The Messer Team
The Messer Team
Diversity and equality
Our commitment to diversity and equal opportunity are anchored in our mission statement. Our forward-looking and sustainable human relations policies ensure a level playing field for professional success, respect cultural differences, and promote interaction among each other. For Messer, diversity is essential to innovation and sustainable business success, and mutual trust and respect is the company value in which our corporate culture is deeply rooted.
UN Goals Messer-Team
Share of women and equality
As of December 31, 2021, Messer employed 10,209 people; on December 31, 2020, that figure was 10,764. The share of women was 28.1 percent, which was slightly below the 28.4 percent share of the previous year. The share of women in first and second level management positions was 25.1 percent versus 24.1 percent in 2020. The share of women in management positions at Messer in the Americas (35.8 percent) was significantly higher than in Western Europe (23.8 percent) or Central and Eastern Europe and Asia (21.4 percent collectively).
The share of women in the first and second levels of management will be raised over the long term, with the goal of establishing mixed-gender management teams with a 30-percent share of women by 2030.
Our salaries are based on function, market, performance, education, experience and number of years of service, as well as any collective wage agreements or comparable collective wage agreements and adjustments for inflation. It goes without saying that our remuneration policy makes no distinction among genders.
Share of women and equality Accordion
Satisfaction of our employees
In 2021, the average length of service of our employees since joining Messer was 9.7 years versus 10.2 years in 2020. Total staff turnover fell slightly from 13.2 percent in 2020 to 10.1 percent in 2021.
The employee survey in Europe in 2020 identified three areas in which local organizations should place greater focus: Digitalization, communication and employee development. To improve internal communication, Messer launched an international app in 2021: the “Beekeeper” app facilitates worldwide exchange between organizations and their teams: there are different streams for information, messages and files. Moreover, Beekeeper makes it possible to conduct anonymous and non-anonymous surveys, send out newsletters, and disseminate information campaigns. The Corporate Communications area was redesigned at the same time. Now it focuses more on content and in-house communications and is no longer organized according to communication channels. A “digital newsroom” reinforces cooperation with the communications officers in all companies.
Since the end of 2019, Messer Americas has been conducting surveys annually, in order to determine the needs and requirements of the workforce and to establish appropriate employee development programs. Their survey results from 2021 demonstrated indicators of employee engagement in the areas of company pride, safety and culture. The survey also provided employees an opportunity to express why diversity and inclusion (D&I) is important and what makes them most proud to work at Messer.
Employee Satisfaction Accordion
Education, advanced training, know-how transfer
Messer is committed to the education and training of talented young professionals, who represent an important investment in the competitiveness and capability of our company. Some of that training takes place at various locations, supplemented by multi-week assignments abroad. As in the previous year, the training quota at Messer in 2021 was 1.3 percent.
Open dialog and in-house transmission of expertise are important to us. That’s why we promote the establishment and maintenance of cross-regional and intercultural networks. In 2021, most network meetings were held virtually. We use this to win over even more networking participants and to network our workforce on the professional level to an even greater extent. In all, employees participated 20,509 times – in most cases virtually – in site conferences or network meetings designed for strategic integration or know-how transfer. By contrast, that figure was 15,559 in 2020.
Continuing education and support
The worldwide Covid-19 pandemic has changed how people think about continuing education. At Messer, we used the extensive offering of virtual webinars to provide continuing and advanced education for employees in 2021. Participation in paid seminars averaged 15 hours per person in the year under review. On average, a total of 114.5 euros per person were spent on advanced training. In tracking the cost and hours of continuing education, Messer Americas took into account only training courses involving Compliance.
Education, advanced training and know-how transfer Accordion
Selected network meetings of specialized groups
Selected network meetings of specialized groups
Messer reinforced digital networking activities in connection with the in-house Global Finance Conference. Along with existing channels, this communications concept relied on two new digital formats: The “Quarterly Touchbase,” in which reporting topics were discussed, and the “Finance Forum” for a topic-based exchange on innovations and best practices in the finance area.
For all regions, Corporate Application Technology held virtual meetings in the Food, Welding and Cutting, and High-Temperature Processes segments, as well as the annual Applications Manager Meeting.
The Global Workshop Specialty Gases was also held in four separate events, with participants from Europe, China, ASEAN as well as – for the first time – North and South America. It focused on exchanging information among the regions along with developing synergies and cooperation.
In September 2021, Messer held the Global Sales Meeting as a hybrid conference: While a large share of the European team traveled to Bad Soden to participate in person, the remaining employees of the international sales network and invited guests accessed the event virtually. Topics covered sales digitalization measures, business growth in the “clean hydrogen” segment, and the launch of a new system for Customer Relationship Management (CRM).
In 2021, Corporate Logistics organized three virtual meetings of the management teams in charge of logistics in the national subsidiaries. These meetings focused on current developments and mutual exchange, with the goal of further raising the productivity of logistics processes. Through the continuous optimization of supply chain management, Corporate Logistics is making a key contribution to greater efficiency and profitability.