Disclosure 103-1: Explanation of the material topic and its Boundary

With more than 25,000 employees worldwide, Sika views training and education as crucial for qualifying, retaining, and grooming the capabilities of its workforce. The company has a large proportion of longtime associates and is aware that it needs to keep these colleagues up-to-date in terms of their knowledge and capabilities.

Disclosure 103-2: The management approach and its components

Sika’s management ensures that employees receive adequate training. The management approach for training and education within Sika includes the following components:

With a cooperative management style, and diverse continuing professional development and training activities, Sika promotes the individual skills and initiative of its employees and encourages their entrepreneurial engagement so that they can keep up with the company’s dynamic development. Sika recognizes, monitors, and continuously improves the performance of its employees.

Sika has no explicit targets regarding training and education, but strives to offer every Sika employee at least 10 hours of training each year, and managers a fully-fledged training seminar.

The responsibility for training and education lies with line management, in accordance with the principles of Corporate Human Resources and the Human Resource manuals.


  • Management Development: Sika’s performance and talent management system has been the mainstay of management development activities for many years. Designed to identify and develop managers’ skills, it facilitates systematic employee succession planning in the respective organizations, while promoting company growth by continually pinpointing new talent. Potential managers are developed at different levels, either through continuous training initiated by the respective national organization or provided by the Sika Business School.
  • Sika Business School: The Sika Business School provides global, hands-on courses in the areas of management and talent development as well as marketing and sales. Regional Sustainability Academies set out to train employees from local subsidiaries as sustainability experts, thereby enabling them to drive and accelerate implementation of the “More Value – Less Impact” strategy at a regional and local level. In the year under review, Sika organizations of the regions initiated, managed and coordinated local sustainability activities and projects planned in the 2019 Regional Sustainability Academy Programs. The Sustainability Academy will be repeated in the future and is set to become an integral part of the Sika Business School’s training program. The goal is to initiate even more activities in the area of sustainability and achieve further progress. Another key part of the Sika Business School is the Operations Academy that provides training for Operations managers, with the aim of developing and increasing their knowledge on how to run a manufacturing facility with a short-, medium- and long-term approach. This initiative allows the establishment of an international network aimed at sharing challenges, advice and best demonstrated practices within Sika.
  • London Business School: For the development of its more than 200 Senior Managers, Sika and the London Business School are offering a three-day program on strategy and leadership skills under the banner “Building Together our Future
  • Curricula include project assignments reflecting current everyday business situations. Members of Group Management and other line managers are involved in development activities to ensure that training remains relevant to practical needs. Product- and application-based knowledge is delivered by academies whose course content and organization are defined by target market managers. With the focus on practical applications for Sika products, these training programs promote customer advisory skills.
  • Training Programs: Training activities for each Sika employee are determined on the basis of the evaluation by the line manager. Each employee should attend at least one training course per year (internal or external). All non-management functions are evaluated and managed by their line managers and Human Resources to identify training and development needs.



Sika evaluates its management approach through:

  • Monitoring: Sika monitors its performance regarding training and education on a regular basis. Internal reports are sent quarterly to the Sustainability and Operations Technology team, where results are followed up and management approaches adapted accordingly

Furthermore, Sika monitors and evaluates the effectiveness of its management approach according to target achievement.