The current employment market is characterized by dynamism and structural changes. The further development of the performance and employability of our employees numbering approximately 150,000 is the top

Human resources development (HRD) at Continental is made up of three main processes: 

*Performance Management Process:
This process helps us to manage individual performance and to foster our high-performance culture. The annual employee dialogue forms the core of our performance management process. 

*Human Asset Management Process:
In order to meet the challenges of a globally expanding company we provide a sound human asset management process. We have defined common standards for HRD conferences, the HRD portfolio as well as succession planning. This enables us to detect gaps in our personnel structure and anticipate any business requirements. 

*Feedback Management Process:
This process comprises Continental’s “BASICS live” employee survey and Continental’s “BIG SIX Radar” 360° feedback survey, which take place every two years on an alternating basis.

We generally focus on the following goals:

*Realization of the annual employee dialogue for all members of staff, including feedback on cooperation and the discussion of personal/career development prospects and specific development measures.

*The early gaining, identification and incorporation of talented newcomers for a wide range of functions, either as specialists or experts, or for management roles.

*Promotion of the high-performance culture based on the Corporation’s principles, THE BASICS.

*Ensuring a solid, skills-based management culture founded on the BIG SIX management skills at Continental.

*An HRD strategy and related processes aligned with corporate strategy and the individual business units’ needs.

*Effective control and solid worldwide implementation and development of the HRD core processes with responsibility divided between management, employees and the human resources function. Promotion of individual responsibility among employees as managers of their talents, and the fostering of a culture of life-long learning.

For this purpose, systematic entry and development initiatives, training and further qualification programs are offered within the Corporation and its individual business units.

1. Entry programs include:

*Pro-MOTION: A program to retain talented interns in the company.

*Professional training: Classic commercial and technical training professions and dual commercial and technical study programs with a Bachelor qualification. Continental’s Global Talent Initiatives, such as:  

• Conti EXPLORE Trainee Pool: The development of new recruits for R&D functions within the Tire divisions.
• HoRizons: Integration and development of new recruits in the human resources unit.
• ContiTech Management Program: The entry of graduates and young professionals, multiple job rotation with the aim of taking on international management responsibility.
• Corporate Entry Program: Entry program for new employees consisting of the Corporate Entry Conference as well as other mandatory and voluntary seminars on topics like how to conduct employee dialogue successfully, effective presentation techniques and project management.

2. Development programs include:

*Chamber of Commerce and Industry Specialist for Rubber and Plastics Technology:
A practice-oriented qualification for highly capable employees in the factories, with a Chamber of Commerce and Industry certificate.

*Talent Development Process (TDP):
The recognition of potential and development of new leadership talents worldwide.

*Cross Moves Talent Initiatives:
Job rotation for talented employees to develop a broad, solid background of experience for the later adoption of leadership roles at different levels.*International Management Program (IMP):
International development program for leadership talents with Action Learning (solving real business problems in projects) and Business School elements.

*Executive Master Policy for part-time Masters study programs.

*Mentoring Program:
Opportunity for young leadership talents to be supported by experienced managers.

*Qualification programs as part of quality management initiatives, such as Six Sigma or Total Productive Maintenance (TPM) in the factories.

*Corporate Executive Development Program (CEDP):
Outstanding executives are provided with the skills of future leaders.

*Leadership Entry Program (LEP):
Three-stage learning seminar for new executives.

*Expert career:
Strategic knowledge and support for experts.

*Competency-based training provided locally by an open training and qualification program.

3. Initiatives to develop the management and corporate culture (BIG SIX and THE BASICS), such as:

*THE BASICS live:
Global employee survey dealing with satisfaction and identification with Continental.

*THE BASICS Award
Award for outstanding achievements in implementing the Corporation’s principles, THE BASICS.

*BIG SIX Radar:
Continental’s 360° feedback process for all executives worldwide.