Demographic Change

WACKER has been addressing demographic change intensively for many years. The average age of the Group’s (permanent) workforce was 43.1 on the 2010 reporting date. Employees at non-German sites are younger (average age: 41.8) than in Germany (43.5). In-house studies have shown that the number of employees over 50 in Germany will double between 2006 and 2017 – from 22 to 44 percent.

The age structure abroad varies greatly from region to region. Staff at Asian sites are comparatively young (average age: 35.6), while staff at US locations have an average age of 48.5. Age structure variations are not exclusive to WACKER. They reflect each continent’s and country’s age structure.

Demographic Analysis of German and International Sites in 2010 Demographic Analysis of German and International Sites in 2010 (line chart)

To maintain our long-term innovative and competitive strength and to acquire and retain highly qualified employees, we have formulated ten strategic goals. We intend to:

1. Systematically promote health.
2. Create corporate value by appreciating all age groups by introducing sweeping changes in our approach to aging and involving managers and employees.
3. Encourage and demand vocational training and job flexibility across all age groups.
4. Secure expertise for the future, and transfer knowledge in a systematic and binding manner.
5. Develop instruments to manage and regulate the transition to retirement.
6. Orientate compensation to levels of performance and expertise.
7. Maintain and enhance WACKER’s attractiveness for employees.
8. Intensify advertising and recruitment efforts aimed at professions critical to WACKER’s success.
9. Pursue forward-looking strategies for in-house vocational training.
10. Act as a corporate citizen by fostering scientific and technological interest in youth at an early age.

To achieve these goals, we have introduced a number of measures – ranging from employee health programs through to basic and advanced training. These are intended to maintain employees’ job flexibility. We are putting increased effort into acquiring talented and committed young staff. One example is the “PIng” project (a personnel-marketing strategy targeting engineers), intended to inform aspiring engineers of career opportunities at WACKER. It revolves around intensive contacts with universities, e.g. in the form of project-planning courses, site tours for students, opportunities for internships and for preparing degree theses. WACKER also attends job fairs at universities.