Merck 2014 Annual Report Download - page 82

77GROUP MANAGEMENT REPORT → FUNDAMENTAL INFORMATION ABOUT THE GROUP → Employees
Europe
North America
Emerging Markets
Rest of World
13
31
4
52
DISTRIBUTION OF EMPLOYEES →
BY REGION
in %
%
EMPLOYEES
Employees are crucial to the success of Merck KGaA, Darmstadt,
Germany. We are therefore focusing on recruiting the right
employees with the right capabilities at the right time and
retaining this talent. Within the context of our Group strategy
we also place particular emphasis on talent development, com-
pensation and performance management. In addition, we want
to foster employee diversity in order to be optimally positioned
to meet future challenges together with our workforce.
As of December 31, 2014, the Group had 39,639 employees
worldwide (2013: 38,154.) The slight increase in the number
of employees is largely attributable to the integration of
AZElectronic Materials. In 2014, the company was represented
by a total of 146 companies in 65countries.
Strategic initiative: “ONE Talent Development, Rewards
and Performance Management”
Within the framework of the “Fit for 2018” program, the company
launched the capability initiative “ONE Talent Development,
Rewards and Performance Management” as part of its Group
strategy. The aim is to attract highly qualified graduates from
around the world to the Group and to retain them.
Performance management
Merck KGaA, Darmstadt, Germany, considers it important to iden-
tify employee potential early on and foster it on an individual
basis. We want to offer our talent attractive career opportunities,
continual personal and professional development as well as pros-
pects within the company. Our processes are also meant to help
strengthen the performance culture at the company and to ensure
that internal positions are filled in an even more efficient manner.
In 2014, we rolled out the talent and performance management
process at Merck KGaA, Darmstadt, Germany, globally. The evalu-
ations of all participating employees are now carried out on the
same basis and are recorded in a uniform IT system.
In this context we systematically combine talent recognition
with the Performance Management Process, which allows us to
objectively assess the performance of each individual employee.
Clear objectives, differentiated and open feedback, and individual
development plans are important prerequisites for personal devel-
opment, as well as for the success of the company. As of 2015, the
Group will be linking the variable bonus more closely with perfor-
mance. In this way we will create greater incentives for employees
to achieve top performance, while at the same time allowing them
to participate to a greater extent in the success of the company.