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Diversity & Inclusion

Our markets and products are diverse – and so are our people. Diversity describes the variety of individual differences, that make Henkel unique – visible differences (e.g. gender) as well as non-visible ones (experience, values and mindsets, education, sexual orientation, cultural and religious backgrounds). If individual differences complement each other well within a team and if every single employee is appreciated, real inclusion can be achieved. At Henkel, we take a holistic approach regarding diversity & inclusion and foster a corporate culture, which embraces the inclusion and appreciation of these individual differences. A special focus is on the dimensions of gender, generations and culture.

Culture

As a globally operating company, Henkel employs people from over 120 nations in more than 75 countries. Over 80 percent of our about 50,000 employees work outside of Germany. Around 56 percent of our employees work in emerging markets. Multiple cultural backgrounds and experiences enable Henkel to anticipate its customersʼ and marketsʼ needs and, therefore, to successfully develop and market products worldwide. In our personnel policy, we pursue what we call our “Triple Two Philosophy”: in the course of their career, managers are offered the opportunity to gain experience in at least two functions, two countries and two business sectors.

Gender

Around the world, women make up about 33 percent of our workforce. The share of women in leadership positions has developed positively in recent time, increasing in the period between 2003 and 2015, from 22 percent to around 33 percent. Henkel supports all its employees in equal measure in their efforts to reconcile their professional duties and their commitment to their career with their personal lives and their plans for the future, for instance through three children’s daycare centers, through the work and support provided by the company’s own Social Services department and through flexible working time models including, for example, part-time working and home office arrangements. Because we know that we can make full use of the skills and talents of all our employees if we contribute to their ability to successfully meet the challenges of family and career.

Generations

From Baby Boomers through Generations X and Y to the coming working Generation Z, all levels are represented within Henkel’s employee structure. Every generation has its own characteristics and preferences. Henkel promotes the exchange of experiences and knowledge among employees in order to make the most out of the potential of all the generations that work under one roof at Henkel. In addition, lifelong learning has gained importance due to demographic changes. Through professional health management, we support our employees in better meeting the health-related challenges of a longer working life. Henkel has already received numerous awards for its health management activities.

Henkel is globally engaged in various external initiatives and partnerships to foster the mutual exchange on Diversity & Inclusion. An overview of these initiatives can be found here.

Pictures

Videos

18/06/14

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Special Olympics Germany

During the German Special Olympics 2014, Henkel employees voluntarily supported the competitions

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Statements

Kathrin Menges, Executive Vice President of Human Resources

     

"Our aim is to put a team together that also properly reflects our global structure. Diverse teams bring together different working styles, competences and approaches – invariably making them more creative with the potential to achieve better results."

Kirsten Sánchez Marín, Head of Global Diversity & Inclusion and Corporate Social Progress

     

"When people speak of diversity within a company, they refer in the first instance to the mixture that exists within the workforce in terms of certain visible and non-visible attributes such as gender or nationality. But the concept of diversity extends beyond these bounds. It is also about the ability to anticipate new audiences and consumer demands, and unleashing the hitherto underutilized performance potential that is so often available within a collective of individuals."

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