Strategic HR management
Fostering the skills and dedication of all employees is a major pillar for sustainable success at HHLA. Long-term qualitative and quantitative personnel planning and development strategies for the entire company have been established in Hamburg. The ongoing development of specialist, management and project careers, and the permeability between different career paths, are the central aims of our HR strategy. The numerous options to create a work–life balance according to the employee’s current circumstances and the ongoing development of working-time systems form the cornerstone for long employee service at HHLA. Excellent working conditions and cooperation with employee representation bodies in a spirit of trust are fundamental to making HHLA an attractive and reliable employer and therefore also an important basis for HHLA’s business success. Employee recruitment and retention
HR management is established as a central division at Executive Board level. This organisational structure ensures that strategic HR guidelines can also be implemented throughout the Group. The performance of both specialist staff and managers is systematically enhanced and developed and continuously overseen by the HR management team. The same applies to all organisational development measures.
Action fields of HR strategy
The HR strategy of the German HHLA companies comprises five action fields: “Employer of Choice”, “Develop Further”, “Work Together”, “Resource Management” and “Co-Determination”. The action fields are based on the human resources end-to-end processes:
The strategic HR objectives include key issues such as developing new recruitment strategies and further enhancing HHLA as an employer brand. Participation-oriented co-determination processes are also to be further developed in cooperation with co-determination partners, managers and employees, in order to shape the future-oriented framework for HHLA’s business success. Moreover, existing resources in the field of HR are to be optimally aligned in future with the aid of innovative technologies, methods and concepts, and the range of services offered is to be continuously expanded.
The personnel development measures, together with the action fields “Develop Further” and “Work Together”, help to enable HHLA employees perform their roles skilfully as they deal with current and future challenges. In this regard, the focus is on success-critical areas of expertise, structural networking and a connective corporate culture. In 2024, the main focus was on areas of expertise such as “Leadership in uncertain times”, “Resilience” and digital skills were the focus. The development of leadership skills and establishing a modern understanding of leadership roles represents a key success factor for the ongoing transformation process.
Securing employment
The fundamental transformation process for the Hamburg container terminals has been named CTX. Innovation
The programmes also provide for the implementation of socially acceptable personnel measures. These include, for example, regulations relating to protection against dismissal and vested rights, as well as the more flexible staff deployment. Employees are also offered extensive training and development opportunities.