Employees & society

Employees across the world

Outlook

Occupational safety Global analysis of safety culture; training on the optimal use of loading systems at all Lincare sites
The best teams Analysis of the international experience of our senior managers; information and communication workshops on gender diversity for top management; specifying our target to increase the proportion of female managers
Attractiveness as an employer Discuss the findings of the global employee survey and plan measures to respond to those findings; evaluate the results from 100 focus groups about our attractiveness as an employer

Strategy

Our human resources strategy supports the business strategy of The Linde Group. People Excellence is one of the cornerstones of our efficiency improvement programme (High Performance Organisation or HPO). As part of this initiative, we established three priorities which are particularly important to our sustainable HR efforts: developing talent, a performance-oriented approach and corporate culture. Using these three priorities as a starting point, we have identified a number of key focus areas. These include future-oriented workplace models and attractive working conditions, talent management and equal opportunities. We award prizes to employees around the world who make particular efforts to uphold our company goals and company values. In 2014, we made an award to a staff initiative in the South & East Asia region. The aim of this initiative is to encourage the new generation of management, given the shortage of skilled personnel.

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Employees worldwide

 

 

 

 

 

 

 

 

 

 

 

2014

 

2013

 

2012

 

2011

1

Staff turnover rate relates to employees who left the Group voluntarily during the period under review.

As a result of the first-time application of the revised accounting standards, the sites in the scope of our reporting changed in the 2013 financial year. Accordingly, the key financial, environmental and employee KPIs for 2012 were adjusted retrospectively. In addition, the KPIs for employees, occupational health and safety and environmental protection for the year 2012 were retrospectively adjusted to account for the effects of the acquisition of the US homecare company Lincare.

Group

 

65,591

 

63,487

 

62,765

 

50,417

Gases Division

 

53,436

 

51,536

 

51,405

 

39,031

EMEA

 

21,779

 

21,544

 

21,636

 

20,920

Asia/Pacific

 

12,175

 

12,122

 

11,809

 

10,868

Americas

 

19,482

 

17,870

 

17,960

 

7,243

Engineering Division

 

7,330

 

6,997

 

6,564

 

6,319

Other activities

 

4,825

 

4,954

 

4,796

 

5,067

Employees in production

 

21,684

 

20,200

 

19,829

 

19,072

Employees in sales, marketing and distribution

 

31,851

 

31,778

 

31,249

 

22,172

Employees in research & development

 

390

 

367

 

385

 

342

Employees in administration

 

11,666

 

11,141

 

11,302

 

8,831

Temporary staff (in percent)

 

8.6

 

6.2

 

6.4

 

6.4

Staff turnover rate (in percent)1

 

10.0

 

9.4

 

10.1

 

6.3

Average length of service (in years)

 

8.4

 

8.9

 

9.3

 

9.8

As at 31 December 2014, Linde employed a total of 65,591 staff, an increase of 2,104 compared with the previous year-end. On average, 10.0 percent of employees left the Group in 2014 at their own request. Depending on the region, this turnover rate ranged from 2.6 percent in the UK and Ireland to 23.2 percent in North America. The relatively high turnover rate in North America is due to the integration of US homecare company Lincare into the Group. The overall turnover rate, which includes staff retiring, staff being dismissed and temporary staff completing their fixed contracts, was 14.2 percent.

Materiality: Talent management

Key indicators
Number of employees, training days per employee, expenditure on training programmes ; women in management positions , staff turnover rate

Target

  • Proportion of female senior managers to increase to between 13 and 15 percent by 2018

Business case
Social

  • Jobs with attractive working conditions
  • Training and professional development opportunities provided for employees
  • Contribution to political goals by supporting gender equality

Financial

  • Qualified and motivated employees enhance productivity
  • More attractive as an employer
  • Cost savings of EUR 70 million generated by the implementation of optimisation projects by employees in 2014

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