Sustainable Training Initiatives
Best qualified people who understand their business and who know how to create added value for our customers are the key for Sika's success. In order to enable performance Sika invests in the development of employees and provides trainings and education on global, regional and local level.
With regard to sustainability topics Sika trainings give a clear understanding of which sustainability issues are relevant for the specific tasks and which are a priority for the specific market. In this context it's important to us to improve the organization's ability to successfully lead change and to perform according to sustainability concepts and methodologies. Furthermore participants of our sustainability trainings learn how to successfully engage with different stakeholders.
Why is training and education a material aspect for Sika?
With over 17,000 employees worldwide, Sika sees training and education as crucial for retaining and grooming its workforce. The company has a large proportion of longtime associates and is aware that it needs to keep these valued colleagues in particular up to date regarding their relevant knowledge and abilities.
How does Sika manage training and education?
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 development and continued training activities, Sika promotes the individual skills and initiative of its employees and encourages their entrepreneurial engagement, at the same time as accommodating 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 with regard to training and education but strives to offer every Sika employee 10 hours of training per year, and a fully-fledged training seminar for managers.
The responsibility for training and education lies with line management, following 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 a number of 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.
Curriculums 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.
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.
As this is the first GRI G4 Report, the conclusions of the evaluation of the management approach will be covered in the next reporting cycle.