Competence and commitment
Sika’s success is based on the expertise and entrepreneurial spirit of its employees. Decisions and responsibilities are delegated to the appropriate level of competence. Employee training and development is given a high priority. Sika aims to provide training for all employees, to develop tomorrow’s leaders, and to focus on promoting internal candidates. However, training courses are not the only means of developing and disseminating know-how. The most important way of learning is through everyday practice, where team results are key to the success of the company as a whole.
Sika gives preference to internal candidates for specialist and management appointments. In the last four years, for example, Sika‘s senior management roles have almost all been filled internally. The long-term nature of our employees’ career prospects is one reason why the voluntary labor turnover rate is just 6.2% (2015: 6.6%). At middle-management level too, the company attaches great importance to the professional development of its employees. Global and regional staff development programs not only convey know-how and skills, but also motivate employees by inspiring a strong sense of identity, which essentially reflects Sika‘s corporate values and principles. In the year under review, over 180 employees attended courses held as part of the regional leadership development program. 2016 also saw the nomination of some 40 staff members for the global leadership program, which extends over a period of 18 months.
Training and Development
Sika is proud to have a large number of long-serving employees. It sets great store by employees who stay with the company and share their know-how and experience for as long as possible. Sika regards internal and external training courses as key development tools for its more than 17,000 employees. The company also encourages more extensive training programs. Through its partnerships with distinguished universities, Sika is able to ensure that the training it provides incorporates the latest industry trends and technological developments. In the year under review, Sika spent approximately CHF 9.9 million (previous year: CHF 11.1 million) on staff development. The aim is to provide at least ten hours training per year for each employee. In 2016, this figure stood at 12.4 hours (2015: 11.9 hours).
Sika Business School
The Sika Business School offers programs in the areas of management development and talent development. In the year under review, the school ran 12 courses for junior managers. Sika continued its partnership with the International Institute for Management Development (IMD) in Lausanne, Switzerland. Among other things, over 100 managers took part in a training course on leadership and strategy.
The Sika Business School also places particular emphasis on the area of sales and marketing, offering numerous courses to develop the sales force. Furthermore, many training courses on Sika products and their applications take place at local and regional level. The company‘s expertise in advising customers is thus fostered worldwide. In the reporting year, various online and offline offerings plus a new, purpose-designed e-learning software application were launched as part of the overarching SikaLearn concept. One key goal during implementation was to integrate the SikaLearn concept in the new (SikaWorld) intranet, also introduced in 2016.
Number of employees
The number of employees rose by 0.8% during the year under review to 17,419 (previous year: 17,281). The regional distribution of Sika employees is as follows: EMEA : 9,083 (previous year: 9,079), North America: 1,818 (previous year: 1,653), Latin America: 2,349 (previous year: 2,437), Asia/Pacific: 4,169 (previous year: 4,112).
The age structure at Sika is broadly balanced: 15% of employees are under 30 years of age and 23% over 50. Sika wants to offer its staff long-term prospects with the company. Over 95% of employees have permanent employment contracts.
Together, all Sika employees generated a net added value of CHF 1,935 million in 2016 (previous year: CHF 1,755 million). This corresponds to a net added value per employee of CHF 112,000 (previous year: CHF 103,000).
Sika’s global presence and associated proximity to customers make it extremely important to integrate different cultures and share experience and know-how across national boundaries. The company firmly believes that the diversity experienced by employees on a daily basis is one of the factors in its success, especially at senior management level. At courses and seminars, Sika managers are encouraged to give high priority to diversity in team and project planning.
Sika counts more than 49 nationalities among its senior managers.
Women account for 22.7% of the total headcount (previous year: 22.3%) and 17.4% of managers (previous year: 16.6%). Sika is constantly working to increase these figures.
Labour and Social Standards
Sika companies and their employees comply with global and local labor and social standards. Furthermore, all employees are bound by the Sika Code of Conduct, regardless of where they work and in which function. The Sika Code of Conduct is binding even in cases where local laws are less stringent. In addition, as a signatory of the UN Global Compact, Sika prepares its reporting in accordance with the GRI standards. To ensure that the interests of all stakeholders are represented and to reaffirm our commitment, Sika is also a member of the World Council for Sustainable Development.
The Sika Code of Conduct protects and ensures compliance with human rights. The company respects the right to freedom of association. However, it must be noted that Sika also operates in countries where the right to freedom of assembly and collective bargaining are restricted by national legislation.
Sika tolerates neither child labor nor any type of slavery and observes all laws and guidelines in respect of discrimination in any form. Sika actively promotes a recruitment policy aimed at achieving a diversified workforce. Chapter 9 of Sika’s Code of Conduct establishes a zero tolerance approach to harassment and discrimination in the workplace. In the reporting year, the compliance system was again strengthened in order to further promote the Sika Group‘s culture of trust, transparency and openness.
Every year around 20 internal audits and 10 external audits are conducted, corresponding to some 20% of all Sika national subsidiaries. Among other things, these audits ensure compliance with the applicable labor and social standards.