Sustainability Report 2017

Personnel management and structure

Why this topic is important to us

Whatever success we have, it is achieved by our employees. For this reason, we seek to provide our employees with working conditions that meet their expectations and that motivate them to apply themselves with passion and a focus on results. In this way, we also want to come out on top in the competition for talented and dedicated employees – a competition that has arisen in particular due to the increasing lack of skilled specialists in the technical professions that are important for us. For these reasons, the concerns of our employees are extremely important to us.

Michael Bernhardt (quote-portrait)

“Our business model as an industrial services provider is based on people. Our customers therefore see us primarily through our employees. Their commitment, their service mentality and their ability to solve problems decisively shape Bilfinger’s image in the market. Our personnel measures are thus targeted toward continuously motivating and qualifying our employees and offering them perspectives.”

Michael Bernhardt, CHRO Bilfinger SE

The concept we pursue

Responsibility for human resources lies with Michael Bernhardt, Member of the Executive Board. The Group-wide personnel processes and initiatives are developed by our Corporate HR department located at Group headquarters. Corporate HR also defines the HR minimum standards, e.g. for the HR reporting, for remuneration systems, for employer branding, for the talent management and for international assignments. Among the focuses of our Group-wide personnel measures are the areas of “employer attractiveness”, “employee development”, “occupational safety” and “equal opportunity”.

The HR Business Partners in the Group companies are responsible for the implementation of HR minimum standards. They serve as contact persons for management and for employees of the individual companies. So-called Regional HR Heads appointed for each division act as links between Corporate HR and the Group companies. In Germany, Austria and Switzerland, personnel administration, including such things as payroll, are carried out by a .

Implementation of the measures and initiatives as well as compliance with Group-wide HR standards are guaranteed by Group Policies. There are also Knowledge Cards that provide information on the most important regulations and procedures contained in the Policies.

To standardize the significantly heterogeneous process and system landscape that is generated by acquisitional growth, the HRcules project was started at the beginning of 2017. The objective of the project is the harmonization of the different systems and the implementation of a Group-wide and integrated solution. Standardization of the personnel processes and systems throughout the company is a key step forward toward greater efficiency, transparency and integration of local entities and thereby helps to allow for faster and better decisions.

HRcules

Future-oriented personnel work

Transparency, consistency, worldwide access and improvement of inter-company cooperation through harmonization of the process and systems landscape: These are the goals of the personnel project HRcules, which Bilfinger launched in April 2017 as part of a kick-off event. Among the most important components of the project is the Group-wide introduction of the cloud-based personnel system SAP SuccessFactors which standardizes HR processes and improves the organization of personnel data. Strategic issues such as succession planning, demographic change, training and education are also moved forward with HRcules.

Hrcules (photo)

How we counter risks

Deficits in the consideration of employee matters would have an impact on Bilfinger’s reputation and the awarding of orders. This applies in particular to the area of occupational safety and employee rights. We counter these risks with the management approach presented above, with the Bilfinger Code of Conduct and our Compliance program. The Executive Board is updated regularly on the status of occupational safety at Bilfinger and on compliance reports and violations.

Staff structure

At the end of 2017, the Bilfinger Group workforce numbered 35,644 (previous year: 36,946) employees. This represents a decrease of 4 percent compared with the previous year. In Germany, 7,896 (previous year: 8,961) employees worked for the Group while 27,748 people were employed abroad (previous year: 27,985). In countries outside Europe, Bilfinger had 8,144 employees (previous year: 7,289). 7,829 employees

Table
Employees by business region

 

 

2017

 

2016

 

Deviation in %

Germany

 

7,896

 

8,961

 

–12%

Rest of Europe

 

19,604

 

20,156

 

–3%

North America

 

3,257

 

2,849

 

14%

Africa

 

803

 

957

 

–16%

Asia

 

4,084

 

4,023

 

2%

Group

 

35,644

 

