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30 Changing working worldDeveloping talents, strengthening competencies.Building competencies for sustainable companydevelopment is the focus of the HARTMANNGROUP’s personnel work. Therefore, we not onlyinvest in vocational and academic training fromthe beginning but also intensively in the personalcompetencies of our employees. Under the talentmanagement program, we offer them the opportunityto qualify for senior positions in the companyand to assume more responsibility, based on theirdevelopment and performance.Higher customer demands as well as the increasing complexity and rapidchange of social processes are the framework conditions of personnel workat HARTMANN. Competence areas such as ability to change, innovation andcreativity are at the forefront of our human resources development. HART-MANN provides a wide range of opportunities for strengthening these skills,from individual training courses to studies while working. We also offerindividual competence development programs for our young professionalpeople to effectively prepare them for their future roles.We provide a broad range of business, industrial, and technical trainingopportunities for school leavers. We offer study opportunities to high schoolgraduates under the Dual University program; university graduates can enterthe program directly through our international trainee programs. In addition,we provide internships, propose practical topics for theses to students, andactively work with universities.International training under the Corporate Trainee ProgramThe internationality of our employees’ careers is shown by the example ofVáclav Kroupa. After graduating he first worked as an Assistant toProduction Management at our Czech subsidiary in Veverská Bítýška. Hejoined our Corporate Trainee Program in 2008. Under this program, heinitially worked on a sales project in the Czech Republic. He then participatedin two international projects at Corporate Headquarters in Heidenheim:a concept for a manufacturing site in Asia and the introduction of acontrolling tool for subsidiaries. “I felt I was well supported in these excitingprojects,” reported the industrial engineer who is now working as a GroupSupply Controller. “This not only applies to my project mentors but also tothe Board Members who met with us, for example, on fireside chats todiscuss exciting topics directly with us. This is true appreciation.”Systematic competence management and succession planning atHARTMANN SpainHARTMANN Spain is systematically and effectively developing the skills of itsemployees with a new competence management system. The system defines19 competence areas which are assigned to the respective job descriptions,indicating potential employee development fields. These provide the basisfor individual development meetings. Under the related talent managementprogram, the results of these meetings are used to find appropriate internal