Training and education (GRI 404)
Management approach training and education
Qualified and committed employees are essential for the future success of Geberit. The company therefore sets particular store on the solid education and further training of all employees and on equal opportunities.
New employees are introduced to the company and its products through various job orientation programmes on joining the company. These range from individually designed introduction talks in various departments to the one-week basic course that provides practical knowledge about Geberit 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 launched for performance assessment, professional development and compensation management. In the reporting year, valYOU was also rolled out at all production sites. A key element of valYOU is succession planning for each individual position. Furthermore, the further development of individual employees is also actively supported through systematic feedback discussions. In the reporting year, managers of the production sites took part in two-day management training sessions carried out across the Group. The core element of these sessions was the combination of theory and practice through the simulation of practical examples.
Training apprentices is of great significance at Geberit. Since 1963, Geberit has trained more than 600 apprentices in Switzerland. 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. For example, in Rapperswil-Jona (CH) there are currently 76 apprentices (22 new apprentices in 2022) being trained in eleven trades. State-of-the-art and in particular digital learning methods are used here.
The apprentices should already have 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 further intensified 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. Furthermore, the company works with BEST (Board of European Students of Technology). This non-profit organisation networks engineering students from 33 European countries.
For further information, see Business Report > Business and financial review > Financial Year 2022 > Employees.
Scope of training and education (GRI 404-1)
In the reporting year, employees across the Group attended on average 17 hours of internal and external education and further training (previous year 11.3 hours). The reason for the strong increase can primarily be attributed to the fact that training sessions that could not take place in 2021 because of COVID-19 were made up for, that more training sessions took place in months with low orders in production, and that senior managers took part in comprehensive management training in the reporting year. 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)
Together with an external training provider, Geberit developed a leadership development programme in 2022 with the goal of strengthening leadership skills and establishing a consistent management culture. By the end of the year, five local initiatives focussing on leadership and development topics had been launched in the Group companies.
A further focus was on the training offered to top management. Some 220 senior managers took part in a comprehensive management training course in the reporting year. The goal is to give the managers new strategic and methodical impetus, to improve their own management skills, and to strengthen Group-wide networking and cross-functional cooperation.
The Potentials Management Programme aims to identify talents throughout 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, 90 employees took part in these programmes. The Potentials Management Programme is intended to help fill at least half of all vacant managerial positions with internal candidates. In 2022, this was achieved for 57% of all Group management vacancies (previous year 50%).
The Operations Development Programme (ODP) was set up at the start of 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. The programme takes four years and is divided into several phases. In the initial onboarding phase, candidates get to know the culture, philosophy and processes at Geberit. This is followed by a second and third phase in which the participants are assigned responsibility for exciting, international projects under close supervision by a member of senior management. In 2022, young talents again started out on their career paths at the production sites.
In 2022, 283 apprentices (previous year 278) were employed. The transfer rate to a permanent employment relationship was 83% (previous year 85%). Furthermore, 101 internships were made available and 47 Bachelor and Master theses supervised.
For further information, see Business Report > Business and financial review > Financial Year 2022 > 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. Around 87% of all employees took part in appraisal interviews in 2022 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.