36,946

 

–4%

Chart
Employees by business region
Employees by business region (pie chart (switch))
Table
Employees by business segment

 

 

2017

 

2016

 

Deviation in %

Engineering & Technologies

 

8,347

 

8,977

 

–7%

Maintenance, Modifications & Operations

 

24,253

 

23,269

 

4%

Other Operations

 

2,521

 

4,140

 

–39%

Headquarters, other

 

523

 

560

 

–7%

Group

 

35,644

 

36,946

 

–4%

Chart
Employees by business segment
Employees by business segment (pie chart (switch))
Employees by university degree

 

 

2017

 

 

Salaried

 

University degrees in MINT subjects*

 

University degrees in other subjects

*

MINT subjects: Mathematics, information technology, natural sciences and technology

Engineering & Technologies

 

5,398

 

2,833

 

418

Maintenance, Modifications & Operations

 

5,584

 

1,097

 

600

Other Operations

 

1,091

 

184

 

75

Headquarters, other

 

514

 

91

 

194

Total

 

12,587

 

4,205

 

1,287

Table
Employees with temporary contracts (not including apprentices)

 

 

2017

 

2016

 

 

Total

 

Temporary

 

in %

 

Total

 

Temporary

 

in %

Engineering & Technologies

 

8,207

 

363

 

4%

 

8,842

 

333

 

4%

Maintenance, Modifications & Operations

 

23,759

 

1,193

 

5%

 

22,770

 

1,137

 

5%

Other Operations

 

2,386

 

33

 

1%

 

3,929

 

75

 

2%

Headquarters, other

 

511

 

14

 

3%

 

553

 

15

 

3%

Total

 

34,863

 

1,603

 

5%

 

36,094

 

1,560

 

4%

Chart
Employees with temporary contracts (not including apprentices)
Employees with temporary contracts (pie chart (switch))
Table
Employees by employment contract

 

 

2017

 

2016

 

 

Salaried

 

Industrial employees

 

Total

 

Salaried

 

Industrial employees

 

Total

Engineering & Technologies

 

5,398

 

2,949

 

8,347

 

5,819

 

3,158

 

8,977

Maintenance, Modifications & Operations

 

5,584

 

18,669

 

24,253

 

5,505

 

17,764

 

23,269

Other Operations

 

1,091

 

1,430

 

2,521

 

1,617

 

2,523

 

4,140

Headquarters, other

 

514

 

9

 

523

 

550

 

10

 

560

Total

 

12,587

 

23,057

 

35,644

 

13,491

 

23,455

 

36,946

Chart
Employees by employment contract
Employees by employment contract (pie chart (switch))
Average age of employees

 

 

2017

 

2016

Engineering & Technologies

 

41.0

 

40.5

Maintenance, Modifications & Operations

 

42.4

 

42.1

Other Operations

 

42.6

 

41.9

Headquarters, other

 

43.4

 

43.6

Group

 

42.1

 

42.1

Average years of service per employee

in years

 

 

 

 

 

 

2017

 

2016

Engineering & Technologies

 

8.9

 

9.1

Maintenance, Modifications & Operations

 

9.1

 

9.4

Other Operations

 

12.7

 

9.9

Other, headquarters

 

10.2

 

10.5

Total

 

9.3

 

9.6

Table
Employees by age structure

in years

 

 

 

 

 

 

 

 

2017

 

 

Men

 

Women

 

Total

<20

 

392

 

35

 

427

20-29

 

5,076

 

707

 

5,783

30-39

 

8,296

 

1,107

 

9,403

40-49

 

8,090

 

815

 

8,905

50-59

 

7,729

 

688

 

8,417

>60

 

2,532

 

177

 

2,709

Group

 

32,115

 

3,529

 

35,644

Chart
Employees by age structure
Employees by age structure (pie chart (switch))
Shared Service Center
Organization or department that combines certain service processes
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