Sustainability Report 2018

HR management and workforce structure

Why this topic is important to us

Whatever success we have, it is achieved by our employees. Accordingly, we want to offer our employees working conditions that meet their expectations and that motivate them to apply themselves with passion and a focus on results. This is also how we intend to prevail in the ongoing competition for talented and dedicated skilled professionals, which has arisen as a consequence of the shortage of specialists, particularly in the technical professions that are important for us. For these reasons, the concerns of our employees are a priority for us.

Michael Bernhardt (quote-portrait)

„Integrity and compliance are integral components of Bilfinger’s strategy and corporate culture. We stand for the highest standards of safety and quality. We don’t compromise in this regard.“

Michael Bernhardt, CHRO Bilfinger SE

Our concept

Ultimate responsibility for human resources lies with Michael Bernhardt, a member of the Executive Board. Our Group-wide HR processes and initiatives are elaborated by Corporate HR, which works out of our corporate headquarters. This function also defines the minimum standards applicable to human resources, e.g. for HR reporting, for remuneration schemes, employer branding, talent management, and deployments abroad. Our Group-wide personnel measures focus on the fields of “employer attractiveness,” “employee development,” “occupational safety,” and “equal opportunity.”

Implementing our minimum human resource standards is the responsibility of our HR business partners at the various Group companies. They serve as contacts for the management and the employees of the individual companies. So-called “Regional HR Heads,” who are appointed for each division, serve as liaisons between Corporate HR and the Group companies. In Germany, Austria, and Switzerland, tasks pertaining to HR administration, such as payroll accounting & settlement, are performed by a .

Appropriate Group Policies are in place to ensure that the relevant measures and initiatives are implemented and that Group-wide HR standards are observed. So-called are used as additional informational aids to communicate the key regulations and procedures set out in the Policies.

In order to standardize our landscape of processes and systems, which has become highly heterogeneous in the wake of acquisition-driven growth, we continued our rollout of the project in 2018. The project’s goal is to harmonize the differing HR systems and to implement an integrated solution across the Group. This convergence of HR processes and systems throughout the entire Group will be a key step towards improved efficiency and transparency, and better integration of local units, thereby also enabling quicker and better decision-making.

Workforce structure

As of the end of 2018, the Bilfinger Group workforce comprised a total of 35,905 employees (prior year: 35,644). This represents a 0.7 percent increase over the prior year. Of these, 7,405 employees were deployed in Germany (prior year: 7,896) and 28,500 were deployed abroad (prior year: 27,748), whereby the number working in non-European countries was 8,483 (prior year: 8,144).

Table
Employees by region

 

 

2018

 

2017

 

Change in %

Germany

 

7,405

 

7,896

 

–6

Rest of Europe

 

20,017

 

19,604

 

2

North America

 

4,005

 

3,257

 

23

Africa

 

781

 

803

 

–3

Asia

 

3,697

 

4,084

 

–9

Group

 

35,905

 

35,644

 

1

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

 

 

2018

 

2017

 

Change in %

Engineering & Technologies

 

9,267

 

8,347

 

11

Maintenance, Modifications & Operations

 

24,847

 

24,897

 

0

Other Operations

 

1,251

 

1,877

 

–33

Headquarters / consolidation / other

 

540

 

523

 

3

Group

 

35,905

 

35,644

 

1

Chart
Employees by business segment
Employees by business segment (pie chart (switch))
Employees with temporary contracts (not including apprentices and trainees)

 

 

2018

 

2017

 

 

Total

 

Temporary

 

in %

 

Total

 

Temporary

 

in %

Engineering & Technologies

 

9,135

 

316

 

3,5

 

8,207

 

363

 

4,4

Maintenance, Modifications & Operations

 

24,323

 

641

 

2,6

 

24,377

 

1,193

 

4,9

Other Operations

 

1,200

 

39

 

3,3

 

1,768

 

33

 

1,9

Headquarters / consolidation / other

 

524

 

13

 

2,5

 

511

 

14

 

2,7

Group

 

35,182

 

1,009

 

2.9

 

34,863

 

1,603

 

4.6

Employee groups

 

 

2018

 

2017

 

 

Salaried

 

Industrial employees

 

Total

 

Salaried

 

Industrial employees

 

Total

Engineering & Technologies

 

5,424

 

3,843

 

9,267

 

5,398

 

2,949

 

8,347

Maintenance, Modifications & Operations

 

6,023

 

18,824

 

24,847

 

5,876

 

19,021

 

24,897

Other Operations

 

628

 

623

 

1251

 

799

 

1,078

 

1,877

Headquarters / consolidation / other

 

530

 

10

 

540

 

514

 

9

 

523

Group

 

12,605

 

23,300

 

35,905

 

12,587

 

23,057

 

35,644

Average age of employees

 

 

2018

Engineering & Technologies

 

40.9

Maintenance, Modifications & Operations

 

42.2

Other Operations

 

41.1

Headquarters / consolidation / other

 

43.4

Group

 

41.9

Average years of service per employee

 

 

2018

Engineering & Technologies

 

7.9

Maintenance, Modifications & Operations

 

9.3

Other Operations

 

9.8

Headquarters / consolidation / other

 

10.2

Group

 

9.0

Table
Age structure of the workforce

 

 

2018

 

 

Men

 

Women

 

Total

< 20

 

451

 

34

 

485

20–29

 

5,158

 

745

 

5,903

30–39

 

8,553

 

1,160

 

9,713

40–49

 

7,489

 

811

 

8,300

50–59

 

7,836

 

711

 

8,547

≥ 60

 

2,792

 

165

 

2,957

Group

 

32,279

 

3,626

 

35,905

Chart
Age structure of the workforce
Employees by age structure (pie chart (switch))
Shared Service Center
Organization or department that combines certain service processes
View Glossary
Knowledge Card
A graphic presentation documenting the guidelines and policies in force at Bilfinger in an easily understandable and structured summary
View Glossary
HRcules
Program serving the harmonization of various different HR management systems in place at Bilfinger
View Glossary