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Lufthansa Group Balance 2014 EN

is growing—including among our own employees. We therefore further developed our cooperation with Väter gGmbH, and we offer fathers an opportunity to take part in vari- ous events centered around the subject of fatherhood and work-life integration. With the exception of a contribution from participants towards the costs of a father-child weekend, the ­Lufthansa Group assumes the costs for all events in which employees wish to take part. Our employees are not left on their own even when it comes to providing care for other family members. Under the Elder Care pro- gram they receive help from the external service provider pme Familienservice, which since 1992 has provided employees with childcare assistance as well. Ú LH New Workspace— Innovative forms of administrative work are designed to improve work-life integration Work-life integration, home office options, and flexible workspace models are topics that modern personnel management must deal with. We are responding to these challenges by, among other things, introducing the inno- vative programs described along with new work-time models. A parallel change is taking place in infrastructure requirements, e.g. in offices. For this reason we conducted tests from October 2013 to April 2014, as part of our LH New Workspace pilot project, to get an idea of what the workspace of the future might look like in administrative departments. Two large work areas in the ­Lufthansa Aviation Center (LAC) at Frankfurt Airport were com- pletely redesigned for the test run. Employees from various departments subjected the new design to a practical test. With the working world becoming increasingly mobile, the focus has shifted to the problem of how to permit greater flexibility. Some 60 standard workspaces and various work modules, such as small conference rooms, video conferenc- ing capabilities, think tanks, etc., were pro- vided for the 90 employees involved in the test run, as we wanted to encourage for purposes Ú Further increasing the compatibility of career and family life The ­Lufthansa Group has been assisting its employees for many years with customized options for the care of their children. These include a choice of flexible work-time and workspace models along with childcare spots and emergency or vacation childcare spots in external institutions. Our goal is to further develop our childcare infrastructure with a focus on providing our employees with maxi- mum compatibility between the demands of career and family during the various phases of family life. With our in-house vacation child- care program Die Luftikusse—Kinder erobern die ­Lufthansa Welt (“The happy-go-lucky ones: Children conquer the ­Lufthansa world”), the ­Lufthansa Group took another step in financial year 2013 towards better work-life integration during summer vacations. In response to the vigorous demand for such services, there will be a varied vacation pro- gram for our employees’ children at the Frankfurt location during the 2014 summer vacation. During the reporting year we gave a great deal of thought to the question of where our employees might need even more help in balancing the demands of career and family. For this purpose we established the ­Lufthansa Family Conference dialogue format. The ideas workshop took place in early March 2014 in our Training & Conference Center in Seeheim. At the invitation of Dr. Bettina Volkens, the ­Lufthansa Group’s Chief Officer for Corporate Human Resources and Legal Affairs, roughly 70 employees from all areas of the ­Lufthansa Group discussed questions, ideas, and con- cerns relating to the topic of childcare. Partici- pants in the family conference specified which of the company’s options were useful, which should be expanded or improved, and what new options should be offered. We derived courses of action from the insights gained at the conference. One idea, a parents’ network, was championed by the association ­Lufthansa employees established in February. The number of fathers who want a more active role in family-related work of the project both activity-oriented work and the use of home office days. Ú Encouraging cultural dialogue Meeting and working with people of very different cultural backgrounds is a daily expe- rience in the ­Lufthansa Group. It is a source of fascination for employees and lends the ­Lufthansa brand its international flair. Direct communication conveys knowledge of the cultural backgrounds of colleagues and cus- tomers. At our major hub in Frankfurt, for example, there is constant cultural dialogue relating to information on current occasions or events associated with religious festivals, traditions, or exhibitions. And let us not forget the flight crews. In the Kulturraum (“Cultural Space”) continuing education events for pursers and flight attendants which are held over a period of several days, intercultural knowledge is amplified with service-specific aspects and understanding of specific national features is fostered. ß At a glance Ú Of our 118,214 employees, Ú 44.6% are women. They represent Ú 34.1% of all employees with ­responsibility for other staff, Ú 14.5% of all managers, Ú and 5.4% of all pilots. Ú 151 nationalities are represented in the ­Lufthansa Group worldwide. The average age is Ú 41.9 years. The percentage of employees in ­Germany with disabilities is Ú 4.1%. As per December 31, 2013 Sustainability Report Balance // Issue 2014 // Lufthansa Group // 89

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