Skills Development and Training

We want our employees to learn and continuously increase their knowledge, competencies, and performance to meet our business objectives and to develop necessary skills for the future.

Our functional and technical training focuses on maintaining a skilled and capable workforce.

Our business skills training helps employees understand OMV and work safely and effectively within the organization in compliance with all applicable rules.

In leadership training, we are supporting managers in efficiently and professionally applying our OMV tools and processes, inspiring people, and leading their teams.

Personal skills training helps develop personal impact at work and systematically demonstrate our values.

Management and Due Diligence Processes

Needs Assessment

Training is planned and delivered annually in line with our workforce requirements. Training is planned by the business units according to business needs. Employees identify their learning needs through a mixture of localized training matrices. These assist them in creating development-oriented action plans linked to career paths, competencies, and professional goals. The four key competencies in which we encourage our employees to further develop are functional and technical skills, business skills related to effective work in the OMV Group, personal skills, and leadership skills.

All learning activities should be linked to clearly defined learning and development objectives and agreed with line managers. There are different ways to learn: 70% of what we learn is from the job, 20% involves learning from others through coaching or mentoring, and 10% comes from courses. Courses are developed whenever a structured foundation for skills and knowledge is needed.

Types of Trainings

OMV provides mandatory training for all employees in areas such as business ethics, cybersecurity, and data protection, as well as mandatory training dependent on the job, for instance within HSSE. In addition, we offer optional training for all employees in areas ranging from carbon accounting and management and community relations development to personal skills training such as managing change or effective communication.

We encourage the use of online resources for training. The expansion of our online learning content enables employees to access more consistent training content and enhances its accessibility on a global level. We also highly encourage employees to pursue continuing education to further enhance their various skills.

Evaluation of Training Programs

Training processes include structured requests for feedback, which are conducted after training events in order to monitor and evaluate the effectiveness, success, and ROI of training measures, and to implement improvement measures. In addition, our overall training metrics (participation, costs, training hours, training topics, etc.) are reported in a training dashboard on a global level every quarter.

2021 Actions

In 2021, there was a focus on mandatory, legally binding, business critical, and low-cost learning (e-learning, online learning through our partnership with LinkedIn Learning, and virtual courses/webinars). Leadership training focused on first-time leaders, women in leadership, and managing remote and hybrid teams. Another priority was supporting staff in developing their virtual skills, for example by offering virtual facilitation courses. In terms of business skills, the focus was on sales training and, as before, on graduating new cohorts from the Integrated Graduate Development (IGD) Program.

Due to the COVID‑19 situation, we again concentrated on virtual training delivery, as in 2020. All measures to support employees in the virtual and hybrid environment were therefore continued. These included the delivery of virtual health webinars, the implementation of a virtual facilitators’ network, updated personal skills courses, and many more.

Outlook

In 2022, we realize that many countries in which we operate may still be impacted by the COVID‑19 pandemic, and that any steps we take to retune the working environment will now be hybrid. To support our employees further with this ongoing transition, we will again focus on our first-time leaders, remote leadership, virtual facilitation, and digital learning. Additionally, we plan to continue operating in a hybrid environment, implement change management, and further support employees to ensure their well-being and health. We will shift holistically toward the employee experience to ensure an inclusive, collaborative, and high-performing organization.

Target 2030

• Increase average number of annual learning hours to a min. of 30 hours per employee

Status 2021

• Average number of annual learning hours: 18

Relevant SDGs

SDG targets:
4.4 By 2030, substantially increase the number of youth and adults who have relevant skills, including technical and vocational skills, for employment, decent jobs, and entrepreneurship
8.2 Achieve higher levels of economic productivity through diversification, technological upgrading and innovation, including through a focus on high-value added and labor-intensive sectors