Our goal is to achieve a well-balanced age structure which we measure using the Demography Index (DEX). We deploy the ‘Long-term Workforce Structure’ tool (LWS) for strategic analysis and planning to achieve this balanced structure. We use it to assess the development of the future needs and requirements for our workforce. Analyses provide us with key information, for example information on personnel development required for specific individuals or on the personnel that need to be recruited. Nearly half the workforce is older than 44 years of age, the percentage working in RWE companies located in Germany is 55 %. 14.1 % of the employees are older than 54 across the Group with 14.8% being older than 55 in Germany. More than one third of the current workforce in Germany will leave the company over the next ten years with an average pensionable age of more than 60 years and without taking account of the planned reductions in personnel.
Irrespective of the planned personnel reductions, age-related retirement of employees presents us with significant challenges against the background of skills shortages in specific areas. The additional requirements arising from the energy transition and our efficiency enhancement programme ‘RWE 2015’ bring about a further increase in complexity. Precise analysis of developments in our labour pool relating in particular to qualifications and location demonstrate that the age-related departures are not distributed evenly over time and they are not balanced evenly across the company, its departments and divisions. There are peaks among employees of the same age in some operational areas who then leave the company in cohorts – and the know-how they have built up over many years then leaves the company with them. The imminent shutdown of our nuclear power plants and the age-related employee departures are not mutually compensating.
The LWS tool allows us to obtain a nuanced analysis of the employee capacities required at present and in the future based on a number of factors including qualifications and locations. Depending on the situation prevailing in an organisational unit (adaptation to a new strategy, modified market requirements, technical and/or process innovations), a range of different measures can be initiated in the light of this analysis. For example, personnel requirements in operational areas which might have shortfalls in human resources in the future can be covered by redeploying employees from other organisational units. Personnel requirements can also be identified in other areas which can only be addressed through appropriate new recruitment.