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filling positions and managing performance, which was reorganized Group-wide to become standardized and transparent, and now takes diversity criteria into consid- eration automatically. Greater diversity in supervisory positions is also ensured by the rotation principle introduced in 2015, which limits management nominations to five years (see page 82, Diversity and equal opportunities). Another important pillar of the Lufthansa Group’s HR strategy is the project “Spirit” . Its focus is on tailor-made continuing edu- cation offers at the Lufthansa School of Business (LHSB), which promote lifelong learning and give employees the tools to meet the challenges of the modern working world successfully. Important impulses are also contributed by the Group talent management philosophy, which was intro- duced in 2014 and whose nine core mes- sages follow the guiding principle “Every employee has talent!” (see page 91). Modernization of the working environments The professional landscape of the future is global, digital and networked. The changes are fundamental and hold both opportuni- ties and risks. To adapt these conditions optimally for employees and fit the HR processes optimally to these develop- ments, the Lufthansa Group is now increas- ing its focus on the field of action “Modern- ization of the working environments” . This includes, among other steps, the optimiza- tion of HR management – for example with measures that increase both effectiveness and efficiency while reducing costs. The Lufthansa Group opens up further possibilities by reassessing development paths and proven programs for promoting junior employees, adapting and realigning these if needed. Furthermore, modern work environment models such as “New Work- space” at the Frankfurt location favor an autonomous and trust-based work culture. These measures make a significant con- tribution to securing the Group’s future viability and ability to create value over the long-term – just as an up-to-date health- care management, and a concept for an equilibrated work-life balance oriented by employees’ needs. The cover story “Changing working envi- ronment” , which precedes this report, offers an overview of changes in the professional world (see page 6). A view of the office world at the Lufthansa Aviation Center at Frankfurt Airport. Sustainability Report Balance // Issue 2016 // Lufthansa Group // 79

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