Employee Engagement and Well-Being
Clariant’s people are an invaluable competitive factor in developing, improving, protecting, and delivering innovative and sustainable products and services. Long-term success is only possible with motivated and highly skilled employees who create value for the company, its stakeholders, and society. Clariant aspires to foster a better life at work with empowered employees who are well equipped and supported to perform at their best. Creating value for Clariant employees is tightly combined with the four pillars of the company’s purpose. Despite many changes and challenges – internally and externally – the overall goal prevails: Clariant strives to be an employer of choice, attracting top talents to help it deliver lasting results.
In 2022, Clariant’s transformation set the stage for a more agile, empowered, and leaner organization. Clariant’s leadership is convinced that this transformation will enable Clariant employees to grow and fully develop their potential, including skills that will be needed to compete in the future.
PEOPLE OVERVIEW
| Continuing operations | Discontinued operations | Total 2022 | 2021 | |||||
|---|---|---|---|---|---|---|---|---|
| Total staff | 11 148 | n.a. | 11 148 | 13 374 | ||||
| Male (in FTEs) | 8 472 | n.a. | 8 472 | 10 370 | ||||
| Male (%) | 76 | n.a. | 76 | 78 | ||||
| Female (in FTEs) | 2 675 | n.a. | 2 675 | 3 004 | ||||
| Female (%) | 24 | n.a. | 24 | 22 | ||||
| Employees | 6 843 | n.a. | 6 843 | 8 046 | ||||
| Male (in FTEs) | 4 538 | n.a. | 4 538 | 5 408 | ||||
| Male (%) | 66 | n.a. | 66 | 67 | ||||
| Female (in FTEs) | 2 305 | n.a. | 2 305 | 2 638 | ||||
| Female (%) | 34 | n.a. | 34 | 33 | ||||
| Workers | 4 305 | n.a. | 4 305 | 5 328 | ||||
| Male (in FTEs) | 3 989 | n.a. | 3 989 | 4 962 | ||||
| Male (%) | 93 | n.a. | 93 | 93 | ||||
| Female (in FTEs) | 316 | n.a. | 316 | 366 | ||||
| Female (%) | 7 | n.a. | 7 | 7 | ||||
| Staff under the age of 30 (%) | 15 | n.a. | 15 | 14 | ||||
| Staff between the ages of 30 and 50 (%) | 59 | n.a. | 59 | 59 | ||||
| Staff over the age of 50 (%) | 26 | n.a. | 26 | 27 | ||||
| Employees in permanent employment contracts (in FTEs) | 10 769 | n.a. | 10 769 | 12 893 | ||||
| Employees in temporary employment contracts (in FTEs) | 378 | n.a. | 378 | 481 | ||||
| Full-time employees (in FTEs) | 10 836 | n.a. | 10 836 | 13 023 | ||||
| Part-time employees (in FTEs) | 312 | n.a. | 312 | 351 | ||||
| Turnover rate (%) | 12.1 | n.a. | 12.1 | 11.3 | ||||
| Staff in Research & Development (in FTEs) | >785 | n.a. | >785 | >900 | ||||
| Total training hours | 114 508 | n.a. | 114 508 | 164 523 | ||||
| Training hours (Ø per participant) | 12.0 | n.a. | 12.0 | 13.8 | ||||
| Percentage of total employees covered by collective bargaining agreements (%) | 46.8 | n.a. | 47 | 47 | ||||
| Lost-Time Accident Rate (LTAR) 1 | 0.24 | n.a. | 0.24 | 0.16 | ||||
| Lost-Time Accident Rate (LTAR) for contractors 1 | 0.30 | n.a. | 0.30 | 0.30 | ||||
| Lost Workday Rate (LWR) | 5.89 | n.a. | 5.89 | 6.85 | ||||
| Employee participation in engagement survey | n.a. | n.a. | n.a. | 2 896 | ||||
| Employee Net Promoter Score (eNPS) | n.a. 2 | n.a. 2 | n.a. 2 | –7 | ||||
| Survey responses obtained from customer contacts | n.a. | n.a. | n.a. | n.a. 3 | ||||
| Customers who want to continue doing business with Clariant (%) | n.a. | n.a. | n.a. | n.a. 3 | ||||
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1 LTAR: accidents with at least 1 day lost/200 000 work hours
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2 Engagement survey was launched in January 2023.
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3 Survey is conducted every two years.
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Management approach
Employee engagement is driven by each leader at Clariant by influencing the key engagement drivers. Each leader owns and drives engagement for respective team by sharing the strategic roadmap, co-creating goals, clarifying responsibilities, providing necessary enablers and implementing consistent processes. Leadership efforts are supported by enhanced people processes across the employee experience cycle starting from talent acquisition to enabling performance, growth, as well as recognizing and rewarding behaviors and results.
