Systematic development and fostering of the diverse talents and abilities of our employees is vital for Henkel’s success. For this reason, we invest in the knowledge, creativity, and social competence of our employees.

In 2007, 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. 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 2007 alone, some 400 employees were assigned expatriate positions outside their home countries.

In view of the demographic development and growing competition for qualified employees, it is becoming increasingly important to ensure that Henkel is perceived as an attractive employer by the relevant target groups. 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 and undergraduates. As part of our recruitment strategy, we also work closely together with universities and professors, co-supervise dissertations and diploma theses, and stage joint workshops. All potential applicants – for positions as fulltime employees, part-time employees, interns or trainees – can contact Henkel directly in their own language in more than 50 countries through our Internet portal. In Austria, this new portal – i@pply – was rated the best electronic recruiting program of the 150 largest companies.

Regular employee assessments are an essential prerequisite for further development. In confidential meetings between employee and supervisor, development potentials are identified and training measures defined. Since 1998, Henkel has been using the Management Competencies Assessment (MCA) worldwide as a tool for judging the performance of its 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.

We also use an assessment and development system for our non-managerial employees. It is tailored to the demands they face and is adapted locally by the national companies, which are also responsible for its implementation. In contrast to a previously used system, the employees are not only assessed by their supervisors simply 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. In all cases, we systematically involve our employee representatives in the design of our personnel assessment tools.

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. 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.

The Henkel CEE Academy was established by the Company in 2001 to harmonize human resources development measures for its employees in the Henkel Central Eastern Europe (CEE) region and ensuring the implementation of uniform standards. Prior to this, each country had been responsible for its own training and continuing education activities. With the exception of sales training, there were very few examples of internationally coordinated human resources development programs. In 2001, the Academy was introduced step by step in the individual countries. Since 2005, employees from 30 CEE countries have been able to participate in either local courses or international seminars. The range of available seminars has been harmonized with Henkel’s central training program and includes obligatory training modules as well as individually tailored learning modules. The objective is two-fold: to develop operational expertise and to foster intercultural skills. Henkel has thus established a standardized human resources development program, designed to meet the needs of the region, which at the same time incorporates and expands the instruments used throughout Henkel for human resources development and steering. Furthermore, the Henkel CEE Academy encourages the development and strengthening of common values and a cross-organizational corporate culture.

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.” This online program helps employees to acquire basic knowledge on environmental protection, including air pollution control, protection of surface waters, and waste management.