Our ongoing training program comprises a wide range of work-related programs that enable employees to broaden and update their knowledge and abilities or acquire new skills, for example by learning a language or acquiring leadership competencies.
Examples of continuing education offerings
|Training categories||Conception and implementation level|
Global General Management Training
|Knowledge and skills training in the areas:
- Introduction to and knowledge of the company
- Leadership skills
- Communication and efficient working
- Business administration and law
- Marketing, sales and customer orientation
- Languages and intercultural skills
- Information technology & SAP
- Research, production and technology
- Corporate compliance
- Human rights
- Changes in technology (Personalized Workplace Program)
- Supplier management/Supplier Code of Conduct
- Occupational safety (PEGASUS)
- Fit in Production (FIP) at BMS
|Continuing education offerings for employees outside worktime||Local/National|
These individual training offerings are supplemented by special training courses and continuing education programs at the subgroups and service companies. These are geared to company-specific needs.
One example is occupational safety. Last year alone, around 30,000 training sessions, mainly in production, took place across the Group through our online training program PEGASUS. In addition, Bayer has Group-wide programs on issues of relevance to all employees. These include our compulsory training in corporate compliance and human rights training.
Group-wide programs include a range of offerings for employees identified as “talents” and “high potentials.” These programs are designed to prepare selected employees at managerial level for their future role.
In order to establish a uniform leadership philosophy for the entire Bayer Group, Competence Training & Development (CT) at Bayer Business Services has developed a management training program for use worldwide. The program is specifically tailored to Bayer's values and is designed to give all managers in the Bayer Group around the world a sustained and uniform understanding of what Bayer understands by leadership. The program is divided into a number of modules such as “Learn to Lead” and “Bayer Leadership Excellence,” which gradually prepare managers for their leadership role in the Group. To ensure lasting success, CT uses additional telephone coaching to help managers put the modules into practice. The international rollout started in Europe and North America in 2010 and the program is now being introduced in Asia. A special train-the-trainer program was developed for this purpose in Leverkusen and has been implemented in the regions. In the final step, Latin America will be included in the program.
In 2010, Currenta strengthened its management culture and stepped up dialogue between employees across departments and hierarchical levels through the “Take the lead” program. The aim is to motivate all employees to utilize their competencies profitably and extend their knowledge. The initiative includes the continued use and extension of established tools such as 360° feedback and a Pulse Check questionnaire. For the first time, employees were asked to rate the attractiveness of their employer and for their views on leadership qualities. An extensive seminar program for managers including modules on leadership and personnel development has been developed specifically for Currenta in order to strengthen the leadership competencies of the company‘s managerial employees and drive forward personnel development.
In 2010, Currenta initiated a collaboration with Hogeschool Zuyd in the Netherlands, offering a university course for employees. The collaboration enables Chempark employees to take a part-time degree course at the university’s site in Heerlen, leading to a Bachelor of Applied Science or Bachelor of Engineering.
Knowledge transfer and best practices
Utilizing knowledge in production is the purpose of Bayer MaterialScience’s “Fit in Production” program. The principal aim is to ensure that all production employees have a comparable level of qualification and can therefore respond safely and appropriately at all times. This global program standardizes the content of training. Every plant included in this continuing education program goes through a FIT Loop. During this process, production experts, production supervisors and their teams jointly develop best-practice training concepts and case studies that can be used for training in the production plant. They then implement these among their colleagues in the plant. The special feature of the FIP method is that as well as establishing training concepts and drafting detailed practical training overviews, employees gain methodological knowledge.
An integrated continuing education concept for laboratory staff in Medical Chemistry at Bayer HealthCare’s Wuppertal site has also proven very effective. The aim is to extend the knowledge of the approximately 190 laboratory staff and utilize it for the benefit of the entire organization. Elements include, for example, a series of in-house seminars for laboratory technicians. Over a three-year period, laboratory managers give participants a deeper understanding of the principles of organic chemistry. In addition, in-house colloquia are organized once a month to help experienced employees broaden their knowledge. Speakers include technical staff and laboratory managers. The concept also includes workshops to address difficult issues.
Activities in India, Hong Kong and the United States
Bayer HealthCare runs a mentoring program in India too. The underlying aim is to bring together talented youngsters and more experienced colleagues. For one year, managers act as mentors for one mentee each from different parts of the company. The first mentoring program for three upcoming managers was completed in 2010.
Bayer CropScience also offers a range of training programs in India. These serve to foster the development of young high potentials and employees over 40. The courses run by the XCEDO Academy mainly target regional managers, field marketing managers and the frontline field force. Similarly, the NEIV management program comprises further training for high potentials. The two-week “Prayaas – Effort” program has four core themes: Share, Care, Teach and Grow. It comprises knowledge transfer workshops and voluntary activities such as fundraising. In addition to its measures in India, Bayer CropScience organized a range of other training and development programs in 2010. These ranged from a Leadership Academy to training in creative and unconventional ways of thinking and the three-year Passport Program for senior managers.
Bayer MaterialScience runs a variety of training programs in Hong Kong. Alongside a training initiative and a development program for talented employees, these include graduate trainee and volunteer programs. The volunteer programs give employees an opportunity to undertake voluntary work with young people or senior citizens or to engage in environmental protection.
In the United States, Bayer runs “Sustainability Thinking Education Pilot” (STEP), a three-stage program introduced in December 2010. Interested employees can take a web-based training program to achieve the first level: Sustainability Contributor. This is followed by a two-day workshop with an expert leading to a qualification as a Sustainability Practitioner. The third step is a one-day workshop, leading to the goal of Sustainability Leader. The content of the program includes business value, contextual intelligence, sustainability principles and creative thinking.
In 2010, these measures were complemented by the work of the Competence Training (CT) unit at Bayer Business Services. Many of the projects outlined here, for example, the “Fit in Production” program at Bayer MaterialScience, could not have been realized without input from CT. Thousands of employees undertook a wide variety of web-based training (WBT) modules created by the team at BBS. Examples are the compliance and data protection WBT modules. A health management program to reinforce work-life balance was also introduced in 2010.