The personnel policy directives are part of the strategic company profile.

The requirements we place on our employees will continue to change, just as the organizational structure of our company will. This is taken into account by our HR management team.

• Personnel management as a division of labor process:
  The top management, the senior management, the human resources, the individual employees and the works council are involved in personnel management. Each of them has their own role to play, with distinct responsibilities.
  
  
• Personnel scheduling as a dynamic process:
  The employee profiles, including both technical and social specifications, form the base of demand planning. It is defined both quantitatively and qualitatively.
  
  
• Choosing our staff members is a central element in ensuring the quality of our personnel:
  The senior management decides who is taken on and bases its decision on an appropriate traceable selection procedure. 
   
  
• Personnel development as a strategic necessity:
  The development of our employees boosts social skills and process knowledge without neglecting the technical skills. Employee interviews are an important tool in evaluating this development.
  
  
• Enabling employees to get ahead:
  If appropriate, our managers come from within the company.
  
  
• Result and performance-oriented incomes for all employees:
  As a dynamic high-performance organization, we want to offer our employees result and performance-oriented shares.
  
  
• Information: He who gives, gets.
  Our information policy objective is to increase our employees’ individual responsibility. The basic principal it is open, honest and credible communication.
  
  
• Social partnership in the plant:
  We acknowledge our constructive collaboration with the works council. Since we are aware of our different missions and roles, common objectives can be developed as a basis for the sustainable economic success of our company.