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Corporate Reporting 2014

Henkel Corporate Reporting 2014

More Henkel Corporate Reporting 2014

Sustainability Report 2014

Henkel Sustainability Report 2014

Facts and Figures 2014

Henkel Facts and Figures 2014

Corporate Report 2014

Henkel Corporate Report 2014

Henkel app

Henkel app
Sustainability Report 2014


Diversity contributes to corporate success

Workplace diversity and an inclusive company culture are vital for our success worldwide. Our diversity is represented explicitly via diverse cultures, generations and gender and implicitly in individual skills, experience, attitudes, values and ways of thinking. We address this topic worldwide through our employee Diversity & Inclusion Policy.

In 2014, we continued programs that allow our employees to realize their full potential. These include comprehensive diversity eLearning courses and training; individual workshops; unconscious bias awareness trainings; and global mentoring programs.

By systematically supporting female career development, we have continuously increased the share of women in management positions from 23 percent in 2004 to around 33 percent at the end of 2014.

Diversity & Inclusion campaign 2014

Diversity & Inclusion campaign 2014

Our 2014 global Diversity & Inclusion campaign supported our company’s culture, where the appreciation of differences goes hand-in-hand with the way we interact with each other. The slogan “Inclusion starts with I” highlighted the importance of every single employee when it comes to inclusive behavior in the workplace. Italian artist Guido Daniele’s paintings on fingers (left) were a powerful visual during the campaign and illustrated diversity at Henkel.

Work-life flexibility

Henkel recognizes the importance of work-life flexibility in enhancing performance, motivation and productivity on a sustainable basis. Flexible working models are important in the competition for the best talents. A trust-based approach with a focus on performance rather than physical presence is the way to create both excellent results and personal flexibility. By signing our global Charter of Work-Life Flexibility, the Henkel Management Board and managers worldwide have shown their commitment to this way of working. Since its launch in 2012, Henkel has extended various flexible working models to all countries in compliance with local laws and further developed its culture based on results rather than presence.

Balancing family and career is a topical socio-political theme in many countries today and is a focal aspect of diversity and inclusion management at Henkel. We can only utilize the skills and abilities of our employees to maximum effect if we help them to master the challenges of combining career and family.

Flexible working hours have long been established at many of our sites. In addition, job-sharing models, part-time jobs, working from home, and the comprehensive use of mobile communication devices create a great deal of flexibility. By offering these opportunities, we are also emphasizing that it is performance rather than classic presence that we value.

Based on a global commitment to work-life flexibility, the Board and top management of Henkel decided to make a statement in June 2012 by signing the global Henkel Charter of Work-Life flexibility.

The aim of this Work-Life Flexibility initiative is to encourage a dialog between employees and their line managers regarding the opportunities for flexible working at Henkel. More than one-third of all senior managers around the world, who were addressed directly, followed the example set by the top management and expressed their personal commitment to this goal by signing the Work-Life Flexibility Charter.

A central competency platform, which can be accessed through Henkel’s global intranet, offers employees and their supervisors extensive material on work flexibility and the implementation of flexible working arrangements. Self-assessment questionnaires help employees and their line managers to better analyze each individual situation and develop a feasible plan. Managers from all over the world share their views on the importance of this subject in personal statements that can also be found on this platform.

Gender Diversity

Gender diversity was again a predominant focus for global diversity management in 2014. The internal goals fixed in 2011 were systematically translated into processes and programs. Specific measures were initiated and consistently implemented in the areas of employee recruitment and support as well as balancing family and career.

We have continuously increased the share of women in management positions from 23 percent in 2004 to around 33 percent at the end of 2014. 

Long-term career planning helps to facilitate a balance between a person’s career and their family life. Job rotations to other countries, for example, are scheduled for the early stages in our managers’ careers.

To support our employees’ efforts to manage their careers and their private lives, we offer locally organized working groups which that develop and implement appropriate solutions depending on the given situation or local challenge.

Cultural Diversity

An international workforce composed of people with different cultural backgrounds is important, as it enables us to develop an understanding of our markets and anticipate local consumer needs. With employees from more than 120 countries around the world and people from 56 nations working together at the Düsseldorf site in Germany, cultural diversity is a well-established part of daily life at Henkel.

Henkel offers a range of intercultural training courses and workshops to help employees master the challenges of working on intercultural and virtual teams. The aim of these measures is to bridge differences in the way things are perceived by people with different value systems.


Changes in society such as the aging population in the Western industrialized states and the resulting shortage of young professionals mean that corporations face substantial challenges. To address these demographic trends, Henkel has collaborated with the Rhenish-Westphalian Technical University in Aachen, Germany, to develop a “Demography Radar,” which allows us to simulate the age structure of our workforce at the global level under different conditions. With this information, we can adjust our human resources strategies at an early stage in order to better meet the challenges of demographic change.

The transfer of knowledge and experiences between employees of different generations is a key aspect of the Seniority/Generations dimension of diversity. Mentoring provides an excellent opportunity to enable people to see things from another perspective and transfer knowledge. This program has been established in the various areas of the company and in different countries. Besides this, we also offer a large range of health promoting options to our employees. These include health check-ups, advice on healthy lifestyles and on transitioning from working life to retirement. Across all generations, we encourage the principle of life-long learning and support this by providing appropriate educational programs.