Highly trained, experienced employees are key to the success of our business. Our future will be shaped by their skills and dedication. To this end we create a working environment that inspires and connects people and is founded on an open leadership culture that is based on mutual trust, respect, commitment and performance.


We currently employ 16,546 people worldwide. In order to assess our future employee requirements more precisely we have been introducing strategic HR planning in stages since 2011. It is intended to ensure that all KSB companies around the world have sufficient employees with the right qualifications in the medium and long term. In particular, in 2013 we determined the personnel requirements of our Indian companies in all areas of activity in the coming years. In addition, we are defining measures to develop the skills of the workforce in accordance with this target structure.

In order to adapt our staff to future needs in qualitative terms, we are using training and development options and preparing replacements for vacant positions early on. Alongside the age, skills and qualification profile of our workforce, a significant factor in our strategic HR planning is the staff numbers needed to accommodate the targeted growth in the individual areas.


Managing skills plays an increasingly important role in our company’s HR development planning. Changes in technology and commercial methodology require us to continually train our employees and equip them to perform new tasks throughout their working lives. At KSB we distinguish between core, specialist, and leadership skills, which we foster by means of innovative development concepts. The objective is to expand and broaden the skills of our employees in line with changing business activities, while taking into account the personal objectives of our employees. As the basis of our planning, in the year under review we defined the competencies and skills that our management worldwide already possessed and those that needed to be developed. In 2014, we will be creating this transparency for our other employees as well.


If new employees are to integrate successfully, it is essential that they are familiar with the most important methods, systems and rules in the company. We impart the basic knowledge they require as quickly as possible. With this in mind, in 2013 we created international qualification standards for the first time. They define how KSB companies have to instruct employees to ensure that they can fulfil their responsibilities independently. In a first step, these standards will be implemented in 13 countries, including Germany, France and the BRIC countries. Some of the required learning modules are taught by our trainers in person, while others are accessed by our employees via a media centre on our global Intranet.


Trust, honesty, responsibility, professionalism and appreciation inform work processes at KSB and the way we act and interact with customers and other partners. These values provide the basis for our activities and are part of our corporate culture. To ensure that we act in accordance with our values, employees and managers meet in communication forums to address how these are incorporated into our work and our interaction with each other. They come together in “value dialogues” to discuss the extent to which values are already successfully applied and where opportunities remain to improve cooperation. In the year under review, around 150 people in Germany took part in such exchanges of views. In addition, some 90 members of management attended a seminar on “Value-based Leadership – Leading Professionally with the KSB Values”. Value-based training sessions were also held in France, Thailand and South America.


We consider the technical and commercial training of young talent to be of prime importance for our future. By addressing this topic, we are counteracting the anticipated shortage of skilled personnel. For this reason, in 2013 we invested € 8.7 million in preparing 317 school leavers across Germany for their later employment in the company. In 2012 we launched a training programme combined with academic studies to cover our own future engineering needs, which offers trainees expert support right through to their bachelor’s degree. We also help graduates of dual work / degree programmes with their master’s studies. Ten students took part in such programmes in the year under review.


We wish to be a particularly attractive employer – both per se and in comparison with other companies – for our staff members and potential employees. A survey organised by the Focus news magazine and the Xing career platform in 2013 revealed that KSB is considered to be one of Germany’s 100 best employers. Of the mechanical engineering companies, KSB was in second place, while overall our company was ranked 53rd. The rankings were based on responses from around 6,300 employees, who evaluated their employers and companies within their own industries. Criteria included image, social responsibility, loyalty to employees, remuneration, recognition for achievements, further education / training and the working environment.


“Our technology. Your success.” That summarises our approach to creating added value for our customers. Our activities are therefore focused on providing products and services that offer our customers quantifiable advantages.

In line with this objective, our employees each make their own special contribution to our company’s success in their daily work. Their commitment and inventiveness are what characterise our company – both internally and externally. It is down to them that we earn our customers’ loyalty and attract new customers to our company.

The Board of Management would like to thank all employees for their commitment in 2013. Special thanks also go to the members of the employee representative committees, including the Executives’ Committee. They were both critical and constructive in promoting the interests of the staff, thereby contributing positively to the working environment.

KSB’s trainees also put teamwork to the test outside their companies.