Training and Personnel Development

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Average number of hours spent on training increased from 12.8 to 14.4 throughout the Group

At Wienerberger, we believe in advancing and supporting our employees in a targeted fashion and in facilitating the cross-border exchange of knowledge. The average number of hours per employee spent on training increased from 12.8 in 2013 to 14.4 in 2014. These figures include internal and external initial and further training measures, but exclude international training events and on-the-job training.

Ø Training hours per employee by operating segment 1
2012 2013 2014 2
  Clay Building Materials Western Europe 17.6 15.2 16.0
  Clay Building Materials Eastern Europe 14.4 12.0 15.2
Clay Building Materials Europe 16.8 14.4 16.0
  Pipes & Pavers Western Europe 8.0 13.6 11.2
  Pipes & Pavers Eastern Europe 4.8 8.8 12.8
Pipes & Pavers Europe 6.4 11.2 12.0
North America 11.2 12.0 12.0
Holding & Others 14.4 8.8 15.2
Wienerberger Group 12.8 12.8 14.4

1 Internal and external initial and further training measures, per employee
2 Tondach Gleinstätten not included


Hours of training per employee increased in all operating segments

The number of training hours per employee increased in the Clay Building Materials Europe Division, as well as in the Pipes & Pavers Europe Division. Compared with 2013, the number of hours spent on training in the Holding & Others Division almost doubled, from the very low number of last year of 8.8 to 15.2. This was due to follow-up workshops for the participants of the 2014 Management Conference, some of them open to a larger group of participants, and several concurrent rounds of the cross-divisional Ready4Excellence program. The training hours are therefore in line with the average of the Group.

Average training costs per employee increased slightly to € 235

Along with the number of training days, the average training expenses per employee also increased from € 206 in 2013 to € 235 in 2014. We are convinced that the investment in the development of our employees will bring long term as well as short term added value for Wienerberger.

Targeted programs to advance and support our employees

In 2014, a number of initiatives were carried out within the Wienerberger Group to advance and support our employees and to encourage a cross-border exchange of knowledge:

Ready4Excellence, a cross- divisional further training program

Ready4Excellence: This cross-divisional further training program consisting of four modules is aimed at international key employees. Its contents and tools are designed to promote professionalization and the targeted implementation of the Wienerberger strategy across all countries. Intended to support personality development and the continuous development of our corporate culture, the program also focuses on communication and the importance of a feedback culture.

Workshops on MBTI profi les and leadership qualities for senior management

Follow-up workshops for senior management: The workshops were organized primarily for the participants of the 2014 Management Conference, although some of them were open to a larger group of participants, and addressed situations in everyday working life. The topics included the “MBTI Individual Profile” (Myers-Briggs type indicator), “Being in the Grip” and the “Key Leadership Challenge”.

Pipelife University, Lean Six Sigma (L6S) and the Pipeschool

Pipelife University, Lean Six Sigma and the Pipeschool: The Pipelife University is a training facility for all Pipelife employees, aimed at the implementation of Lean Six Sigma. As in the previous year, this well-known management system was at the focus of attention in 2014. The objective of Lean Six Sigma is to deliver qualitatively faultless products and services that completely and profitably meet customers’ needs. Employees trained in this method have successfully carried out over 80 optimization projects according to the principles of Lean Six Sigma. The Pipeschool is an online learning platform that offers lessons on Pipelife in general, Pipelife products, 5S (methodology for creating safe, clean and well-arranged workplaces) and visual management (organizational and communication concept).

Focus on networking and international knowledge transfer

All Wienerberger training programs are designed to support networking and an international transfer of knowledge. The programs provide tailor-made training for specific areas and support long-term succession management.

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