One of the cornerstones of our successful business activities, along with our employees’ skills and commitment, is the considerable degree of diversity in the workforce. At Hannover head office alone, for example, the members of staff come from altogether 39 different nations, a reflection of the international dimension of our operations. Diversity and the advancement of women are topics that have come under increasing public scrutiny in recent years. Within the Hannover Re Group, too, it is evident that women are under-represented in the company’s higher hierarchical levels. With a view to changing this, the Executive Board initiated a number of measures geared specifically to furthering women in their professional development. In 2017 we therefore launched another implementation round of our in-house mentoring programme for women at the Hannover location, which will end in March 2018.
The specific focus of the internal mentoring programme on a purely female group of participants is part of our initiative to give targeted support to promising junior female managers by raising their profile in the organisation and giving them individual support. The number of participants was expanded to seven mentoring tandems. Mentoring refers to a protected, non-hierarchical partnership of fixed duration. Female employees (mentees) are paired with senior managers (mentors) for a period of twelve months to engage in a targeted, regular dialogue. In the course of the mentoring programme the mentees are encouraged to reflect on their professional development to date and to take steps to actively shape their future career. They also gain insights into new fields of work and are able to learn from their mentor’s experience. We are particularly pleased that as many as three members of our company’s Executive Board are participating as mentors in the 2017 / 2018 round of the programme.
Our worldwide Code of Conduct stipulates that nobody may be disadvantaged on grounds of his or her gender, ethnic origin, religion or ideology, disability, age or sexual persuasion. Salary increases and promotions follow a clearly defined process.
|Goal to be achieved by 2017:|
Promoting diversity and a work / life balance
|Continuation of the mentoring programme for female employees with the aim of increasing the proportion of women in management positions||The first round of the programme was completed in 2016. Information events for a new round were held at the end of 2016 and the internal application process was set in motion. As a result, the next round of the mentoring programme got underway in March 2017.|
|Training / awareness-raising of executives||An executive seminar was held on “Gender-specific Communication”. This forms an integral part of our further training programme for managers that continued in 2017.|