The leaders continued to work in close partnership with Human Resources to strengthen key engagement drivers in 2022. The Human Resources operating model was transformed as of July 2022 to enable business leaders and HR Partners to collaborate and strengthen business and engagement further.
Global HR Business Partnering & Regional HR
consisting of Global HR Partners and regional/local HR organizations who partner with the business and functions to drive business results and ensure the delivery of business transformation while ensuring the right talent and capabilities.
Measuring engagement
Clariant introduced the Employee Net Promoter Score (eNPS) in 2021, the metric that measures how many employees are likely to advocate for the company. Clariant aims to be in the top quartile by 2030 and will continue to work on improving the employee experience and perception.
In 2022, Clariant took a step further and partnered with leaders, employees, and external consultants to refine the company’s listening strategy. A full-scale engagement survey, »Our Voice« was developed with these inputs and launched in January 2023.
Strengthening employee experience through people processes
A new set of values was introduced in 2022. The values have been woven into Clariant employees’ daily work, into how they collaborate with each other, and into how they approach the business and company’s customers. The values are recognizable and visible in everything Clariant does.
Read more in the chapter Clariant Culture
Clariant encourages all employees to engage in volunteer programs. Projects initiated and executed by the employees have included spending a day visiting kids at a chosen school to teach them about science, collecting and donating over 1 500 crayons to high-poverty schools, partnering with a local organization and cooking food for people in need in their community and organizing several initiatives in solidarity with the people who are fighting or have fought breast cancer.
In addition, all Clariant employees worldwide are granted one day off each year for volunteer work, preferably as a team activity, to support the common good. This day is fully paid and can be taken during working hours. In 2022, for example, on the World Clean-up Day, 17 September, various sites organized local clean-ups to collect litter.
Knowledge management: understanding sustainability
Clariant encourages its employees to participate in voluntary training and creates learning opportunities. Acknowledging sustainability as a priority for company leadership and long-term thinking, Clariant’s approach aims to raise employee awareness of critical issues regarding life with limited resources on this planet. In addition, Clariant is fostering an understanding of the targets and the transformational processes it has set or initiated while taking into account industry or market developments. Against this background and based on a comprehensive learning plan, Clariant has significantly increased its knowledge building activities and supply of information on sustainability or ESG-related topics in 2022.
All content is generally available in three main categories. Self-service content serves as a source for employee-initiated learning via corporate learning and communication channels like »ClariNet« and »MyLearning.« Distributed »leader-led content« is shared and included in presentations used in town hall meetings and topical sessions. The live webinars and Q&A sessions are hosted by internal or external topic experts and may allow for active involvement of the participants.
In other cases, specific content is designed for target groups. For example, training sessions related to the new product carbon footprint calculator, »CliMate,« or the sessions regarding the tracking of energy consumption and greenhouse gas emissions were specifically designed for target groups in the business units. Read more in the chapter Climate Protection.
Sustainability knowledge-building activities are usually supplemented by a variety of ongoing additional formats, such as local learning activities in the regions, or they are driven by specific content, for example, supply chain-related content in the »Together for Sustainability« activities with Procurement. Regularly, employees are encouraged to take advantage of internal channels and access »Sustainable Soundbites,« the »Topic of the Month« intranet, or »Yammer« community posts.
In 2022, particularly appreciated were webinars with external presenters and perspectives on topics such as bio-economy, safe and sustainable actions, and Clariant´s zero waste and pollution activities. They were run as »Lunch & Learns,« and »Tea time Talks« and are considered extremely valuable, as they connect the industry or market context with the Clariant story while also providing for an outside expert opinion. The webinars are scheduled to be continued in 2023, addressing the circular economy, Clariant’s climate targets, the European Green Deal, and similar subjects. Other live webinars in the reporting year were hosted by internal topic experts on selected key themes or topics suggested by a targeted audience group (BUs/FUs). Usually, they cover the Clariant story and make the connection to the industry and market context. In addition, two policy dialogue webinars took place in 2022:
- Sustainable aviation fuels – ready for take-off
- Policy Dialogue North America: Discussion of the Inflation Reduction Act
Programs for upgrading employee skills and transition assistance program
People Development, formerly known as Clariant Academy, encompasses all global learning offerings designed to support Clariant’s strategy and promote common knowledge, language and values across the organization. A global nomination process for the People Development programs ensures that all relevant employees participate in the training programs. In addition, Clariant offers local trainings, social learnings such as learning communities, mentoring, peer coaching, and on-the-job learning opportunities.
The training offering is based on the »70:20:10 model« from Michael Lombardo and Robert Eichinger, which corresponds to a proportional breakdown of effective learning. The Individual Development Plans for employees generally include 10 % coursework and formal training, 20 % interaction and peer exchange, and 70 % challenging assignments to promote learning on the job. Overall, training covers technical and functional skills, safety and sustainability, personal development, leadership, law/compliance, IT skills, and general management skills.
