Employee advancement and development

  • Attracting, promoting, and retaining the best employees worldwide are the core elements of Human Resources Management
  • Successful implementation of the “Qualification for Tomorrow”, “Leadership & Corporate Values”, and “New Work” initiatives
Part of GNFK startEmployees at Schaeffler1)









Unless otherwise indicated, the employee figures refer to the reporting date of December 31 of the respective year.


Managers are defined as employees in a supervisory function. A new basis for calculation based on an adjusted definition of the management function results in different % values for the year 2018 compared to the previous year's report.


Initiated by employees; related to the average number of employees from 1/1/ to 12/31 of the year.

Number of employees, total







Average age in years







Average tenure in years







Proportion of female employees, total in %







Proportion of female managers, total in %2)







Labor turnover rate in %3)







Permanent employees in %







Part-time ratio, Germany in %







Distribution of employees by region1)

Distribution of employees by region (graphic)

1) The regions represent the regional structure of the Schaeffler Group.
Part of GNFK End

Compensation and company pensions

Compensation at Schaeffler is competitively positioned and the relevant legal requirements are fulfilled. In Germany, this means observing the General Act on Equal Treatment (AGG), among others. In addition, the company fulfills its obligations to provide information in accordance with the new Pay Transparency Act in Germany. Together with the Works Council, the Executive Board has taken all the necessary measures for this act.

Compensation at Schaeffler is individually based on the tasks and also includes performance-related components. Variable compensation models are also harmonized throughout the company. The compensation-relevant key figures are now consistently based on the target values of and “Cash Flow”. Additionally, employees below the top management level can set individual quantitative and qualitative goals.

Employees in Germany can learn about different retirement plans via a company-internal retirement portal and can calculate the expected income to receive from the various retirement models.

Attracting talent and developing potential

In order to attract and recruit new talents, Schaeffler relies on target group-oriented measures in employer branding and vocational training marketing. Specific measures are:

  • Participation in various information days and events at which young people receive information about careers and training opportunities at Schaeffler
  • Partnership-based and sustainable cooperation with universities, student bodies, student associations, and organizations
  • Main sponsor of Formula Student Germany for many years

Part of GNFK StartAn annual talent management process takes place to systematically monitor the development of internal potential. The basis of this process is the Employee Development Dialog (EDD) between an employee and a senior executive. The interview is used to discuss behavior, performance, and potential. This information is included in the Global Talent Review (GTR), which calibrates employee assessments between senior executives.

Within the framework of this GTR, Schaeffler also ensures the new staffing and replacement of key positions. Employees with high potential are identified at an early stage and receive both professional and personal training. The , the company’s own education and training department, is continually expanding its range of corresponding qualifications.Part of GNFK End

Promoting young talent: high-quality training opportunities


apprentices at 51 locations in 16 countries

Part of GNFK StartQuality training and further development of young professionals has always been a high priority at Schaeffler. In 2019, Schaeffler employed 3,078 apprentices worldwide (prior year: 3,275) at 51 locations in 16 countries.

Good qualification of young professionals begins with their trainers: All trainers in Germany have been familiarized with new learning methods, the use of modern media in day-to-day training, and the special expectations of generations Y and Z as part of a modular qualification program. At the beginning of 2019, the qualification program was also launched in Eastern Europe.

The training content is being developed to meet changing needs, such as for trends like or Digitalization. Part of GNFK End

Apprentices, students, and trainees1)









Unless otherwise indicated, the employee figures refer to the reporting date of December 31 of the respective year.


Figures for 2018 were adjusted retrospectively compared with the previous year's report.


Dual students, Master's degree, and “Two in One” students. The “Two in One” study program combines a bachelor's degree with vocational training.

Apprentices, total







Trainees, Germany







Students, Germany3)







Part of GNFK StartIn addition, Schaeffler offers young people in Germany various learning opportunities for higher education. These include a dual course of study, a “Two in One” course study with technical colleges, and a master’s degree program.

