Value through Innovation25 October 2014

Employees

We offer our employees demanding and challenging tasks. Boehringer Ingelheim needs employees who innovate – the future of our company depends directly on its innovative capability.

Our employees are the guarantors of this capability and our most important corporate asset. They form the core of our corporate culture as a family-owned company that lives out its responsibility and builds on mutual respect and fairness.

Our employees – our greatest asset

Responsibility for employees

Our company’s social responsibility has always been expressed in its core business and social benefits have always been an important part of the culture of the family-owned company Boehringer Ingelheim.

The 25th jubilee of Boehringer Ingelheim in 1910

During our company’s early years, founder Albert Boehringer introduced remarkably progressive and generous social measures for his employees. The first works health insurance scheme was established in 1902. A 14-day holiday with subsidised travel, graded according to years of service, was introduced in 1910. And in 1912 a company pension scheme was added for all employees after 20 years’ service.

The company pension scheme steadily expanded and now includes a company-financed pension and employee-financed, or partially employee-financed, pension.

Boehringer Ingelheim actively contributes to statutory pension insurance and private provisions; its benefits support the social system. A very special corporate culture and working environment have developed on the basis of mutual respect and fairness – values constantly fostered by Boehringer Ingelheim during its more than 125-year history.

Change management – a competitive workforce a key success factor

The external environment of the pharmaceutical market is changing rapidly. The company has therefore defined securing a competitive workforce as one of a number of key success factors and a corporate strategic topic of top priority.

It has therefore successfully implemented a systematic approach to manage change at the company. This well-structured change process will help and support all employees to better understand the common Boehringer Ingelheim culture, values and the overall corporate vision.

Change management encompasses both organisational change management processes and individual change management models, which together are used to manage the people side of change.

This involves:

  • analysis and planning of change
  • communicating change
  • winning acceptance of new behaviours
  • changing from the status quo to the desired situation
  • consolidating and institutionalising the new situation

Talent management – development of employees

Talent management is about ensuring that the company has the right people in the right position at the right time at all levels in the organisation.

By adopting a global talent management approach as a strategic priority we aim for a competitive advantage.

This will mean greater stringency in how we

  • develop our people
  • sustain their employability and
  • develop the capabilities of our high-potential and highly professional experts for current and future roles.

In 2010, Boehringer Ingelheim continued to roll out and implement its globally integrated talent management approach.

The aim of talent management is that all employees should be able to develop within their job or towards new roles. They shall be enabled to grow through new challenges and the company will achieve improved results. The overall talent management cycle of Boehringer Ingelheim is comprised of several core elements. (see graph)

Supported by a global web-based talent management system, all of our employees worldwide can access, work on and execute their individual development plans which are aligned with our business needs.

Furthermore, we develop our employees for challenging opportunities ahead, both nationally and internationally.

Apprentices in Biberach Germany

Boehringer Ingelheim’s human resources programmes are also focussing on young people. Every year in the German operating units a multiplicity of young people receive vocational training within the highly regarded and well-established Boehringer Ingelheim apprenticeship programmes.

Leadership development

To deliver on our talent management goals, our leaders must understand how to leverage employees as our most important resource. This requires leaders committed to developing and coaching employees and focusing on identifying, growing and developing future leaders.

Leadership development programmes

Our leadership development philosophy is based upon self-awareness as the crucial foundation for leaders to deliver results and build the Boehringer Ingelheim of the future.

In 2011, leadership development programmes for three target groups were rolled out:

  • Global Strategic Leadership Programme for participants who lead at a global enterprise level
  • Regional Leadership Development Programme for participants who lead a business or function
  • Global Management Development Programme for participants leading others and demonstrating potential to become future global leaders

All programmes are based on our Leitbild (guiding principles), vision and values as well as the global strategy of Boehringer Ingelheim.