2018 Integrated Report – On track towards a better Railway


Working to become a top employer

We are working on the issues that are material to us and our stakeholders. You can find an overview of our material sustainability themes in the chapter “To our stakeholders.”

We are working hard to increase our attractiveness as an employer. A visible and persuasive presence in the labor market is decisive for success in the competition for specialists and executives. All important aspects of recruitment are centrally managed within DB Group to guarantee a holistic approach to talent acquisition that forms the basis for a strong competitive position in an increasingly difficult applicant market.

This approach includes: our employer branding campaign, effective employer branding, up-to-date professional re­­cruiting, innovative social media activities and a candidate experience oriented toward the target group. To remain attractive as an employer, we offer our em­­ployees a wide range of tasks and activities with a high level of re­sponsibility, attractive employment conditions and a cor­­­­porate culture that is perceived as being based on partnership and fit for the future. Our indicator for employer attractiveness is calculated on the basis of the employer rankings published by trendence.

Committed and motivated employees mean satisfied customers and thus sustainable business success. We therefore are consistently working to increase the performance capability of DB Group based upon a high level of process orientation and implementation strength. Alongside customer focus and performance capability, our corporate culture also encourages interdepartmental collaboration and the willingness to accept responsibility. In autumn 2018 we conducted the fourth Group-wide employee survey, which provided a comprehensive picture of employee satisfaction and helped us develop specific measures for change and improvement. Our indicator for employee satisfaction is calculated on the basis of the employee survey, which is carried out every two years. In the years in which no survey is conducted, the key indicator Follow-up workshop implementation rate is used. The survey itself and the follow-up process are the responsibility of a central project team, which works closely with the business units to develop the measures and takes charge of preparation, follow-up and implementation. The project team has close links to both the Association for Consumer Research (Gesellschaft für Konsumforschung; GfK), which collects the data, and to those responsible for operational implementation in the business units.

The only way to meet the ambitious targets in our three key fields of activity – culture of quality, digital expertise and performance capability – is by far-reaching change, the transformation of our thinking and cooperation between all those involved. We will only achieve this essential transformation by working together to systematically align our actions with the “seven imperatives”: customer focus, process orientation, responsibility, performance culture, cooperation, implementation discipline and priorities. These provide orientation for employees and executives in the face of im­pending changes.

Levers have been identified to increase the structural and organizational performance capability within DB Group. The trans­formation is focused around customer-oriented process excellence, with the underlying standards, methods and sequences being consistently defined by the new DB excellence system. In addition, the prerequisites for process excellence are put in place by highly developed performance management, professional change management and competence building for executives and employees alike.