Our employees are our most important resource and the foundation of our success. Weidmüller can only remain efficient and fit for the future with motivated, healthy and qualified employees. We attach great importance to an appreciative corporate culture, diversity as well as employee development and the promotion of young talent. The health and safety of all our employees is our highest priority. Racism and discrimination have no place at Weidmüller. Since 2009, we have explicitly committed ourselves to the Diversity Charter .

Number of employees and staff turnover

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Key figure calculation:

Number of employees by gender (worldwide).

Interpretation:

The total number of employees has grown by 2% in each of the last two years. Women made up about 35% of the workforce, with the gender distribution remaining relatively the same.

Vision:

The aim is to continue to grow the number of employees in line with demand. An increase in the proportion of women is welcomed and encouraged.

Note:

No values are currently available for the third gender.

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Key figure calculation:

Voluntary departures in relation to the average number of staff (main location in Detmold).

Interpretation:

The rate is at a very low level and is evidence of high staff retention. By comparison, the turnover rate in the metal and electrical industry was 10% in 2018.

Vision:

The aim is to continue to achieve a high level of staff retention and thus keep the turnover rate low.

Education, qualification and promotion of young people

We have brought all of the training topics in the company together under the umbrella of the Weidmüller Academy. Here, we take care of the training of our junior staff with an extensive range of apprenticeships and dual study places.

At the heart of our staff training is our digital learning management system with an extensive range of online courses and digital knowledge resources. This offer is supplemented by numerous face-to-face trainings and extensive topic- or target group-specific educational programmes.

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Key figure calculation:

Proportion of apprentices, dual students and trainees in the workforce (Germany).

Interpretation:

The young talent rate of 6% could be maintained in 2020 despite the difficult global situation.

Vision:

An optimal junior staff quota is geared towards the needs of the specialist departments as well as to long-term trends. Not only the future capacity needs, but also the necessary competences must be taken into account.

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Key figure calculation:

Proportion of apprentices, dual and sponsored students taken on with a permanent contract (Germany).

Interpretation:

In 2020, despite the difficult global situation, the adoption rate increased by 3 percentage points and reached 70%.

Vision:

Our declared goal is to take on all trainees and dual students after they graduate. Taking into account graduates who are going to university or planning their future outside Weidmüller, we are aiming for a takeover rate of ≥80%.

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Key figure calculation:

Sum of all participant hours divided by the total number of employees (worldwide).

Interpretation:

Data collection has been taking place since 2019 following the establishment of a learning management system. The reduction in 2020 is due to the pandemic. The seminar duration has decreased significantly due to the switch to online formats, but the absolute number of participants has increased significantly.

Vision:

Efforts are being made to rebuild face-to-face training and to further expand online training after the pandemic.

Occupational safety and health promotion

The health and safety of our employees is always our top priority. With our comprehensive occupational safety management system, we ensure that risks are identified in advance and systematically minimised. Human-friendly and ergonomic workplace design is an embodied practice at our company.

Our occupational health management ensures that the health of employees is not only protected, but also additionally strengthened. Low accident figures and a low sickness rate testify to the success of our measures, whereby we work every day to become even better in the interests of our employees.

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Key figure calculation:

Number of accidents with at least 1 day lost divided by productive hours (main production sites).

Interpretation:

The LTIFR has increased slightly since 2018. The increase is due to the frequency of accidents at the German plants. In 2020, reduction measures have been implemented, which have already brought about a slight improvement. The measures will be continued in 2021.

Vision:

In the long term, the aim is to achieve a value below 4 through further accident prevention.

Note:

LTIFR stands for "Lost Time Injury Frequency Rate".

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Key figure calculation:

Absence time in relation to planned working time (main location in Detmold).

Interpretation:

The sickness rate has been reduced in recent years through targeted measures and has also been kept below the level of the regional industry benchmark. A low sickness rate reflects, among other things, employee satisfaction.

Vision:

The aim is to further reduce the disease rate. Measures include raising awareness among employees and prevention within the framework of occupational health management.

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Key figure calculation:

The number of participants in health measures in relation to the workforce (main location in Detmold).

Interpretation:

The reduction in the participation rate by over 10 percentage points in 2020 is due to the pandemic.

Vision:

The goal is to include half of the workforce in the health promotion measures. In the process, the range of online measures is to be increased in order to reach as many employees as possible.

Relevant sustainability activities