Schaeffler is preparing its apprentices for new requirements with pioneering projects, such as the use of augmented reality concepts in the form of virtual welding simulators. The training concept that was developed in Germany over the last two years in which apprentices build their own 3D printers is now also used at many locations abroad.Part of GNFK End

Focus on:“Qualification for Tomorrow”

Part of GNFK StartAs part of the strategic education initiative “Qualification for Tomorrow”, the Schaeffler Academy has created target group-specific training opportunities in close cooperation with the strategic business fields. This is achieved via modern and global qualification programs, for example on agile project management, digitalization, and mechatronics as well as offerings for the Sales & Key Account Management target group. The also has the task of identifying training needs and designing subject-specific training and educational programs together with the respective business divisions. These offerings are increasingly made available digitally, for example in the form of explanatory videos or online training with a gamification approach. This decouples the learning process from time and location.


of employees have access to the Schaeffler Learning Management System

The new forms of learning are available via the Learning Management System used at Schaeffler, as are the classic classroom training sessions. At the end of the reporting period, this system was already available in 27 countries and covered 93.0%1) of the total workforce. The global rollout should be completed by the end of 2020. Overall, 134 online training courses were globally available to employees (previous year: 95). In addition, 27,906 participants (prior year: 31,874) took part in classroom training sessions in 2019.

Employee qualification and training
(Number in Germany)1)









Unless otherwise indicated, the employee figures refer to the reporting date of December 31 of the respective year.


Compulsory e-learning was offered in 2018. For this reason, the number of participants in 2018 is significantly higher than in 2017 and 2019. The increased number of participants in 2019 compared to 2017 is due to an expanded e-learning offering.

Participants in face-to-face training, Germany







Web-based training offers







Participants in e-learning courses, Germany2)







Part of GNFK End

Focus on: “Leadership & Corporate Values”

Part of GNFK StartAs part of the “Leadership & Corporate Values” initiative, Schaeffler already introduced six Leadership Essentials in 2017. These describe the behavior that Schaeffler senior executives at all levels should exemplify in their daily work with their colleagues and their employees. In 2018 and 2019, the following measures were taken to implement the Leadership Essentials in the company:

  • Conducting nine roadshows with senior executives worldwide and with the involvement of the CEO and all members of the Executive Board.
  • Conducting cascading workshops across all levels for all senior executives worldwide.
  • Selection of all new senior executives to be hired based on the Leadership Essentials.
  • Introduction of upward feedback in which the senior executives see how well their employees live up to them.
  • Alignment of all management trainings with the Leadership Essentials. The “Leadership Reflections” training course launched in 2018 is now available in all regions, and the training portfolio for senior executives was further revised in 2019.
  • Assessment of senior executives in the annual Employee Development Interview based on the Leadership Essentials.
  • Implementation of various modern online tools for senior executives, such as a development toolbox or the leadership simulation “Mission Possible”.

The “International Management Program” was also realigned based on the Leadership Essentials. It serves as a blueprint for all other qualification programs that are available in the regions for senior executives at various levels. These will be successively updated in 2020 and aligned to a common, cross-regional concept.

In addition, the “Employee Essentials” were developed in 2019 together with employees from different regions. These complement the Leadership Essentials and set the framework for all employees who have no management responsibility. Beginning in 2020, the essentials will be communicated and integrated into all relevant HR processes and training.Part of GNFK End

Focus on: “New Work”

At Schaeffler, “New Work” means open work areas and modular room concepts that enable flexible and open communication and promote cross-project work. These include multifunctional spaces that can be adapted to the users’ needs and “think tank” spaces where employees can retreat for concentrated work.

The “New Work” concept was tested at the Erlangen, Schweinfurt, and Nuremberg locations. In order to establish the concept internationally, the Executive Board adopted a global “New Work” strategy in 2018. Since then, the global strategy has been the basis for all upcoming pilot projects.

  • In 2019, the pilot site with an area of approximately 12,000 m2 was completed in Nuremberg.
  • In the Shared Service Center in Wroclaw, “New Work” was also started in 2019 and is expected to be completed in 2020.
  • In 2019, a “New Work Toolbox” was developed that provides project managers with the tools to carry out projects according to globally standardized process and task descriptions. The strategy details the goals of “New Work” for work organization, corporate culture, IT, and digitalization as well as architecture and space, and describes how these can be implemented, for example in furniture design, room concepts, and change management.

1) Relating to employees.

Schaeffler Value Added
Central indicator for value-based management, which compares earnings before interest and taxes with the cost of capital.
Schaeffler Academy
Schaeffler Academy combines all personnel development activities at Schaeffler worldwide. It supports strategic corporate objectives, promotes a culture of lifelong learning, and enables employees to achieve their personal and professional goals.
Industry 4.0
Refers to the integration of industrial production with state-of-the-art information with communications technology.
Schaeffler Academy
Schaeffler Academy combines all personnel development activities at Schaeffler worldwide. It supports strategic corporate objectives, promotes a culture of lifelong learning, and enables employees to achieve their personal and professional goals.