Human Resources

• Scope: collective bargaining agreements, Group-wide labor market, pension commitments

To be able to hold our own against the competition, our per­­­sonnel cost structure plays an important role. Our target is always to conclude competitive collective bargaining agree­­ments in terms of the labor market and the transport market.

Due to demographic changes and the associated lack of skilled employees, it is becoming increasingly difficult to fill vacancies with qualified personnel. This in turn leads to risks such as lack of know-how transfer. At the same time, DB Group has a relatively high annual need for new em­­­­ployees. This is strengthened by the selection model agreed as part of the collective bargaining negotiations. We counteract the resulting risks in particular by improving our employer attractiveness and by undertaking ex­­tensive recruitment measures.

Our life-cycle-oriented HR policy gives us the opportunity to promote loyalty among employees in the long term. Flexible working time models and jobs designed specifically for the age of the employee, the job security we offer and our intensive work on our corporate culture contribute to this.

Extensive new appointments create diversity in the work­­force, which can lead to more creativity and productivity if there is an intensive transfer of knowledge and good diversity management. Young employees bring new ideas and concepts into the working routine. Older employees have varied and extensive experience and pass on their knowledge to new groups of employees. In addition, new perspectives and viewpoints are contributed to the solution-finding process in mixed teams. In the long term, and in an appropriate corporate culture, this can have an impact on the innovation capacity and performance of DB Group.