Winning and developing talent

In the global competition for the best talent, the recruitment of well-trained experts, especially highly qualified engineers, plays a particularly important role at Linde. We cooperate with universities and research institutions across the world, seeking to attract newly qualified graduates. During the year under review, the Group launched an initiative at eleven Chinese universities to recruit graduates for its operating business, sales, and research and development. More than 2,000 students attended the presentations put on by Linde. In Europe, Linde has been conducting its second two-year European Graduate Programme since 2011. This offer is aimed at international graduates with outstanding grades.

Worldwide, Linde provides training opportunities in various technical and commercial areas. In Germany, for example, we offer training in 17 different careers. In 2012, depending on the division concerned, between 90.4 and 100 percent of apprentices and trainees in Germany who completed their training were offered at least a fixed-term contract. The number of apprentices and trainees as a proportion of the total number of employees in The Linde Group was 1.1 percent in 2012, 57 percent of which were based in non-German companies.

Employee vocational and further training

 

 

 

 

 

 

 

 

 

 

 

 

 

2012

 

2011

 

2010

 

2009

Employees who have taken up training opportunities

%

 

75.6

 

64.4

 

59.1

 

53.8

Training days per employee

 

 

2.0

 

2.3

 

2.0

 

1.6

Expenditure on training programmes per employee

 

292

 

268

 

241

 

216

Apprentices and trainees in total workforce

%

 

1.1

 

1.3

 

1.3

 

1.4

Apprentices and trainees in Germany

%

 

3.1

 

3.6

 

3.5

 

3.7

As well as recruiting the right talent, development programmes are an important element of our HR strategy. The Group offers a range of initiatives designed to continuously develop its employees and to support them in their learning and change processes. These training and development measures are subsumed in the Linde University. As part of its related Global Talent Circle development programme for middle managers, Linde set up a cooperation project with the China Europe International Business School, for example. Over 14,000 courses have been delivered through Linde University since these training programmes were established. In Asia, an e-learning portal was established in 2012, offering around 300 courses. This portal covers all business functions, offering employees flexible development opportunities over the Internet.

3,400employees completed change management training

Workshops on change management are held to give employees the chance to discuss the issues at stake. Since these workshops were introduced in 2010, around 3,400 members of staff have attended them. Mentoring schemes are used to make it easier for new employees, in particular, to integrate into the Group. In North America, for example, Linde runs a mentoring programme with more than 200 participants. Succession planning for the Group’s management team is also a key component of our long-term approach to HR development. In 2012, Linde held a planning workshop for around 100 strategic positions. The aim is to recognise and nurture potential, and to ensure knowledge transfer. In acknowledgement of its HR initiatives, Linde achieved a leading position in the ranking of "India’s Best Companies to Work For" in the year under review.

In what areas could Linde engage more actively for social issues?

Global Reporting Initiative

UN Global Compact

Measuring sustainability

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Stakeholder questions in 2012