In view of the demographic development in Europe and the worldwide growing competition for qualified employees, it is becoming increasingly important to ensure that Henkel positions itself as an attractive employer. This includes seeking out talented students around the world, addressing them on a personal basis, and forging close bonds with them as early as possible. By offering challenging internships, and through the “Career Track” student recruitment program, we aim to establish intensive contacts with university graduates. One such example is the Henkel Innovation Challenge, a competition which is open to students in all disciplines in eleven European countries. It offers us the opportunity of becoming acquainted with highly qualified, motivated and talented students.

Regular employee assessments are an essential prerequisite for the further development and motivation of our employees. In confidential meetings between employee and supervisor, development potentials are identified and training measures defined on the basis of the individual’s strengths and weaknesses. Managers have to ensure that employees are assigned challenging tasks, while also supporting them through ongoing training measures and coaching, to further their continuous development. Since 1998, we have been using the Management Competencies Assessment worldwide as a tool for judging the performance of our managerial staff.

In 2004, the MCA was thoroughly revised, with assessments to be carried out annually rather than every two years, to encourage more frequent feedback meetings and thus to continuously promote the individual development of staff. The assessment criteria were harmonized with the criteria of Henkel´s other assessment tools, such as those used for hiring tests and by assessment centers. The twelve management competencies cover aspects of personal commitment, problem solving capability, and the ability to work in a team. The MCA helps supervisors and staff to analyze requirements, conduct and skills. On the basis of strengths and weaknesses identified in each case, appropriate training measures can be defined and development possibilities identified. In order to optimally link assessment and training, core elements of the training program have been realigned so that they also reflect the twelve dimensions of the MCA.

In 2008, we set up a Development Round Table for the purpose of identifying talent, and for the systematic employee development and career planning of our management personnel. In each organization unit, teams of managers hold round table discussions to plan the further development of the employees who report directly to them. We started with the top management levels in 2008, and in 2009 the process will be widened to cover all management personnel worldwide.

We also use an appropriately adapted assessment and development system for our non-managerial employees. Supervisors assess their employees not only on the basis of their performance to date but, in a confidential discussion, agree on concrete measures for their future personal and professional development. These may include training at the workplace, seminars, and added responsibilities, as well as preparation for future tasks and demands. This enables employees to recognize what is expected of them, what their strengths and weaknesses are, and where they can improve. The individual measures are documented in written form and are reviewed at suitable intervals. The new advancement instrument was devised along the lines of the “Management Competencies Assessment” (MCA) for assessing managerial staff.

Ongoing training is available to all employees in the form of seminars, workshops, eLearning and modules for targeted professional development. Each Henkel employee spends an average of about 2 days each year participating in job-related and personal development seminars for the purpose of acquiring skills above and beyond those gained during ongoing training in the workplace. In 2008, training programs for our employees ranged from international research and development conferences for our product developers to regional workshops on financial reporting in accordance with international standards. Other examples include regular training courses for our sales and distribution staff to deepen their knowledge of the sustainability performance of Henkel’s industrial products.

These activities are supplemented by the intranet-based “Click and Learn” portal, which was introduced in 2001. It provides learning opportunities online – especially software, language and management courses. This makes it possible for a wide circle of employees to acquire new knowledge individually at the times that suit them best. The use of online learning to prepare for and follow up on classical seminars that require personal attendance is especially effective.

We have developed new material, taking account of diversity and inclusion aspects, for local and global management seminars. This material will be a fixed part of our training courses from 2009. To disseminate practical experience and theoretical knowledge at the highest level, we have cooperated since the early 1990s with external partners and leading international schools of business. In 1997, we established the Henkel Global Academy for our management personnel. An average of 420 managers attend the Academy each year. In 2008, the Association of German Chambers of Industry and Commerce (DIHK) recognized the concept of language-integrated communication training developed by Henkel. Our employees can use this when necessary to learn a new language or improve their language skills.

We also organize targeted international job rotation programs between international Henkel subsidiaries. They contribute to the transfer of know-how within the Group and give employees the opportunity of furthering their personal development. In 2008 alone, some 400 employees were assigned expatriate positions outside their home countries.

Training and awareness of employees play a crucial role in successfully focusing our activities on sustainability. Our worldwide sites therefore regularly assess the training needs of their employees and integrate appropriate environmental protection and health and safety seminars in their basic and advanced training programs.

At Henkel’s largest production site, in Düsseldorf-Holthausen, employees attend training courses given by qualified environmental protection instructors. The basis for this is the plant agreement reached between the Management Board and the Works Council in 1988, which was updated in 2003. The expanded agreement includes a web-based training module called “Discovering environmental protection and sustainability.” This online program helps employees to acquire basic knowledge on environmental protection, including air pollution control, protection of surface waters, and waste management.