Working at Bayer: Excellent Perspectives
Our business success is based to a large extent on the knowledge, skills, commitment and satisfaction of our employees. As a modern international employer, we offer our employees attractive conditions and wide-ranging individual development opportunities.
The key to this is our highly effective system of vocational and ongoing training, which we are continuously extending. Alongside professional training, we focus on conveying our corporate values (LIFE) and establishing a dialogue-oriented corporate culture based on trust, respect for diversity and equality of opportunity.
That plays a part in employee satisfaction – along with our responsible approach to structuring working conditions, which includes fair and respectful treatment at work, a transparent, competitive and equitable compensation system, company pension plans, the ability to combine working with family commitments, flexible worktime arrangements and a working environment that fosters health.
On December 31, 2016, Bayer employed approximately 115,200 people worldwide. Personnel expenses for continuing operations rose in 2016 to €11,357 million (2015: €11,176 million).
Number of Bayer Employees by Segment, Dec. 31, 2016
High Level of Vocational Training
Vocational training plays a key role at Bayer in order to meet the need for skilled employees. We provide sound training in more than 20 different occupations and offer more vocational training places than required to meet our needs. In Germany alone, around 1,145 young people embarked on a vocational training course at Bayer in 2016. In addition, Bayer offers trainee programs in Germany in areas such as financial management, human resources and engineering. Furthermore we give young people an opportunity to gain an early insight into a practical work environment. Overall, we provided some 2,800 professional internships for students around the world in 2016.
Bayer pursues a sustainable human resources policy. The objectives and principles are based on our corporate values, known by the acronym LIFE, which are valid throughout the world. LIFE stands for Leadership, Integrity, Flexibility and Efficiency. These values encapsulate the core elements of our corporate culture, which combines a strong focus on performance and development with a high degree of social responsibility. At the same time, they are a simple and practical guide for employees in their work.
A key aim of our personnel development strategy is to create an environment where all employees have the opportunity to develop their full potential. In the spirit of “lifelong learning”, we help employees in all fields broaden their knowledge and skills and keep up with the latest changes throughout their working lives. Support ranges from knowledge sharing and peer learning to programs that take up new trends and perspectives. On average, employees at our significant locations of operation received 22.1 hours of vocational and ongoing training in 2016.
Advancing Knowledge and Leadership Skills
Fostering employees’ individual abilities, talents and strengths is another key factor for Bayer’s future success. Sustained success is only possible if we create working conditions that allow all employees to utilize their talents optimally and therefore contribute to innovative solutions. We therefore actively support lifelong learning as part of our philosophy of people development and managing demographic change. Our aim is to empower all employees to broaden their knowledge and skills and keep up with the latest changes throughout their working lives.
At the heart of our ongoing training concept is the Group-wide Bayer Academy, which bundles our extensive continuing education offerings for employees and which was once again honored with the renowned Brandon Hall Group Excellence Award in bronze in 2016. Alongside systematic development of managerial employees, it offers continuous professional training through various functional academies.
Group target 2017: continuous improvement in employee engagement.
