positions successfully in the future in
an intensive competitive environment.
Playing a decisive role in the process is
the identifi cation of qualifi ed junior talent
in order to be able to fi ll such positions
from within the company. To this
end, the Bank promotes retention at an
early stage through internships, collaboration
with the European University in
Brühl or employing student trainees,
thereby enabling students to gain practical
experience. It was able to recruit a
university graduate in this way again last
year.
Training
Oetker Group companies are very conscious
of their social responsibility. That
is why the comprehensive and versatile
training of young people is of major importance
in Group enterprises. In the
reporting year a total of 740 trainees
were employed (2010: 746).
Again in 2011 Dr. Oetker trained young
people in commercial, technical and industrial
occupations beyond its own
needs. In addition, numerous Dr. Oetker
trainees were honored once again for
their very good fi nal examinations by the
responsible examining chambers. To
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