In the face of tough international competition, the development of employees, talented management trainees and experienced specialist and managerial staff in line with current and future requirements is a key factor in the successful achievement of the Rheinmetall Group's ambitious growth targets.
A range of training opportunities allow Rheinmetall employees to improve their performance in their field of work and expand their knowledge beyond the requirements of their current position. Specific demand for staff development measures is determined at regular intervals on the basis of the Rheinmetall competence model, broken down according to employees paid in line with collective pay scales, managers and employees not covered by collective wage agreements, either in accordance with a collective agreement for qualification or as part of management potential analyses, potential analyses or the "Management by Objectives" program. Training opportunities can also be derived from strategic objectives (e.g. through increased internationalization of the Group).
|Number of qualification measures||3,392||3,195|
|Number of participants||9,451||7,287|
|Number of further training days||17,273||15,062|
|Investments in further training (€ million)||4,7||4,3|
Managers must be adequately prepared for strategic and operational tasks and must be able to adapt quickly to new challenges and respond flexibly to changes. This is not just about professional qualifications, but also calls for first-class leadership qualities and management skills. The Rheinmetall Academy, which replaced the Rheinmetall College in the year under review and was founded in order to ensure a stronger focus on entrepreneurship and leadership in the development of managers, successively prepares employees at various stages in their careers for assuming leadership or specialist roles. Along with external seminars and events, high-quality in-house training and qualification events were offered in the year under review in the areas of strategy, leadership, innovation, negotiation and change management. In the year under review, 797 employees (previous year: 700) attended 70 single- or multi-day events (previous year: 62). These training courses, programs and workshops geared toward various hierarchical levels and functions constitute a platform for employees to exchange overall knowledge, ideas, experience and opinions.