In 2022, 27 participants attended the Leading Organizational Performance program, a joint program with London Business School, after it had paused in 2020 and 2021 due to the pandemic. The hybrid format included digital sessions as well as three days at the campus of London Business School. The net promoter score of 95 % shows the high value of the program.
People Development offers global trainings targeted at business, leadership, and functional skills. It offers a standard curriculum for each level in the organization. Furthermore, the annual training catalogue, with a focus on leadership skills and personal development, includes recommendations for external classes, which are well received as they offer an additional variety of potential training opportunities.
The global learning policy describes how Clariant supports the education of all employees. This policy includes budget frameworks and study assistance guidelines. Clariant increasingly explores offerings to enhance the smoothness of digital learning and virtual self-study learning opportunities. In 2022, virtual trainings build a strong pillar in the learning offering, as they did not require travel time, and content could easily be split into shorter sessions. Because of the flexibility, virtual trainings and virtual self-study opportunities, such as eLearning, will play a major role also in the future as well.
Overall, 9 575 employees participated in training sessions recorded in the central learning management system, MyLearning, for a total of 114 508 training hours. Training sessions included fully virtual, blended (virtual plus face-to-face) and fully face-to-face live sessions, as well as on-demand content, such as microlearning videos, virtual self-learning offerings, and guided learning nuggets. The average number of training hours per employee fell from 13.8 to 12 hours per employee. Each female employee had an average of 11.6 hours, while male employees averaged 12.1 hours of training per year. At Management Level 1–5, 15.2 hours per person were recorded, whereas local managers, professionals, and employees completed 11.7 hours of training.
In 2022, 624 employees benefited from Global People Development programs. New virtual sessions, such as Introduction to Finance, were introduced, with time invested in their design and implementation. Overall, training participation related to safety and sustainability (31.4 %), legal and compliance (14.4 %), functional skills (23.8 %), IT skills (6.7 %), personal development (12.8 %), and leadership (9.6 %). These figures include training sessions beyond the Global People Development program. In 2022, the average feedback score for Global People Development training sessions was 5 (with a maximum possible score of 6). Positive feedback concerned high quality of training content, which included a balanced mix between theory and practice, working with experienced trainers, and working in diverse groups. Exchanges within those groups were perceived as particularly fruitful. Room for improvement was articulated with respect to returning to more face-to-face meetings after the COVID-19 pandemic. But at the same time, suggestions included the desire for more frequent but shorter virtual training sessions.
Feedback analysis reflected satisfaction with the quality of the trainers and the variety of interactive training sessions. The content was considered fit for the target group, and the trainings are well received as an opportunity to connect with employees from other business units and global functions.
Average hours of training per year per employee
| Continuing operations | Discontinued operations | Total 2022 | 2021 | 2020 1 | 2019 | 2018 | ||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Number of training hours | 114 508 | n.a. | 114 508 | 164 523 | 113 190 | 205 861 | 234 240 | |||||||
| Male | 80 547 | n.a. | 80 547 | 108 996 | 75 372 | 140 548 | 167 734 | |||||||
| Female | 33 960 | n.a. | 33 960 | 55 526 | 37 818 | 65 277 | 66 506 | |||||||
| Management Level 1–5 | 10 424 | n.a. | 10 424 | 12 345 | 8 897 | 19 318 | 26 679 | |||||||
| Local managers, professionals, and employees | 104 083 | n.a. | 104 083 | 152 178 | 104 293 | 186 543 | 207 561 | |||||||
| Number of employees participating in training (headcounts) | 9 575 | n.a. | 9 575 | 11 956 | 12 630 | 13 891 | 15 791 | |||||||
| Average hours of training that the organization’s employees undertook during the reporting period | 12.0 | n.a. | 12.0 | 13.8 | 9.0 | 14.8 | 14.8 | |||||||
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1 80 % of in-person trainings had to be canceled due to the COVID-19 pandemic.
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Performance, talent, and leadership programs
Clariant offers a wide range of formal and informal programs so that employees can achieve their full potential. The Global People Development Strategy links these programs closely to business needs and implements them effectively and efficiently. The strategy breaks down business challenges into people-related measures that address existing shortcomings in a focused manner. These measures include individual development plans according to managerial feedback, regional learning initiatives based on identified common needs and focus areas, as well as capability development programs to identify strengths and gaps. In 2022, due to the ongoing transformation of the company, the focus was on setting a new learning strategy, as well as on specific training opportunities that enable Clariant employees to work in a more agile and flexible environment and to feel comfortable doing so while delivering on the purpose-led strategy of the organization.
