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For us in Human Resources, sustainability means incorporating social and environmental responsibility into our HR strategy and day-to-day work with our employees; in our area, the focus is particularly on social responsibility. As a family business, the Coroplast Group is generally concerned with long-term relationships with its customers and employees. This is only possible if colleagues feel that they are valued for their achievements, but above all as people. This is expressed, for example, in a comprehensive training program that goes beyond purely technical topics and deliberately also promotes personal development. We also cultivate an environment that emphasizes shared successes because that creates satisfaction. These values are further embedded as part of our broad-based training programs.
After all, employees should be able to perceive the impact of their work among colleagues, in customer contact, and perhaps even in society. Our strong commitment to electromobility can be an example of this. All of this requires different forms of collaboration, flexible working conditions – and digitization that enables data-based, transparent decision-making.
We have the impression that the expectations of junior staff in terms of sustainability in the sense of social and ecological responsibility are steadily increasing. There is now a growing sensitivity to this issue at all career levels. We can deal with this well in our HR management because these issues have long played a role for the company. As early as 2020, we set out to systematize our sustainability goals and activities and present them in a structured manner. In this way, we can confidently meet the recruiting challenges of finding and retaining qualified employees – in the context of digitization with new job profiles, competencies and expectations of applicants – and even see this as an opportunity.
For us in HR, sustainability means incorporating our social and environmental responsibility into our daily work with our employees. They should feel that they are valued for their achievements, but above all as people.
Yes, of course, the responsibility we assume as a company for our society and our environment is also an issue when it comes to retaining employees. As part of our human resources development, we offer many benefits for all employees and, for example, are constantly expanding our range of continuing education programs. We train our managers, and promote our young talent – to this end, we have doubled our apprenticeship positions in Germany over the past few years and added new, future-oriented apprenticeship professions as well as dual study programs. In addition to our personnel and succession planning, which is designed to ensure a seamless supply of qualified specialists, we promote a culture of learning and open exchange because we are convinced that this has a positive impact on our employees.
To achieve this goal, we take a variety of approaches: For example, we submit ourselves to external assessment with the "Top Employer" seal and also to internal assessment with the "Great Place to Work" research and and consulting institute®". We are also very proud of our top 10 ranking in "Germany's Best Employers," a ranking by the weekly magazine Stern and the renowned market research agency Statista, which surveyed 43,000 employees throughout Germany for this purpose.
I am convinced that with active participation opportunities we can sustainably increase employee satisfaction, letting them become enthusiastic brand ambassadors.
Open, trusting communication and an honest feedback culture - in all areas and across all levels. I am convinced that we can increase employee satisfaction with active participation opportunities and letting them become our brand ambassadors.
Participation opportunities include regular exchanges between management and the Works Council, quarterly meetings of department heads, and "terrace talks" held several times a year, where our employees can talk to our CEO and Chair of the Management Board, Natalie Mekelburger. There are formats such as team development workshops and individual annual reviews for all employees. We also have a global intranet that provides comprehensive information and the opportunity for feedback. And of course, don't forget our information and dialog offerings on Facebook, LinkedIn and Kununu.
We are committed to the goal of filling at least 60 per cent of our vacant management positions with internal employees. Another specific goal is to reach a diversity quota of at least 30 per cent among all senior management positions by 2030. This is ambitious, particularly in view of the situation on the labor market – but we are confident that we can meet this challenge.
A lot is already happening internationally, too: Following the surveys by "Great Place to Work® " in Germany, we conducted the voluntary and anonymous survey first in Poland and then at eight other international locations of the Coroplast Group. The participation rate was fantastic everywhere, and there was a lot of positive feedback - which of course made us very happy. However, the survey results also provided us with many valuable approaches for potential improvements.
So you see, sustainability influences our human resources management in all facets - from the Coroplast Group's shared responsibility for the environment and climate, to a wide variety of social aspects, to efficient, trustworthy corporate governance.
Thank you very much for the interview, Ms. Reinhold!