Examples of Continuing Education in 2016
|Training courses ||Key aspects / goals ||Attendances in 2016 |
|Global Bayer Academy |
|Leadership training, general management training ||Systematic management development program based on the LIFE values to facilitate a uniform understanding of leadership worldwide. ||16.700 |
|Bayer Finance Academy ||Modular program for systematic introductory training and continuous professional development for employees in finance, accounting, auditing, controlling and tax ||1240 |
|Bayer Human Resources Academy ||Various training formats for HR departments to enhance their competencies as advisors and partners for the various business units ||2576 |
|Bayer Operational Excellence Academy ||Experience from the established Lean and Six Sigma concepts is used to simplify working processes. ||320 employees |
|Bayer Procurement Academy ||Training in procurement-related topics, specifically for procurement staff ||Open offering of self-taught and coaching programs for all procurement staff |
|Commercial Excellence programs at the subgroups ||Practical programs to provide market-related background knowledge and improve customer orientation ||1679 |
|Enhancing Performance & Feedback Culture ||Obligatory program for employees with personnel responsibilities with the goal of enhancing the performance and feedback culture. ||1168 |
| || || |
|Global knowledge and skills training in specific areas |
|Introduction to the company ||A wide range of training courses are offered on these subject areas for various employee groups from all parts of the company. ||80,340 employees with 490,964 attendances on 537,148 training days |
|Communication, working methods and project management |
|Business administration and law |
|Languages and intercultural skills |
|Information technology and SAP |
|Marketing, sales and customer focus |
|Research, production and technology |
| || || |
|Group focus |
|Cultural and gender balance in management ||Topics: economic benefit of greater diversity, differences between cultures and genders, examples of best practice in the Group; these are used to develop action plans for the individual areas of responsibility. ||332 |
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|Programs at the subgroups and divisions |
|“Fit in Production” (FIP method) (Covestro) ||Qualification program for Covestro production employees aimed at achieving a comparable level of qualification at production sites worldwide. This program has been running since 2010 and has been implemented at 18 sites to date. Global curricula have been developed for 25 of the most important product lines, with 1 of these being compiled in 2015 ||491 trainers and FIP coaches have qualified since 2010, including 27 in 2016 |
|Occupational safety ||Web-based training on occupational and plant safety ||23.830 |
|"BayLearn" (Pharmaceuticals, ConsumerHealth) ||These programs cover 87 countries. Their primary focus is to support operational and technical competency enhancement and to fulfill the regulatory compliance requirement (GxP) for documented evidence that all staff have appropriate training and qualifications. ||151,468 hours of web-based training and over 112,823 hours of on-site training with more than 535,624 attendances |
|FIT Office (Business Services) ||FIT Office is a special training program that enables the company to meet changing personnel requirements from within its own workforce. It was set up specifically to support employees in applying and preparing for new positions. Its role also includes providing individual advice to place employees in suitable positions and train them in the necessary skills. The FIT Office program won the German Training Award in the category “Innovation” in 2015. ||223 employees on 2,290 training days |
Diversity and Internationality
Present and future employees attach great importance to achieving a balance between employment and their personal and family lives. In many countries our commitment in this area goes well beyond the statutory requirements. We offer our employees flexible working hours and support in child care and caring for close relatives.
In 2015, Bayer introduced uniform conditions for short-term mobile working in Germany through a new General Works Agreement with the Works Council. In addition, employees in Germany can convert part of their salary into free time through the “BayZeit” long-term account. There are similar programs in other countries as well.
Bayer enables both men and women to take parental leave. Since national parental leave regulations vary widely from country to country, we only compile data for our significant locations of operation. These represent a selection of countries in which we generate around 81 percent of our sales. 1,621 women and 687 men at these locations took parental leave in 2016. By the end of the year, around 1,583 employees on parental leave had returned to work.
Employee Compensation and Benefits
Our compensation system combines a basic salary reflecting performance and responsibility with elements based on the company’s success, plus extensive additional benefits. Adjustments based on continuous benchmarking make our compensation internationally competitive.
We attach great importance to equal pay for men and women, providing fair and competitive compensation and informing our employees transparently about the overall structure of their compensation.
Alongside attractive compensation for their work, Bayer contributes to the financial security of its present and former employees after their retirement.
Respecting Employee and Human Rights
We believe regular feedback is necessary for the continuous development of our employees and our organization and that it helps us adapt to changing requirements. Alongside our performance management system, we use 360° feedback. This insight from colleagues and business associates is designed to foster the performance and leadership behavior of our employees and support their professional development.
Our most important feedback tool at the corporate level is our Group-wide employee survey. Every two years, this gives us competent feedback from our employees on our strategy, culture and working conditions. Since the last survey in 2014, we have launched a variety of initiatives and improvements worldwide to overcome the shortcomings identified in specific areas. The next employee survey is scheduled for spring 2016.
Bayer Senior Experts Network – The Knowledge Retention Initiative
The Bayer Senior Experts Network is designed to utilize the knowledge and potential of retirees by employing them as consultants on important projects. Retirement is the start of a new phase in an employee’s life. It also involves changes for Bayer when the experience of long-serving employees, their expertise and broad general overview is suddenly no longer available to the company. This loss of knowledge will even increase in the future by demographic change. To counteract this problem, Bayer launched the Bayer Senior Experts Network (BaySEN) initiative at the end of 2010.
Careers at Bayer