Performance management programs
Clariant’s performance management process ensures that strategic business objectives are translated into day-to-day activities. Employees have one-on-one meetings, referred to as »performance dialogues,« with their supervisors to identify objectives, areas for improvement, development actions, and opportunities to leverage strengths and celebrate successes. To guarantee consistency of performance ratings, calibration sessions are part of the performance management process.
The performance review includes goal setting, ongoing feedback, mid-year reviews, and a year-end performance review. This review is retrospective, includes a forward-looking development component, and may also cover discussions about potential progression over several years. The »MyPerformance« tool documents goals and keeps track of the individual performance progress. The outcome of the individual performance review is the basis for employee development and compensation development. In 2022, the performance management process covered 60.1 % of all employees. This means that 6 696 employees followed a standardized performance management process.
A new performance management process has been developed and introduced for the 2023 cycle. It is enabling differentiation in performance and driving growth while empowering each employee to champion their individual development. It will enable employees to align their goals with Clariant’s strategic pillars and will contribute to Clariant’s enhanced performance.
Percentage of employees receiving regular performance and career development
| Continuing operations | Discontinued operations | Total 2022 | 2021 | 2020 | 2019 | 2018 | ||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Total number of employees who receive regular performance and career development reviews (headcounts) | 6 696 | n.a. | 6 696 2 | 7 514 | 7 335 | 10 063 | 10 350 | |||||||
| Management Level 1–5 | 596 | n.a. | 596 | 732 | 658 | 776 | 819 | |||||||
| Management Level 1–5 (%) | 9 | n.a. | 9 | 10 | 9 | 8 | 8 | |||||||
| Local managers, professionals, and employees | 6 100 | n.a. | 6 100 | 6 782 | 6 677 | 9 287 | 9 531 | |||||||
| Local managers, professionals, and employees (%) | 91 | n.a. | 91 | 90 | 91 | 92 | 92 | |||||||
| Male | 4 764 | n.a. | 4 764 | 5 285 | 5 125 | 6 687 | 7 611 | |||||||
| Female | 1 932 | n.a. | 1 932 | 2 229 | 2 210 | 3 376 | 2 739 | |||||||
| Percentage of total employees who receive regular performance and career development reviews (%) | 60 | n.a. | 60 | 56 | 55 | 58 | 58 | |||||||
| Male | 56 1 | n.a. | 56 1 | 51 1 | 50 1 | 50 1 | 55 1 | |||||||
| Female | 72 1 | n.a. | 72 1 | 74 1 | 73 1 | 91 1 | 93 1 | |||||||
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1 The percentage is calculated based on the total number of employees in the respective group.
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2 Performance management is a mandatory and consistent global process for all employees of the type White Collar or Manager (except for local exceptions based on employee class and employee level). Performance management is not a mandatory global process for Blue Collar employees, execution depends on local regulations.
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Talent development programs
Clariant evaluates and develops employees nominated by their leaders for their performance and potential through a structured talent management process that follows transparent indicators. These indicators include achievement motivation, analytical skills, adaptability and flexibility, and self-reflection. Besides the learning offering available for all employees, further learning opportunities and talent engagement sessions allow employees to exchange views across units and functions and to show their capabilities to peers and senior leaders. Learning from each other is the motto in monthly leadership talks, in which Clariant’s leaders share personal experience from their own career journeys. Another example of developing leadership skills outside employees’ own area of expertise is the project-based development initiative in the Business Unit Catalysts, which was launched in 2021 for the first time and run a second time in 2022. In this initiative, commercial talents are invited to become project leaders of selected projects outside their regional or market expertise. While leading the project, they are sponsored and coached by global sales market segment leaders.
Additionally, Clariant maintains a strong talent pipeline. A structured succession planning system identifies, develops, and retains internal talent. This system ensures successful short-, medium-, and long-term succession planning, the availability of candidates, and a diversity of profiles for leadership roles on a global level. Line managers nominate employees for a talent pool based on a high level of performance and a fast track record. Clariant’s talent management approach is successful as compared to the overall attrition rate. The lower attrition rate of talents can mainly be explained by the fact that they are provided with a clear perspective on their career planning as well as focused and effective development measures to prepare themselves for future roles. Both of these elements positively impact their retention and willingness to stay with Clariant. In line with the ongoing transformation, the focus in 2022 was on designing a new talent management framework and concept, which will be launched in 2023. Therefore, the number of talent reviews in 2022 has been reduced, and more effort has been put into gathering feedback from existing talents and managers to design the tailor-made new concept. The existing talent pools and succession planning discussions, however, greatly facilitated the placement of positions within the new Clariant operating model.
