Non-financial performance indicators


Only thanks to the extraordinary commitment shown by the men and women working for the Talanx Group worldwide were we able to generate another good result in a market climate that remained challenging. The Board of Management would like to express its appreciation to all of the Group’s staff for their considerable dedication and good performance in the financial year just-ended. The Board of Management thanks the Group Employee Council and all the other employee council bodies for their cooperation, which was at all times trusting and constructive.

The number of staff employed within the Talanx Group at year-end stood at 18,006 (18,038); this was equivalent to 16,874 (16,921) full-time positions. The workforce thus remained stable. Of the 18,006 employees that constitute the total labor force, 6,865 (6,656) – i.e. 38% – worked abroad and 11,141 (11,382) were employed in Germany. Our Group has employees in 40 countries on 5 continents around the world. In Germany, roughly three-quarters of staff are employed in the federal states of North-Rhine Westphalia and Lower Saxony.

Headcount by regions
Piechart: Headcount by regions

In Germany the proportion of female staff stood at 48%, while the proportion of part-time employees stood at 17%; both these figures were thus on a par with the previous year. Of the employees not subject to collective bargaining agreements, 28% were women; the representation of women on senior executive level was 11%.

Headcount by part-time/full-time status
Piechart: Headcount by part-time/full-time status

A fundamental principle at Talanx is that high performers with potential are fostered without regard to their ethnic origin, religion or gender. In the area of development programs for junior managers and newly appointed managers, the participation of women in most programs has averaged around 25% in recent years. This level rises to 40% in the development program currently running for managerial staff in the property/casualty insurance sector. Female participation in the management program for future senior executives is close to the current representation of women among the ranks of senior management at altogether 12%.

Systematic advancement through appropriate working-time models geared to the various phases of life – such as part-time working and telecommuting – as well as the assistance given to families in their search for suitable daycare facilities for children are intended to optimally develop and build the loyalty of women with the potential to take on leadership roles. Based on these measures, it is our expectation that women will increasingly move into all echelons of management.

Headcount by gender
Piechart: Headcount by gender

For the Talanx Group, state-of-the-art human resources management is crucial to the successful execution of strategy. Considerable efforts were devoted in the year under review to the project activities carried out in the context of the organizational reconfiguration of the Talanx Group. A key concern here is improving the competitiveness of the Talanx Group in order to ensure that growth and profitability targets are achieved and secure jobs created for the long term. In this connection, most notably, various central functions are to be concentrated at a newly established service company and at Talanx AG as part of the latter’s expansion into the Group’s financial and management holding company.

In addition, Group-wide personnel management activities were focused on personnel marketing, personnel development and training.

One consequence of the impending demographic shift is that even in the near future companies will have to face up to greater competition for qualified university graduates and specialists. In order to ensure that Talanx continues to be able to attract highly skilled and motivated recruits, considerable importance attaches to boosting awareness of the Talanx Group and its individual brands. As part of university marketing activities and the placement of Talanx as a successful employer brand, we launched our comprehensive employer image campaign in the year under review; driven by the slogan “Talanx your career”, it enjoys strong recognition value.

Along with personnel marketing, personnel development is a focal point of our human resources management. As in past years, our employees’ skills were systematically enhanced to handle their demanding tasks by way of training and personnel development measures. The goal is to consolidate and extend the above-average skills set of our workforce in order to optimally prepare the Group for the challenges presented by the market. Launched in the previous year, the Talanx Corporate Academy has been very successful in establishing itself and offers an especially high-grade training program in German and English for Board members and senior managers. Complementing the already existing offerings of the divisions, the Corporate Academy serves in particular to convey the Talanx strategy and management methods. Another important goal is to enhance communication and links between the holding company and the divisions as well as between the various divisions. Professors from highly reputed business schools are joined by members of the Talanx AG Board of Management as guest speakers and discussants.

The extent to which members of staff across all divisions sought to improve themselves was gratifying. Not only did they make the most of offerings relating to specialist topics, they also worked intensively to refine their methodological, managerial and social skills.

The Industrial Lines division focused on fostering young talent. Trainee programs in the individual insurance lines convey a solidly grounded grasp of the theory and practice of property/casualty insurance in self-contained, one-year units. These activities are designed to build up a sufficient number of suitably qualified employees in order to meet the increased need for specialist staff.

For the most part, the Retail Germany division cooperates in the area of human resources development with the Group’s own training center in Cologne in order to offer a broad range of specialist, methodological and social skills enhancement measures. This encompasses technical seminars, personality training and also specially devised programs aimed at specific target groups. In addition, a specialist career model developed in the previous year in the bancassurance sector was rolled out for a number of other functions: employees follow an individually tailored three-part development plan worked out with their manager. This includes personality seminars geared closely to the company’s competence profile. The second element of the career plan is specialist further training, such as participation in study programs alongside an employee’s job with the encouragement and financial support of the company. Thirdly, project skills are enhanced – with employees able to extend their theoretical and practical grasp of the role of both project worker and project manager. The successful and innovative execution of this concept was recognized with the award of the insurance industry’s internal training prize “InnoWard 2010”, beating out 37 other candidatures from throughout the entire German insurance industry.

On the reinsurance side, too, considerable importance attaches to solid and state-of-the-art internal training. This system has been continuously expanded and enhanced in recent years. Along with traditional presence seminars, Hannover Re is developing a second pillar of learning methodology known as “blended learning”. This refers to a learning arrangement in which online study phases and presence training are intelligently combined and synthesized into a single unit. Learning thus becomes more self-manageable and, not least, more independent of time and place, hence making it possible to integrate colleagues at locations abroad more easily.

For many years Hannover Re has been offering a practice-tested trainee program focused on graduates in economics (business administration and economics) and (commercial) law as well as graduates in cultural studies. The purpose of this cross-divisional program is to systematically train young talent for its core business of underwriting. In 2009 Hannover Re extended this highly tailored, internal form of further training; it put in place another special training program for (business) mathematicians in response to the continuous and appreciable growth in the need for qualified mathematicians in recent years.

The Group also continues to attach considerable importance to initial training: it enables the company to attract capable, skilled and motivated recruits. For the individual, it is a vital prerequisite for getting off to a successful start in working life. The vast majority of those undergoing training are taken on following completion of their instruction. 404 (391) apprentices and student trainees were employed by the Talanx Group in Germany as at 31 December 2010.