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Key Facts   Financial Highlights
Board of Management
Letter toShareholders
Management Report Summary
Results of the Segments
The Celanese AG Share
Corporate Governance Report
Report of the Supervisory Board
Supervisory Board
Consolidated Statements
Financial Report
5-years-Summary
  Management Report Summary
 
Results significantly improved despite difficult market situation
Financial situation continued to improve
Focus on a steady increase in efficiency
Profitability even in an unpredictable business environment
Investment in growth areas
Our employees prepare to face new challenges

Our employees prepare to face new challenges
The number of our employees slightly declined to 10,700 in 2002. This was primarily due to the restructuring of businesses and sites under the Forward cost reduction initiative as well as the divestitures of Trespaphan and the U.S. amines business. Around 650 new employees joined the company in January 2003 as a result of Celanese’s acquisition of the emulsions business.

Around 50 % of all employees are employed in our businesses Acetyl Products, Ticona and Performance Products. Over 60 % work in the NAFTA area and over 35 % in Europe.

The success of our strategy to optimize processes, on the one hand, and to develop Celanese in profi table markets that are close to customers and have the potential to increase value, on the other hand, depends on the capabilities of our employees. At our sites, we offer training programs for apprentices to become chemistry lab technicians, clerks specialized in the industry, and for other jobs which suit our specific needs. Our Champ program offers early career, highly qualified college graduates the opportunity to work in different positions throughout the company on a variety of projects, enabling them to become well acquainted with Celanese.

Apart from recruiting and training, we also focus on employee education as well as systematically promoting management within the company. Based on evaluations of all management members, which are conduced during what is called the talent review process, we develop company-wide training programs and career planning tailored to promote the individual. We also identify and develop talent in special training programs, so that they can be employed in any division, area or region of the entire company. Decisions on potential junior executives’ next career moves are made together with superiors, top management members and the Management Board.

Number of employees by region

Number of employees by segment


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