In 2022, Clariant mapped 104 Senior Management roles with potential successors. In addition, seven global job family talent pools were analyzed. This process identified succession gaps and mitigation measures in each region. As a result, seven job family career paths were designed. These career paths illustrate the necessary steps for managers and talents to move to a new position within the organization.
Clariant’s dynamic placement process is reflected in a 41 % promotion rate for senior managers in 2022. In the general talent population, the average tenure in a certain role before promotion is around four years. The talent retention rate remained nearly at the high level attained in 2021. Clariant promoted internal candidates into 95 % of Senior Management positions and filled 89 % of Group Management positions with the internal population.
Clariant increasingly seeks the so-called »hybrid« skillset – a combination of digital know-how and more common, industry-specific skills that are hard to find in the market. For this reason, the in-house Digital Enablement team, which is a part of Digital@Operations under the Operational Excellence umbrella, identifies skill gaps and implements training programs for employees. These programs focus on digital tools, technologies, and agile methodologies. As a result, Clariant is less dependent on external expertise and creates an enabled, motivated, inspired, and future-ready workforce.
Informal learning and development initiatives include learning communities, peer coaching sessions, and a coaching program led by an externally certified consultant that focuses on behavioral change. To maximize the benefits of all programs and initiatives, the company will target several aspects in the coming years. These include promoting a modular talent development approach based on talents’ needs, focusing on preparing key talents for business-critical roles, increasing the visibility and transparency of development opportunities; connecting leaders across business units and service units to create synergies, enabling talents to be the champions of their own career development, and improving change readiness.
Leadership programs
Clariant’s »Capability Development Program« helps leaders identify requirements for various job levels and development opportunities at organizational and individual levels. In 2022, the focus of the Sales Effectiveness Program of the Business Unit Additives was supported with a Commercial Capability Development Program, in which 20 candidates were evaluated based on the Clariant Commercial Competency Model. Participants were supported with an individual feedback dialogue and development plans based on identified areas for improvement.
In the »Mentoring Program,« talents get the opportunity to team up with experienced leaders to strengthen leadership skills and encourage knowledge transfer across units, functions, and age groups. Since its inception, more than 135 mentees have participated in the program.
The »Team Effectiveness Program,« which was designed to help leaders build high-performing teams, was revised and updated in 2022. It will be offered in a changed format in the future. With the new format, Clariant will ensure it is closely linked to the company’s purpose as well as the new values. The goal for it is to create a high-performing culture with leadership teams bringing out the best in people and in the company. The program will enable Executive Leadership TeamExecutive Leadership TeamThe Executive Leadership Team (ELT) consists of the Executive Steering Committee (ESC) along with the Chief Human Resources Officer, the Chief Technology & Sustainability Officer, the Chief Corporate Development Officer, and the General Counsel. By bringing all key functions together, Clariant ensures fast decision-making while incorporating all internal stakeholders’ needs. The ELT supports the ESC by promoting dialogue among its members, exchange of information and enabling awareness of the Group’s environment. (ELT) as well as the business unit and functional leadership Teams to effectively deliver as teams and strive toward the aspired joint goals. The program will be designed and facilitated with the support of an external consultant. The rollout is scheduled for the first quarter of 2023, starting with an initial session with the ELT. Thereafter, it will be cascaded down to all business unit and functional leadership teams.
- The »New Leader Assimilation Program« was conducted in 2022. It is specifically designed for newly set-up teams and allows for the leader and the team members to get to know each other while laying the foundation for a high-performing team.
- The »Authentic Leadership Training« was held again in 2022. It provides communication skills for successful and inspiring leaders. The participants attend either the »Executive Performance Training,« which is designed for cross-functional groups of six people, or the »Inspirational Leadership Creative Communication Program,« which is open to larger groups.
- The »Frontline Leadership Training,« which was designed for production leaders and shift leaders, and the Pioneer Program (enhancing organizational understanding, among other things) will be replaced by new programs supporting the purpose-led strategy. Due to the revision of the company purpose and the introduction of new values, the Leadership Model has changed. Due to the redefinition of the People Development Model, the programs had to be updated accordingly. New programs will be offered as of 2023.
Employee engagement and retention programs
Performance excellence comes from challenged, empowered, and rewarded teams. That is why Clariant conducts various employee engagement and retention programs. They aim to enhance motivation, commitment, and employee performance. Their overarching framework is Clariant’s thoroughly phrased purpose.
Clariant’s strategies for employee engagement include regular communication on the direction of the company, involvement of employees in strategy sessions, recognition programs, career opportunities, and personal development. In 2021, Clariant analyzed this strategy prior to defining and rolling out its new purpose and will further revise the strategy and include its insights.
Clariant’s employee engagement and retention programs also improve its external reputation as a preferred employer, increasing the interest of potential external candidates.
