Learning and development

[ESRS S1-13; GRI 404-1, 404-3]

Around 67,168 times courses from Learn@Lenzing were completed in the reporting year. This results in a total training time of 45,707 hours and therefore an average training time of 5.5 hours per employee. Total expenditure on lifelong learning and personnel development decreased to EUR 5.76 million in 2023, after increases from EUR 6.19 million in 2021 to EUR 6.75 million in 2022. The numbers include group-wide expenses by Bildungszentrum Lenzing (BZL). Therefore, the group-wide consolidated expenses for training courses in 2023 were EUR 2.25 million (2022: EUR 2.48 million, 2021: EUR 2.46 million).

Individual learning path offerings

To enable the continuous and individual development of its employees, Lenzing has developed a global Learning & Development (L&D) catalog. The catalog is part of the Lenzing internal learning management system Learn@Lenzing and allows employees to individually browse through development opportunities.

It includes eLearning, blended learning as well as face-to-face training opportunities.

  • In Lenzing’s global L&D catalog, more than 200 training courses (face-to-face, eLearning and blended learning) are available. Over 120 eLearning courses are available worldwide and cover a range of topics from business to personal development and wellbeing. Employees can book courses based on their individual needs. A total of 3,942 courses were completed. Employees spent 2,054 hours using the content.
  • A digital train-the-trainer program has been launched 2022 globally to promote internal knowledge transfer and ensure that employees who already have advanced functional competencies are equipped with the necessary skills to train their colleagues.
  • In 2023, digital blended learning paths have been developed for blue-collar workers, which are linked to a skills matrix and are intended to standardize technical onboarding.
  • In 2023, a global automated reminder process has been implemented in the Learning Management System (LMS), reminding both employees and managers to complete their mandatory training.
  • In 2023, the most recent location to be integrated into the global LMS was Heiligenkreuz (Austria). More than 100 training courses were updated and transferred and all employees at the site were trained.
  • In 2023, the roll out of the global skill matrix concept and IT tool has been started in Austria, Thailand, UK, US, Brazil and Indonesia, to document the required and current qualification level of blue collar workers.
  • 1,416 external training and safety instruction training completions have been documented in the skill matrix IT tool during 2023.

Global Performance and Talent Management

Effective Talent and Performance management are pivotal to Lenzing’s overall success and the growth of its workforce. These processes are essential in shaping employee development by clearly determinating and tracking performance goals according to role and functions and identifying Lenzing’s talent mix. Therefore, Lenzing has continued its effort in 2023 to consolidate these important people processes.

The processes have been rolled out in 2023 as strongly recommended, but not mandatory, to support the business. 79.8 percent of the white-collar employees have defined their goals and 352 of all managers have evaluated their team members in the talent grid. This shows that the processes are already well rooted in the organization. The insights will support in leading the professional development of Lenzing’s employees.

The results of 2023 include talent data for 61.1 percent of the white-collar workforce and 1,077 out of 2,544 (42.3 percent) positions having at least one successor in place.

Talent Management

Talent Management (illustration)

Milestones 2023

  • 2,030 white-collar employees have set their performance goals in SuccessFactors in 2023.
  • 1,736 employees successfully completed a performance review of their performance goals for 2022.
  • 1,835 employees have filled in their talent cards and shared their backgrounds and ambitions.
  • 1,554 employees have data on potential, performance, retention risk, and recommended development approach.
  • 1,077 succession plans for key positions are in place that provide the next possible career step for employees.

Topics filter

Results for