Progressively tackling the challenges of the future.
We operate in many different countries – nine different nationalities work in twelve different languages for the success of Joh. Barth & Sohn. The cultural differences among suppliers, customers and our own employees place the highest demands on our HR management and our leadership culture. This internationality, cultural diversity and physical distance require the unifying elements worldwide of a sustainable vision and corporate values that we can live by. Our vision and our mission statement, which were redefined in 2016, and our values are intended to contribute to promoting a culture of sustainability at Joh. Barth & Sohn. This simultaneously fosters entrepreneurial spirit and personal responsibility; it rewards individual excellence and is based on the values of fairness and team spirit.
In order to meet the HR challenges of the future, we pursue the following HR policy aims:
YOUNG TALENT AND SEASONED PROS
Individual strengths – shared synergies.
We want to be an attractive employer for employees. Our international business environment calls for individuals who are ready to act flexibly and with a high degree of personal initiative.
For that reason, Joh. Barth & Sohn invests in its young talent from an early stage. We have a built up a network with universities and established collaborations with professors, while we also offer students the opportunity to put their ability to the test in connection with seminar papers and theses.
We hope that our student employees will not only be able to show their talent, but also give themselves the best possible start to their careers. For that reason we have expanded our range of internships to include a trainee programme. We hope this will allow us to get to know and encourage highly-qualified and motivated young people and establish a bond between them and our company early on.
We offer apprenticeships in wholesale and international trade and encourage the further professional development of our employees in business administration and management, for example. In 2015 we recruited our first “dual student”. Dual students learn a profession while at the same time studying for a university degree.
However, we do not only want to attract young talent; it is just as important to us that we retain the company’s experienced employees, showing them respect and providing the support they need. Their accumulated knowledge and decision-making ability, their loyalty to their employer and ability to take on responsibility and their quality consciousness are valuable to us and are irreplaceable in the short term. In order to make the working day as comfortable as possible for older employees, we pay attention to issues such as health promotion and flexible working patterns.
DEVELOPMENT AND APPRAISAL
Recognising and using potential.
CONTINUOUS VOCATIONAL TRAINING FOR EMPLOYEES
The systematic development and promotion of the various talents and skills of our employees is an essential prerequisite for the quality of our products and services – and thus for our success as a company. For this reason, we invest in knowledge, creativity and social skills. We provide our employees with a range of internal and external further education courses and training programmes for the purpose of targeted professional development and life-long learning.
On average, each of our employees spends approx. four days per year attending training courses or other further education events – whether focusing on industry topics or for their own personal development.
An example of our trend-focused further education from the period under review is the intensive training course on the subject of sensory testing, which several of our employees completed. ‘Flavour’ will be the next big trend in beer – with far-reaching consequences for the entire beer industry. However, flavours also have to be recognised and assessed. That’s why we organised the intensive training course on sensory testing. The course, led by perfumer and flavour expert Frank Rittler, covered intensive nosing and tasting training, so that participants could better describe and classify hops and beer types. Other examples of our educational and vocational training programmes can be found online.
The selection of training courses is based on training plans drawn up by the employees’ managers in conjunction with the HR department for each and every job. The type and content of each training course are aligned to the specific requirements of the job and are fine-tuned in annual employee appraisal meetings. The level of training necessary in order that each job can be performed to the full is stated in the respective employee’s skills profile.
Our employees’ qualifications are improved by means of both external and in-house training courses.
The focus of the training courses provided by us is on imparting and expanding industry-related and company-specific knowledge, such as:
- Product and process-specific further training courses in collaboration with our processing plants in order to optimise customer care
- Implementation of regular departmental or interdepartmental discussions (regular meetings, project teams, working groups). These promote the exchange of experience and information and support the coordination of individual tasks when solving complex problems.
- Information for employees about organisational changes and changes concerning the quality management system (field force and buyer information, circulars)
- IT training courses specifically tailored to Joh. Barth & Sohn, provided by our in-house IT department
- Information about current market developments (trade journals, weekly plant development reports about the growing crop);
- Specific information events for the sales force on downstream products, organised by the Technical Sales Support service;
- BARTH-HAAS HOPS ACADEMY course modules specially developed for employees.
For general further training measures on the other hand, such as language courses, we mainly call in external educational institutes.
The continuous development of skills and personal abilities can only be successful if needs and success can also be appraised objectively. One of the most important tools within the management process for our managers and employees is therefore the systematic IT-based appraisal of potential and performance. This also forms the basis for performance-related remuneration.