Work environment
Clariant’s global employment policy includes key principles and minimum standards for working conditions and labor practices. These standards ensure a fair, transparent, and discrimination-free work environment. The policy commits to equal development and promotion of all people across every organizational level, age group, and personal background. Employment agencies and contractors doing business with Clariant are also obliged to adhere to this policy.
Promoting workplace health and well-being is a local responsibility at Clariant that is addressed by tailored programs in the different regions. Clariant is a member of the »Future of Work« and »Healthy People, Healthy Business« initiatives of the World Business Council for Sustainable Development. The company offers free psychological counseling and stress management trainings in many countries. Employee assistance programs analyze and evaluate mental strain, educate employees on mental health risks, and ensure the development of relief strategies for affected employees. In 2022, Clariant reviewed health and well-being offerings to identify and adapt related offerings for employees.
Awards and benefits programs
Clariant has a comprehensive Recognition Program that acknowledges strong results with a variety of rewards. They range from monetary awards for outstanding achievements and efforts – for example, leading projects or initiatives – to non-financial awards, like the virtual appreciation badges – for example, for supporting colleagues in busy times or for project contributions. In alignment with the global framework, the »MySuccess« platform, and subject to approval by the supervisor, generally any employee can give an award or recognition to any colleague. At the same time, generally every employee is eligible to be awarded or recognized. Multiple awards and recognitions per employee during a calendar year are possible. As in previous years, employees and supervisors took advantage of the opportunity to recognize the achievements and efforts of their colleagues.
Clariant’s Global Benefits Policy contains key benefits related to retirement, flexible work arrangements, death, travel, accidents, healthcare, and well-being, among others. It also acknowledges country-specific circumstances and is updated regularly to account for developments in benefit landscapes. Clariant’s employees are also offered a range of benefits designed to enhance work-life balance. This includes fitness facilities and contributions to external fitness programs, flexible working hours, home-office arrangements, childcare facilities, contributions to external childcare, and support for employees who take care of elderly family members.
Basis for granting benefits
At Clariant, the basis for granting benefits is regardless of the type of employment contract. However, there may be differences depending on the individual case or local circumstances, such as local legislation, local industry standards, or cultural expectations. The relevant criterion in this case is the customary market standard.
Local programs for stress management
In addition, Clariant’s Employee Assistance Program offers free counseling by external specialists for work-related stress, as well as burnout and personal crises. Flexible work arrangements can be made both for work-related stress management and for unrelated extenuating circumstances.
Support for drug addiction and programs to quit smoking
In the event of drug addiction, Clariant has established a procedure for treatment through medical plans and, if necessary, inpatient treatment. Voluntary programs to help employees quit smoking have been introduced at some sites. Clariant assesses the health habits and specific health problems of all employees and updates local programs based on these findings.
Talent attraction
Clariant’s talent attraction is guided by a set of global talent acquisition policies and strategies. These policies clearly define the roles and responsibilities of hiring managers, recruiters, and Human Resources personnel, ensuring a smooth and professional recruitment process. Skilled talent acquisition teams collaborate with business units and global functions to identify and recruit the most qualified candidates, while employer branding initiatives promote Clariant’s reputation in the job market and attract potential candidates.
In addition, Clariant provides training to leaders through the »License to Hire« program, which equips them with the skills needed to make sound hiring decisions. Clariant has a long-standing commitment to promoting internal talent and fills at least 80 % of Management Level positions with internal employees. The company has dedicated talent managers who evaluate potential candidates, conduct talent review sessions, create individual development plans, and participate in internal placement decisions. To showcase and provide feedback on corporate culture topics, they also organize »talent engagement sessions,« which provide internal talent with exposure to senior leaders.
Clariant hires individuals who both share its values and meet the qualifications for their defined roles. In 2022, the company brought on 1 418 new employees, comprising 423 women and 995 men. Europe was the largest contributor of new hires, accounting for 35.7 % of the total, followed by Asia-Pacific, which accounted for 23.9 % of new hires.
During the same period, 1 390 employees, including 410 women and 980 men, left the company due to different reasons. North America and Latin America had the highest overall employee turnover rates at 19.9 % and 15.8 %, respectively. The company’s turnover rate per Headcount (HC) was 12.1 %, a slight increase from 11.3 % in 2021.
