Training and education (GRI 404)
Management approach training and education
Education and further training play a central role at Geberit in encouraging further qualifications and the innovative performance of the employees. As a technology-oriented company, Geberit is reliant on the innovative strength of its employees. Their know-how makes a significant contribution to the development of the company and the entire value chain. With an insufficiently qualified workforce, risks such as unsatisfactory product and process quality as well as reduced innovation and competitiveness increase. Geberit aims to minimise risks such as the departure of highly qualified personnel. The company invests in the promotion of education and further training and thus in the innovation capability of the employees. This both strengthens their adaptability to market changes and increases employee satisfaction and loyalty.
New employees are introduced to the company and its products through various job orientation programmes on joining the company. The programmes range from individually designed introduction talks in various departments to the one-week Welcome to Geberit course that provides practical knowledge in small groups.
A standard Performance assessment, Development and Compensation process has been in place since 2012. At the end of 2020, a new performance management process (“valYOU”) was successively launched for performance assessment, professional development, succession planning and compensation management. In the reporting year, “valYOU” was implemented at all sites. The managers at the sites take part in one- to two-day management training sessions carried out across the Group. The core element of these sessions was the combination of theory and practice. The new appraisal process now serves as the standard for all employees at the Geberit Group.
Training apprentices is of great significance at Geberit. Young people can start their careers at Geberit with a commercial, industrial or technical apprenticeship. The aim is to impart all the skills that are required for apprentices to pursue their chosen careers in a professional, independent and responsible manner. In Rapperswil-Jona (CH) there are currently 76 apprentices (21 new apprentices in 2023) being trained in eleven trades. State-of-the-art and in particular digital learning methods are used here.
The apprentices are already given the opportunity to get practical insights at other sites during their training. During a six-month assignment at a Geberit site abroad, they work on various projects or support day-to-day business there. Geberit is convinced that experience abroad and the transfer of know-how are an advantage for both young employees and the company alike.
Partnerships with universities and institutes were continued in order to counteract the increasing skills shortage. Locally, the Geberit companies are in contact with institutes of technology and universities regarding project-related collaborations to supervise Bachelor and Master theses and to gain students for internships. Geberit is also part of international engineer networks such as UNITECH, which unites renowned European universities, corporate partners and engineering students.
For further information, see Business Report > Business and financial review > Financial Year 2023 > Employees.
Scope of training and education (GRI 404-1)
In the reporting year, employees across the Group attended on average 14.5 hours of internal and external education and further training (previous year 17 hours). Unlike the previous year, apprentice hours at vocational school are no longer included. For key figures by gender and executive level, see Key figures sustainability > Employees and society.
Programmes for skills management and lifelong learning (GRI 404-2)
As part of the leadership development programme developed with an external training provider in the previous year, other local initiatives focussing on leadership and development topics were launched at three companies in 2023 with the goal of further strengthening leadership skills and establishing a consistent management culture.
The internal development programmes GROW and LEAD aim to identify talents in the company and support them along their path to middle or senior management. The programme includes topics such as strategy, digitalisation and the management of change processes. Issues investigated as part of project work are geared towards strategic tasks of relevance to Geberit and provide the decision-makers involved with concrete bases for action. In the reporting year, around 100 employees took part in these programmes. The internal development programmes are intended to help fill at least half of all vacant managerial positions with internal candidates. In 2023, this was achieved for 89% of all Group management vacancies (previous year 57%).
Geberit has been conducting the Operations Development Programme (ODP) since 2020. It is aimed at talented external and internal junior managers in the area of operations (production, logistics and purchasing). The aim is to recruit internationally mobile people with a technical background or who have studied engineering and who, in the medium term, should take up a managerial position at Geberit.
In 2023, 274 apprentices (previous year 283) were employed. The transfer rate to a permanent employment relationship was 65% (previous year 83%). Furthermore, 124 internships were made available and 24 Bachelor and Master theses supervised.
For information, see Business Report > Business and financial review > Financial Year 2023 > Employees.
Performance evaluation and career planning (GRI 404-3)
In everyday working life, the personal and professional development of each individual employee is encouraged in a variety of ways. This covers all areas of work, functions and age groups. 94% of all employees took part in appraisal interviews in 2023 at which development opportunities were also identified and discussed. As part of the standard global “valYOU” process on Performance assessment, Development and Compensation, supervisors and employees discuss performance and agree objectives at least once a year.