BMW 2001 Annual Report Download - page 18

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17
tices finished their training. The number of appren-
tices in the BMW Group thus went up to 3,829 and
the ratio of apprentices to the whole workforce
stood at 3.9%.
The trainee management programme (NFP)
was also expanded. In future, 75 high school-leavers
will be able to take part in the programme each year
and thus combine their vocational training with a
university education. This programme is an impor-
tant measure for the BMW Group to ensure that it
has an adequate number of qualified technical and
management staff in the medium-term. This is all
the more relevant in view of the current shortage of
engineers, IT experts and qualified business man-
agers with international skills.
One of the main aims of the personnel depart-
ment in the BMW Group is to provide further training
and qualification opportunities to employees. In
2001, over 120,000 participant days were recorded
at the Groups Training Performance Centres for
further training and qualification, around 16,000
more than in the previous year.
The BMW Group aims to remain one of the
most attractive employers in the world. Flexible
working times play an important role in the satisfac-
tion and motivation of employees  and therefore
in the high quality of the work done by the BMW
Group. More than 300 different models are in
operation within the BMW Group, a situation which
combines maximum flexibility for working times,
production volumes and capacity utilisation with the
interests of the company and its employees. The
flexibility of these working time arrangements was a
significant factor in the BMW Groups decision to
choose Leipzig/Halle as the location for its new
factory.
The agreements reached with the Workers
Council for the plant at Leipzig/Halle, entitled
Formula for Work, allow a working corridor of 60
to 140 hours per week. Through a variety of working
time arrangements, production times can be
changed within this corridor without difficulty, and
in exceptional cases can even be increased. The
BMW Group can thus get the optimal use out of
investment in production facilities while employees
benefit from the ability to plan their time individually.
In addition to the use of innovative working time
arrangements, the BMW Group also sets standards
in flexible working methods and job structures. For
example, more than 1,500 employees have decided
to become teleworkers. In addition, more than 500
employees took a sabbatical in 2001.
Worldwide demand for BMW financial services.
Number of apprenticeships increased again. Clear
efficiency gains through flexible working hours.
BMW Group employees 31.12. 2001 31.12.2000 Change
in %
BMW Automobiles 89,292 81,913 9.0
BMW Motorcycles 2,699 2,397 12.6
Financial Services 1,973 1,671 18.1
Other 3,311 7,643  56.7
thereof
Software (1,247) (1,360)  8.3
Corporate (48) (48) 
Other BMW UK companies (2,016) (6,235)  67.7
BMW Group 97,275 93,624 3.9