New employee hires and employee turnover
| Continuing operations | Discontinued operations | Total 2022 | 2021 | 2020 | 2019 | 2018 | ||||||||
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| Total number of new employee hires (in headcounts) | 1 418 | n.a. | 1 418 | 1 438 | 918 2 | 1 570 1 | 2 142 | |||||||
| Male | 995 | n.a. | 995 | 1 057 | 647 | 1 080 | 1 453 | |||||||
| Male (%) | 70 | n.a. | 70 | 74 | 70 | 69 | 68 | |||||||
| Female | 423 | n.a. | 423 | 381 | 271 | 490 | 689 | |||||||
| Female (%) | 30 | n.a. | 30 | 26 | 30 | 31 | 32 | |||||||
| Under 30 | 605 | n.a. | 605 | 627 | 393 | 744 | 985 | |||||||
| Under 30 (%) | 43 | n.a. | 43 | 44 | 43 | 47 | 46 | |||||||
| 30-50 | 687 | n.a. | 687 | 732 | 464 | 750 | 1 045 | |||||||
| 30-50 (%) | 48 | n.a. | 48 | 51 | 51 | 48 | 49 | |||||||
| Over 50 | 126 | n.a. | 126 | 79 | 61 | 76 | 112 | |||||||
| Over 50 (%) | 9 | n.a. | 9 | 5 | 7 | 5 | 5 | |||||||
| Europe | 506 | n.a. | 506 | 544 | 304 | 561 | 751 | |||||||
| Latin America | 230 | n.a. | 230 | 264 | 156 | 317 | 359 | |||||||
| Middle East/Africa | 35 | n.a. | 35 | 39 | 31 | 61 | 93 | |||||||
| North America | 308 | n.a. | 308 | 168 | 92 | 273 | 436 | |||||||
| Asia-Pacific | 339 | n.a. | 339 | 423 | 335 | 358 | 503 | |||||||
| Employees who left (in headcounts) | 1 390 | n.a. | 1 390 | 1 556 | 1 522 | 1 817 | 2 047 | |||||||
| Male | 980 | n.a. | 980 | 1 121 | 1 085 | 1 322 | 1 515 | |||||||
| Male (%) | 71 | n.a. | 71 | 72 | 71 | 73 | 74 | |||||||
| Female | 410 | n.a. | 410 | 435 | 437 | 495 | 532 | |||||||
| Female (%) | 29 | n.a. | 29 | 28 | 29 | 27 | 26 | |||||||
| Under 30 | 320 | n.a. | 320 | 353 | 393 | 461 | 540 | |||||||
| Under 30 (%) | 23 | n.a. | 23 | 23 | 26 | 25 4 | 26 4 | |||||||
| 30-50 | 734 | n.a. | 734 | 717 | 668 | 915 | 970 | |||||||
| 30-50 (%) | 53 | n.a. | 53 | 46 | 44 | 50 4 | 47 4 | |||||||
| Over 50 | 336 | n.a. | 336 | 486 | 461 | 441 | 537 | |||||||
| Over 50 (%) | 24 | n.a. | 24 | 31 | 30 | 24 4 | 26 4 | |||||||
| Europe | 539 | n.a. | 539 | 629 | 505 | 544 | 588 | |||||||
| Latin America | 273 | n.a. | 273 | 269 | 310 | 398 | 358 | |||||||
| Middle East/Africa | 29 | n.a. | 29 | 30 | 39 | 78 | 142 | |||||||
| North America | 247 | n.a. | 247 | 245 | 297 | 433 | 536 | |||||||
| Asia-Pacific | 302 | n.a. | 302 | 383 | 371 | 364 | 423 | |||||||
| Turnover rate (%) | 12.1 | n.a. | 12.1 | 11.3 | 10.3 3 | 10.3 | 11.1 | |||||||
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1 The decline in new employee hires was due to a hiring freeze in 2019.
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2 The decline in new employee hires was due to the COVID-19 pandemic and the divestment of Business Unit MasterbatchesMasterbatchesThese are plastic additives in the form of granules with dyestuffs or other additives used to dye or alter the properties of natural plastic..
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3 Excluding data from the discontinued Business Unit MasterbatchesMasterbatchesThese are plastic additives in the form of granules with dyestuffs or other additives used to dye or alter the properties of natural plastic. from H1 for better comparison. Including these statistics, Clariant’s 2020 turnover rate is 11.2 %.
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4 The sum does not add up to 100 % as the numbers are rounded.
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New ways of recruiting
In 2022, Clariant focused on improving the agility and pragmatism of its recruiting by enhancing its use of digital tools to fill critical positions promptly. By using a digital interviewing platform, Clariant made it easier for applicants worldwide to participate in recruitment processes, with techniques such as asynchronous video interviews, which provided flexibility for both applicants and hiring managers. These digital tools helped to save time and cut costs while still delivering an effective and efficient recruitment process.
Clariant further leveraged digital interview techniques to assess a greater number of candidates during the recruitment process. The digital environment created a fairer and more objective evaluation process, reducing inherent biases and promoting high-quality hiring decisions from a more diverse talent pool. The traditional approach of talent attraction has often relied on predefined profiles, limiting the talent pool.
