Human resources

Personnel strategy

Aurubis’ business success is founded to a significant degree upon the company’s capable, productive and committed employees, meaning the personnel strategy is of central importance. It is continuously developed on the basis of the business strategy and corporate values, together with the operating entities. In the process, internal areas of improvement are taken into account, as well as changes and trends on the employment markets and in society.

In fiscal year 2015/16, our strategic HR work has focussed on various areas, including the targeted development of our employees’ skills through modern training and continuing education, and through up-to-date personnel development formats. The development of management skills in light of changing roles and responsibilities was especially significant. Furthermore, the identification of talent was another key issue within the scope of reliable personnel and successor planning. We revised the performance management system across the Group and developed new formats for targeted feedback and performance evaluations, which are now being implemented.

We are improving communication among our specialists and managers through cross-site and cross-functional projects and initiatives. In this way, we promote collaboration in the Group, create synergies and establish a culture of learning from one another for the purpose of continuous improvement.

Personnel structure

A total of 6,454 employees worked in the Aurubis Group worldwide as at September 30, 2016. Of this number, 56 % were employed at German sites and 44 % worked in other countries.

Aurubis Group personnel are mainly dispersed among the following countries: Germany (3,621), Bulgaria (841), USA (655), Belgium (570), Netherlands (314), Finland (237) and Italy (130).

Aurubis Group employees

AR15-16-P035-Aurubis-Group-employees

Aurubis Group personnel structure

AR15-16-P036-Aurubis-Group-personnel-structure

Diversity and promotion of female employees

Staff diversity is an important factor for the Aurubis Group’s sustainable economic success. This refers not only to diversity from a cultural perspective, but also from the perspective of national background, professional expertise, age group, as well as a gender-balanced workforce.

Aurubis employs people from many different countries. This diversity gives Aurubis access to an extensive talent pool and the benefit of the different perspectives and greater strength in problem-solving and innovation that come with cultural diversity.

A commitment to equal opportunities among male and female employees is not only enshrined in Aurubis’ Code of Conduct (Verhaltenskodex) but has been further reinforced by the signing of the Gender Equality Charter as part of the social partnership with employee representatives.

With the German law regarding equal participation of men and women in management positions in the private sector and in public service, a target of 20 % female managers was set for each of the first two management levels under the Executive Board. We missed this by a small margin at the first management level, in which six of 32 managers were female, for a proportion of 19 %. We achieved the target at the second management level, which currently comprises nine female employees out of 45 in total, equal to 20 %.

The proportion of female applicants for technical jobs is still low. Aurubis therefore continues to pursue the goal of raising awareness of technical occupations among women and recruiting them for these roles. We promote this by participating in initiatives such as mint:pink, for example.

The proportion of female employees in the Group is 12.1 %, slightly higher than the prior-year level of 11.9 %.

Employee compensation and profit-sharing

Aurubis has a consistent compensation system for its management. This compensation system is based on an analytical job evaluation, clearly established income brackets and a target bonus model with defined levels of performance measurement and weighting. These factors allow managers to assess what performance is required on the Group, function and individual levels, and how they should be evaluated.

Employees participate in the Aurubis Group’s success. Performance and success-oriented compensation is a fundamental element of the remuneration system at Aurubis AG. Motivated, high-performing employees make a decisive contribution to the company’s achievements and value. The performance of an individual is always assessed in connection with the performance of the team, the department or the production sector. Individual performance and collective team performance serve as parameters in this case.

In 2016, we once again gave employees at the German sites the opportunity to acquire a limited number of Aurubis AG shares at favorable conditions. Overall, 1,338 employees participated, purchasing a total of 26,240 shares.

Personnel recruitment

Demographic change continues to be a challenge for Aurubis. We respond to this by recruiting skilled personnel. We have implemented a targeted expansion of our marketing in universities in relation to technical and commercial professions. Our collaboration with partner universities has remained intensive. Moreover, we annually provide about 50 student internships in Hamburg, while scholarships and supervised thesis papers complete our offering to young potential employees. The new Aurubis Campus department has also played a role, expanding our collaboration with universities.

Education and training

Attracting specialists and managers who are appropriately skilled to meet the company’s needs is of central importance for Aurubis.

We once again took part in various fairs and events this year, for example the Talent Campus in cooperation with Hamburg-Harburg Technical University. The objective is to raise interest and recruit young people for technical vocations in the so-called MINT subjects (mathematics, informatics, natural sciences and technology).

The “Your Future Starts Here” career information day took place in Hamburg for the fifth time on June 18, with the purpose of attracting apprentices. Three apprentices were recruited directly and 60 additional invitations to interviews and long tests were distributed. Our sites in Stolberg and Lünen took part in the Apprenticeship Night once again.

At a reception on September 6, 2016, Hamburg Mayor Olaf Scholz and Aurubis AG Executive Board Chairman Jürgen Schachler welcomed 78 young people who began apprenticeships at Aurubis in Hamburg, Lünen and Fehrbellin in 2016. The Aurubis Group offers apprenticeships in 19 different vocations to young people. The integration and training of registered refugees is important to us. In the AV 10-Plus internship model, 12 school-age participants were introduced to various vocations and were supported in the attainment of a school certificate three days a week at Aurubis.

As of September 30, 2016, we employed 180 apprentices, making up a total of 8 % of the workforce. The proportion of apprentices with foreign citizenship was roughly 12 %.

To reinforce collaboration within Aurubis AG, there was an apprentice exchange across sites this year.

Staff and organizational development

The targeted personal development of our employees has high priority. The training offerings in our leadership and qualification program were developed and adjusted to the Group’s needs. Options for managers and foremen were expanded in particular. Furthermore, employees took part in a number of technical/specialist training measures as well.

In addition to individual, personal development, we also focus on professionally supporting change processes in different company divisions.

Thanks from the Executive Board

We would like to thank our employees for their work and dedication in fiscal year 2015/16. Only with the commitment and motivation of our employees was it possible to develop the Group successfully. Our thanks also go to the employee representatives, with whom we worked closely and constructively.