Core topics of our international human resources work 

As an integrated global company, Merck implements uniform HR programs, structures and processes worldwide. For instance, we broadened the target group of the Performance Management Process to include a larger portion of the workforce; we enhanced the Global Rewards Policy and implemented the Talent & Succession Management Process at a global level. All global programs were initiated in newly added businesses such as Merck Millipore. These programs aim to develop a performance culture based on the joint strategic direction of the company, to establish a performance-related, market-oriented compensation structure, and to fill positions with the right people.

Merck is using the motto “Make great things happen” to position itself in the global job market. The aim is to convey to potential applicants a sense of what makes Merck unique: an inspiring, motivating work environment in which innovations thrive; an environment in which all employees have the opportunity to apply their ideas and commitment to benefit customers and the company, while at the same time developing themselves further.

Performance management

Performance management is of crucial importance for promoting entrepreneurial success and for identifying and developing employee potential. Key features here are clear objectives, differentiated feedback in performance management, transparent performance assessment, and the preparation of individual development plans. Currently, 21,429 employees are participating in the globally uniform Performance Management Process.

Global Rewards Policy

The Global Rewards Policy applies to all Merck companies worldwide and ensures a systematic compensation structure. The policy describes the principles governing how employees are compensated depending on their performance and capabilities, and on the situation in the respective labor market. In order to take into account the changing needs of our global business, we further developed existing compensation systems, especially with regard to variable compensation.

Career opportunities

Merck wants to offer its talented employees the opportunity to have an interesting career and to continually develop themselves both personally and professionally within the company. The Talent & Succession Management Process and the Expert Talent Process are two systematic processes that Merck uses to identify and specifically promote employees who show potential for a management position or an expert career path. These programs enable Merck to appoint the right people to management positions while at the same time retaining talented employees. In 2011, 78% of promotions to management positions were filled by internal candidates.

In addition, we complemented these processes by externally recruiting personnel to fill several key positions with the aim of combining new global perspectives with our existing experience.

Employee engagement survey

Motivated and committed employees are our most valuable asset. Merck wants to offer its employees adequate scope for them to make their best individual contribution to the success of the company. In order to create the right conditions for this, Merck regularly conducts a Group-wide employee survey in which employees are able to express their assessment of Merck as an employer, their motivation and identification with the company, as well as their needs. The results are incorporated into measures that we use to continuously improve the framework conditions. Altogether 87% of employees participated in the most recent survey, which was conducted in September 2011 in 28 languages. The overall results show that the majority of employees identify strongly with Merck and engage themselves for the success of the company. The results are at or above industry averages in most categories.

Occupational health and safety

In terms of accident prevention and occupational health and safety, we again made significant progress in lowering the most important indicator, the lost time injury rate (LTIR). This internationally used key figure describes the number of workplace accidents resulting in lost time per one million working hours. Merck had set itself the goal of reducing the LTIR to 2.5 by 2015. In 2011, we even outperformed this goal, achieving an LTIR of 2.0.

In order to maintain this good result, we are continuing the BeSafe! program we launched in 2010, with the aim of further strengthening our safety culture. The program has a globally uniform structure, but also features local programs to meet the specific requirements of the individual sites. BeSafe! focuses on establishing the safety culture as a management task and on empowering the independent responsibility of our employees.