Clariant is committed to building a sustainable talent pipeline and, to that end, has maintained its engagement with various formats, including virtual lectures, tech talks, and working circles. Additionally, Clariant has intensified its strategic partnerships with renowned universities and institutions, such as the Impact Hub in Basel. These partnerships provide a platform for the exchange of knowledge and ideas, supporting efforts to attract and develop talented individuals for long-term career growth. By partnering with these institutions and continuing its engagement with various formats, Clariant is able to expand its reach, discover new talent, and ensure a robust talent pipeline for future success.
Clariant visited Vivekanand Education Society’s Institute Of Technology (VESIT) in India to hire interns in September 2022. Clariant hired 12 interns from the university, and they are slated to join Clariant in January 2023. This was the first time interns were hired on a larger scale in the CITC team. Five teams participated in the event – Business Intelligence, Custom Development, IT End User Productivity, Innovation & Labs, and Project Management.
Increased flexibility after the COVID-19 pandemic
In 2021, Clariant issued a Global Flexible Remote Working Policy, providing guidance on achieving a healthy work-life balance. As part of this policy, employees are permitted to work from home for up to two full working days per week, or a maximum of 40 % of their working hours, subject to the agreement of their line managers. Additionally, line managers may set specific weekdays when all team members are required to be present in the office.
In 2022, Clariant provided additional training to employees on how to better leverage the company’s systems for remote work, including team collaboration via MS Teams. As a result, the use of existing tools increased, and global teams were able to intensify collaboration, leading to improved productivity and efficiency. By implementing these measures, Clariant aims to support its employees in achieving a healthy work-life balance while maintaining its commitment to delivering excellent results for its customers.
Proportion of senior management hired from the local community
| Total 2022 | 2021 | 2020 | 2019 | 2018 | ||||||
|---|---|---|---|---|---|---|---|---|---|---|
| Percentage of Senior Management at significant locations1 of operation who are hired from the local community (%) | 57 | 58 | 60 | 60 | 57 | |||||
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1 All relevant Group companies except those in North America, where no nationality data is recorded
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Parental leave
Clariant recognizes the importance of supporting employees with family responsibilities and provides family-friendly job opportunities. Clariant guarantees all mothers a comparable position for up to one year following the birth or adoption of a child. Additionally, for two years following the birth or adoption, all parents are granted a minimum of ten days of paid leave for family purposes in addition to their standard annual vacation. In 2022, 142 mothers and 236 fathers took advantage of this opportunity. Out of the 373 employees who returned to work in the same year, 135 were female and 238 were male.
Parental leave
| Total 2022 | 2021 | 2020 | 2019 | 2018 | ||||||
|---|---|---|---|---|---|---|---|---|---|---|
| Total number of employees who were entitled to parental leave, by gender (FTEs) | 11 148 | 13 374 | 13 235 | 17 223 | 17 382 | |||||
| Male | 8 527 | 10 370 | 10 191 | 13 497 | 13 613 | |||||
| Female | 2 620 | 3 004 | 3 044 | 3 726 | 3 769 | |||||
| Total number of employees who took parental leave, by gender (FTEs) | 378 | 449 | 445 | 643 | 732 | |||||
| Male | 236 | 273 | 317 | 432 | 464 | |||||
| Male (%) | 62 | 61 | 71 | 67 | 63 | |||||
| Female | 142 | 176 | 128 | 211 | 268 | |||||
| Female (%) | 38 | 39 | 29 | 33 | 37 | |||||
| Total number of employees who returned to work in the reporting period after parental leave ended, by gender (FTEs) | 373 | 472 | 471 | 599 | 689 | |||||
| Male | 238 | 333 | 318 | 419 | 466 | |||||
| Male (%) | 64 | 71 | 68 | 70 | 68 | |||||
| Female | 135 | 139 | 153 | 180 | 223 | |||||
| Female (%) | 36 | 29 | 32 | 30 | 32 | |||||
| Total number of employees that returned to work after parental leave ended that were still employed 12 months after their return to work (FTEs) | 421 | |||||||||
| Male | 311 | n.a. | n.a. | n.a. | n.a. | |||||
| Male retention rate (%) | 93 | n.a. | n.a. | n.a. | n.a. | |||||
| Female | 110 | n.a. | n.a. | n.a. | n.a. | |||||
| Female retention rate (%) | 79 | n.a. | n.a. | n.a. | n.a. | |||||
| Total retention rate (%) | 89 | n.a. | n.a. | n.a. | n.a. |
Minimum notice periods regarding operational changes
Clariant adheres to all local statutory and operational obligations related to informing employee representatives and employees about any significant operational changes. Employees receive prompt and regular communication about such changes through channels such as the intranet, letters from the CEO and senior leaders, and meetings with local leaders. All information is provided in relevant languages. Clariant also holds regular corporate information sessions, including town hall meetings, to keep employees informed.