Performance requirements and results are evaluated regularly for all employees using transparent, comprehensible criteria. These are based on job descriptions and requirement profiles. Not only technical and problem-solving skills, but also, equally importantly, leadership, social and responsibility skills are explicitly assessed. For this purpose we use an internationally recognised, systematic and consistent methodology, which all employees and managers must undergo.
The employee appraisal is carried out by representatives of the employee’s own and the personnel departments in confidential feedback meetings on the basis of performance during the appraisal period. As a result, our employees are able to recognise exactly what is expected of them, where their strengths and weaknesses lie and where there is still a need for development.
Such feedback meetings not only serve to acknowledge individual performance, but also facilitate further professional and personal development and therefore targeted and long-term career planning.
Individual personal development plans describe, for example, on-the-job training measures, training courses and job enlargement, preparation for future requirements and management responsibilities to be taken on.
All meetings, activities and measures are documented in writing and are reviewed at appropriate intervals.
Elements of potential and performance appraisal
- Job descriptions/assessment
- Skills and suitability profiles
- Requirement profiles (professional, social, leadership and key qualifications)
- Performance appraisal and remuneration
- Feedback: employee appraisal meetings and surveys, sponsorship and mentoring concept.
Development and career planning measures
- On-the-job skills development by means of job rotation, job enlargement, job enrichment and project work;
- Systematic training and further professional development.
This potential and performance appraisal also includes a system for determining remuneration. We link salaries to individual performance criteria, meaning that payment is transparent, understandable and above all fair for both parties. We use regular employee meetings to check that performance and salary are commensurate, because we know that good performance requires strong motivation and needs to be rewarded.
We offer our employees safe working conditions, above-average pay and everything else that is important for a job with a globally operating, family-run company with a long tradition.
Salary and other benefits
- Market-oriented remuneration
- Company pension scheme
- Monetary-equivalent benefits
- Free drinks
- Monthly preschool fees
- Telecommuting (home office)
- Support during personal crises and private problems
Support for employees’ social engagement
- Donations to institutions that our employees use or support
- Time off for participation in associations, clubs and cultural institutions
The right environment for the best performance.
As a family company, we know the value of family and hold it in the highest regard. That is why we are convinced that we can only be sustainable as a company if we support our employees in successfully mastering the challenges of combining professional and family life.
We regard flexible working hours as an important means to achieve this. We accommodate individual requests and facilitate flexitime, part-time work and telecommuting jobs as far as possible. We also offer telecommuting jobs to employees on parental leave so that contact is not lost and to make it easier for them to return to work after their parental leave is over.
Not only do we want to support our employees in a professional capacity; we are also committed to their health, satisfaction and motivation. We see this as a duty of management, and we are therefore introducing a occupational health programme in our management process in Autumn/Winter 2016.
Our offer in terms of flexible organisation of working time ensures a healthy work-life balance to reduce work-related stress factors.
The “Johannes Barth Memorial Association” was established to offer Barth employees support which extends beyond existing insurance systems in cases of exceptional pressures due to illness.
“Cycle to work” initiative
Each year since 2011, some of our employees have formed teams to participate in the “Cycle to work” initiative. Colleagues are able to club together to rack up kilometres over the summer months.
If they have collected enough kilometres at the end of the initiative, the teams can enter a draw with attractive prizes. However, the most important benefits are daily exercise and fresh air.
INCREASING SUSTAINABILITY AWARENESS
We can only act sustainably as a company if our employees also do so as individuals. That is why we have been making great efforts for years to raise our employees’ awareness of the principles of sustainability.
Our Mission Statement is the ideal basis for this. We have created a Code of Conduct, which successfully converts this into actual behaviour guidelines.
Training modules on the subject of sustainability are well-established components of our training plans. Our employees in Purchasing are also regularly trained in aspects of sustainability in hop growing.
The project “Ideas for Barth”, described in Chapter 07 “Stakeholder Dialogue”, acts as a central tool for us to involve all employees in sustainable development.
One of the aims described in the last report was the review of workplace and room concepts according to ergonomic criteria. This led to the creation of a concept for a complete revitalisation of our Nuremberg location with the support of an architect’s office, considering ergonomic, climatic and energetic aspects. Our employees’ health is a particular focus of this project. For this reason, all workplaces are being equipped with height-adjustable desks to avoid back problems. Additionally, social rooms are being renewed to provide better opportunities for relaxation during breaks. Furthermore this concept should make it possible to reduce our energy consumption significantly and allow us to use renewable energy sources in the future. In doing so, we want to make an additional contribution to the responsible management of natural resources.