Balance 2015 ENG - Talent management

The early identifica- tion of internal and external talent and the continuous develop- ment and qualification of employees are core building blocks of HR management. To this end, the Lufthansa Group developed a comprehensive talent management phi- losophy in 2014. It provides for a clear and uniform understanding of talent manage- ment across the entire Group and gives all employees a clear means of orientation. At the same time, all talent management processes and instruments were adapted to the Lufthansa Group’s five Leadership Principles (see page 73) and supplemented by new innovative concepts. Leitmotif: “Every employee has talent!” The basic principle of the new talent management philosophy is that all employ- ees have talent. One of the aims here is to create an environment in which employees are increasingly empowered to shape their development themselves. The Lufthansa Group supports this path with correspond- ing talent management instruments and processes. These offer each employee more individual scope for shaping and assuming responsibility for their personal development. An example for the success of this approach is the response to the new transparent process for filling vacancies at the upper management levels: More than 1,700 candidates applied during the reporting year for nearly 250 managerial positions. In addition, a stronger focus is placed on the fostering of talent as a central task of all managers. For this purpose, talent management creates adequate measures for all job phases an employee passes through within the Company – from recruit- ment to retirement. Promoting horizontal career paths Careers do not have to climb steadily upwards – on the contrary. Instead of always aiming at the next step on the hierarchical ladder, the Lufthansa Group’s talent management would also like to enthuse employees to engage in horizon- tally-oriented internal and external career paths. After all, a change on the same level can also guarantee a multitude of opportu- nities for further development. A large potential for this type of a move is offered by the about 540 companies within the Lufthansa Group. In future, a number of measures will make it easier to fulfill rota- tion requests by managers and employees between business segments. A current pilot project is investigating which factors are relevant for employees when changing jobs between Lufthansa, Swiss and Austrian Airlines and how such changes can be facilitated. This may include trans- parent conditions for transfers or assistance in finding child care solutions or a tax advisor. This question becomes even more important when a job change involves a move to another country. Success and the ability to innovate depend largely on qualified and motivated employees. Therefore, talent management is an important field of action for HR management at the Lufthansa Group and an integral part of its value- oriented Company policy. Taking individual needs into account and providing matching measures ensure the methodical, professional and personal devel- opment of employees. Talent management Charting tomorrow’s course today Sustainability Report Balance // Issue 2015 // Lufthansa Group // 83

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