Learning and development

[ESRS S1-13; GRI 404-1, 404-2, 404-3]

Courses offered through Learn@Lenzing were completed around 83,784 times in the reporting year. This results in a total training time of 48,968.71 hours and an average training time of six hours per employee. The average training time was seven hours for females, and six hours for males. The total expenditure on lifelong learning and personnel development increased to EUR 6.70 million in 2024 compared to EUR 5.76 million in 2023 and EUR 6.19 million in 2021. The numbers include Group-wide expenses by Bildungszentrum Lenzing (BZL). Therefore, the Group-wide consolidated expenses for training courses in 2024 were EUR 2.17 million (2023: EUR 2.25 million, 2022: EUR 2.48 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.

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

In Lenzing’s global L&D catalog, more than 220 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 5,234 courses were completed. Employees spent 981 hours using the content.

• 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. New digital blended learning paths were also developed for various areas in 2024.
• In 2024 the roll out of the global skill matrix concept and IT tool has been started in Heiligenkreuz (Austria) to document the required and current qualification level of blue-collar workers.
• Furthermore, in 2024, the roll out of the global skill matrix tool is ongoing in Austria, Thailand, UK, US, Brazil and Indonesia and has been intensified in other relevant areas apart from production.
• In 2024, a standardised reporting for the skill matrix system has been developed, displaying skill fulfilment rates.
• In 2024 processes have been adapted in the skill matrix IT tool to also include employees without an email address.
• 185 Learn@Lenzing courses have been assigned in the skill matrix IT tool.
• 3,072 external training and safety instruction training completions have been documented in the skill matrix IT tool during 2024.
• In 2024, a digital global onboarding training was developed and rolled out for the Lenzing Group.
• In 2024, an add-on was developed with which external parties such as sales partners or the supervisory board can also be trained digitally.
• In 2024, a new dashboard was introduced on the learning platform. This dashboard offers even more reporting functions for managers and power users.

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 determining and tracking performance goals according to roles and functions and identifying Lenzing’s talent mix. Lenzing has consequently continued its efforts to consolidate these important people processes: Performance and Talent Management in 2024.

Both processes were rolled out in 2024 to support all white-collar employees in the business. During the Performance Management Process, 91 percent of the target group (out of 2535 employees) in 2024 defined their goals in SuccessFactors, and 89.1 percent (out of 2033 employees who set goals in 2023) completed the review of their goals. This translates into 31 percent of all employees participating in regular performance and career development reviews (68 percent male, 32 percent female) and 25 percent of all employees completing their goal review from 2023 in 2024.

The results of the Talent Management Process 2024 include talent data for 80.4 percent of the white-collar workforce, and 973 out of 2,535 positions have at least one successor in place.

This shows that the processes are already well-rooted in the organization. The insights will help to guide the professional development of Lenzing’s employees.

Milestones in 2024

• 2,307 white-collar employees set their performance goals in SuccessFactors in 2024.
• 1,812 employees successfully completed a performance review of their performance goals for 2024.
• 1,499 employees filled in their talent cards and shared their backgrounds.
• 2,038 employees have data on their potential, performance, retention risk, and recommended development approach.
• 937 succession plans for key positions are in place to provide the next possible career step for employees.
• 7 refresher sessions were provided, during which 126 managers and 26 HR employees were trained in the Talent Management process.
• 400 top talents have been identified in SuccessFactors by their managers across the Lenzing Group, of which 156 are from salary grade 5 and above. 71 key talents have further been calibrated and discussed during the 3 People Conference Days to increase transparency in the Talent Management process.

Lenzing’s Human Resources department focused on improving the assessment of high-performing talent, moving beyond the SuccessFactors tool. This effort includes a senior management discussion about talent during the new People Conference Days for B-1 leaders. In Q4 2024, 10 out of 71 top talents discussed during the People Conference Days were moved into new roles.

Talent Management