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

With more than 17,000 employees worldwide, Sika sees 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 in particular up to date regarding their relevant 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:

 

COMMITMENTS

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

 

GOALS AND TARGETS

Sika has no explicit target 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.

 

RESPONSIBILITIES

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

 

SPECIFIC ACTIONS

  • 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. One key activity in the year under review was the development and launch of the Sustainability Academy program within the framework of the Sika Business School. This program sets out to train employees from national subsidiaries as sustainability experts to enable them to press ahead with implementing the “More Value – Less Impact” strategy at a local level. The first course was attended by employees from various business segments from 15 countries in the EMEA, North America, Latin America and Asia/Pacific regions. The interaction between trainer, experts, and participants as well as the discussion of key elements of Sika's strategy, best practice examples, group work, presentations, and sharing of project and technical experience were viewed as positive by all involved. The Sustainability Academy will be repeated in 2017 and is set to become an integral part of the Sika Business School's training program. The aim is to initiate even more activities in the sustainability focus areas and achieve further progress.
  • 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 based on 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 for training and development needs.

Disclosure 103-3: Evaluation of the management approach

Sika evaluates its management approach through:

  • Monitoring: Sika measures the quality of its training on a regular basis. Sika strives to record training hours on a regular basis. Training hours are reported quarterly internally to headquarters, where results are followed up on and necessary actions are being taken.

 

Furthermore, management evaluates on a yearly basis the needs of its employees for training and development especially in the fields of management, sales, technical and functional competence. The management approach has been reviewed and proven to be effective.