Talent attraction & satisfaction

Talent has become an essential issue for any organization. When companies develop a strong reputation for their products and services and a genuine commitment to improving their customers’ business and sustainable needs, they are more likely to attract and retain employees. The active Employer Branding Bobst Group aims to hire top talents in cutting-edge technologies and prepare them for management roles through mentoring programs.

Shaping the future of packaging through digitalization, connectivity, automation, and sustainability is the strategy BOBST pursues and commits to deploy within its industry. This shift from a mechanical to a digital world implies that Bobst Group needs to address and hire different work profiles in the labor market from what it has been used to and expected previously. In fields like software development, IoT (Internet of Things), digital printing, and sustainable substrates, this requires attracting talents with new and specific skills. In addition, BOBST faces two further challenges in its workforce:

– A quarter of the Group’s employees will retire within the next ten years;

– Work habits and corporate loyalty have evolved, resulting in a more volatile workforce and less predictable turnover.

Employer branding and mentoring programs

BOBST understands Employer branding as an essential element in its strategy to attract the new talents the Group needs for the future. In this perspective, several initiatives were started and continue to be implemented:

– Development of solid relationships with targeted universities and technical schools to reinforce the Group’s visibility and ability to attract young graduates and the next generation of leaders;

– Concurrently best-in-class candidate experience since the first stages of contact with Bobst Group, providing them with relevant information in a transparent way and listening to their feedback;

– Continuous employee feedback and satisfaction levels assessment through regular engagement surveys, committing to improving the employee experience and making them ambassadors of the Group;

– Implementation of mentoring programs to prepare young leaders for management roles, increasing their ability to progress and be ready to take leadership roles and more significant responsibilities in the long term with dedicated development;

– If employees remain loyal to the company, it is thanks to the quality of the people who work there and to the principles of leadership of BOBST (BOBST leadership manifesto).

Sustainability report 2022

> Strategy

>Operations reporting

> Equipment reporting

> Packaging use & end-of-life reporting

> TCFD

> GRI index

eNPS (Employee Net Promoter Score) metrics

Based on the Net Promoter Score (NPS) used to measure customer satisfaction, Bobst Group uses the Employee Net Promoter Score (eNPS) to evaluate how its workforce perceive it as an employer. The eNPS system consists of a two-question survey: the first question asks employees to rate, on a scale from zero to ten, how likely they would recommend the organization as a place to work. The second is an open-ended question asking why they chose the rating they did.

Using eNPS (employees) and cNPS (candidates) enables Bobst Group to survey employees and candidates regularly to stay up to date and track trends over time. And as their eNPS goes up, they can include that score in recruiting materials, attracting a higher caliber of talent to their workforce. Comparing progress over the years will help BOBST Employer Brand improve to attract, retain and keep its employees.

Group objectives by 2025

Increasing the proportion of women within the Group and strengthening youth inclusion training.

Sustainability report 2022

> Strategy

>Operations reporting

> Equipment reporting

> use & end-of-life reporting

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