Our highly qualified workforce is a key success factor for WACKER. We compete with other companies for highly-qualified technical and managerial employees in a market where the number of suitable applicants is declining. We counter this risk with a series of personnel-policy measures. For example, we offer exemplary benefits, performance-oriented compensation and attractive training programs to retain employees over the long term. We also offer a wide range of working-time models and policies, and opportunities to achieve work-family balance.
For executive positions, WACKER has a detailed successor planning process and deputizing regulation. The aim is to avoid – at all times – any potential gap in decision-making and expertise that could impair WACKER’s business whenever an expert or decision-maker leaves the company or is otherwise incapacitated. For each upper management post, WACKER’s successor planning process involves the observation of up to three potential candidates, whose potential and performance are evaluated. In successor planning, WACKER distinguishes between short-term needs (up to two years) and medium-term ones (two to four years). Regardless of the above distinction, WACKER has appointed a deputy in every instance when an executive is absent or ill for a lengthy period of time.
In the second half of 2009, the rapid pace at which swine flu was spreading significantly increased the risk of a global pandemic. WACKER has had a pandemic preparedness plan since 2005. It helps minimize employee health risks during crises and maintain business processes. It includes regulations and documented procedures on how to deal with employees who have fallen ill, as well as guidelines on business trips to affected regions, and rules concerning site access checks. Plus, we store flu medication and other resources (such as medical gloves and disinfectants) that can be used in the event of a pandemic.