Live @ Infineon

HR’s central role in integrating over 6,000 new Infineon colleagues worldwide

With the acquisition of Cypress, we have combined the strengths of Cypress and Infineon to create one of the top 10 semiconductor manufacturers in the world. This marks another major step forward in the execution of our long-term strategy of “Linking the real and the digital world.”

The integration of Cypress continues to be a high priority for our company

Even though we have already been successful in many areas of this process, we will continue our integration efforts throughout the company. Over the past financial year, we were able to transition over 6,000 new colleagues into our organization, processes, policies, systems, and compensation logic, while also starting the necessary onboarding and training measures at individual and team levels. This is an important step to successfully integrate the new employees and managers.

The integration of a large company like Cypress comes with many changes, challenges, and opportunities, both for Infineon as a company and for its people as individuals.

HR is actively supporting the integration process with significant strategic, financial, and cultural contributions. Thanks to our change strategy, employees worldwide are accompanied through the integration process, whether in the form of a buddy system or the newly developed “onboarding journey”. Right from the early stages, we made sure to create complete transparency about what employees can expect when working for Infineon.

Mastering the onboarding process under special conditions

Despite the challenging conditions accompanying the COVID-19 pandemic, we found new ways to welcome our new colleagues and integrate them into the work process at Infineon. Virtual tools allowed us to hold virtual “welcome” meetings, keep the flow of information going, and, at the same time, replace face-to-face interaction in the best possible way.

Integration efforts have since been handed over from the central project to the line organizations. Thanks to great teamwork and collaboration, we have got this far and this basis will continue to guide us in our ongoing integration efforts as we tackle the remaining tasks.

New Work – the future of employment

The importance of New Work is accelerated by megatrends such as digitalization, artificial intelligence, and human-machine collaboration. Most recently, the coronavirus pandemic provided added momentum. It was viewed by many as a time machine, propelling us into the future of work. New Work changes that were predicted to take place over the coming decades suddenly took place over a period of just a few weeks. At Infineon, we had already implemented many digital tools and processes that helped keep our business running successfully during the pandemic, and we constantly improved our offerings during the crisis to support our employees and managers who were working remotely.

Leveraging and expanding the foundation

Most of our office staff can already work from home. Thanks to LinkedIn Learning and further trainings, we enable our employees to acquire future skills for new ways of working.

Our “New Work @ Infineon” initiative will help ensure competitiveness and innovative strength in the future, extending far beyond the question of how many days our employees will have the option to work from home after the pandemic. Meetings, personal follow-ups, and workshops can also take place virtually in the future. More digitization will bring more change. For example, greater automation will have an impact on which activities will be performed by humans and which by machines in the future. This, in turn, will also have an impact on collaboration.

These changes in tasks, jobs, processes, and collaboration will require new skills and competencies on the part of both employees and managers. Technologies will not replace people, but will allow us to focus on what we can do better than machines. These changes will also have an impact on our culture, community, and sense of wellbeing here at Infineon.

New Work Motivation, New Work Core Beliefs, New Work Measures

To ensure that the right actions are taken, a triad of New Work Motivation, New Work Core Beliefs, and New Work Measures has been defined.

New Work Motivation focuses on defining the “why”. New Work contributes to achieving our corporate goals while safeguarding the interests of all our stakeholders, employees included.

As premise, the New Work Core Beliefs provide the necessary framework for our future way of working. They indicate what will change from our perspective in the future of work, and the elements we would like to retain from today’s culture.

Implementation in three tracks

The alignment and implementation of New Workmeasures were divided into three tracks.

› The “must-have” measures to achieve business goals immediately after the pandemic, including a remote work policy that comes into effect after the crisis.

› “Try & learn” measures with the goal of letting the organization learn about elements where we need to find the right fit for Infineon because there is currently no clarity about the right approach or consequences.

› The third track is about “trends”, and thus about measures in the future, which include things we are not currently aware of, so we will address these issues as we encounter them.

In summary, it can be said that we are already living New Work in our working world. Infineon’s culture is characterized by a strong “people orientation” that puts people at the center of everything we do. Trust, personal relationships, and strong networks are and will remain the basis of our collaboration – even as we step into the New Work future.

The future of work will be significantly influenced by digitalization and we want to shape this transformation for the benefit of Infineon and its employees. Over the past year, the New Work project team has laid an excellent foundation. We want to leverage our curiosity and learn as we go in order to identify areas where we need to adapt or can further improve. In addition, I am excited to enter into the third phase of the project, where we will take a deeper look at the trends and jointly develop a vision for the future of work at Infineon.

Constanze Hufenbecher Chief Digital Transformation Officer

COVID-19 – Ongoing efforts to navigate through the pandemic

The COVID-19 pandemic remained a predominant theme over the past fiscal year. Of course, we continued to continually review the COVID-19 measures we implemented to ensure the well-being of our employees and the continuity of our business – both matters of top priority to us.

The COVID-19 taskforce, convened already at the beginning of the pandemic, continued to operate in recent months. For us it was of utmost importance to make sure that we comply with the applicable local regulations at all of our locations across the globe and to have appropriate safety and hygiene concepts in place.

Infineon undertook numerous measures to optimally support and safeguard our employees and the business with different successful test and vaccination concepts at our sites.

In addition, since the beginning of the outbreak, Infineon and its regional entities have launched or joined 22 initiatives to mitigate consequences of the COVID-19 pandemic and support people locally in countries like Malaysia, India, Singapore, Austria, Hungary, the U.S., China, and Germany.

Working from home ongoing

Even before the COVID-19 pandemic, home office, mobile working, and virtual collaboration shaped many areas of everyday working life at Infineon outside production. Special virtual learning offers have helped our managers navigate through uncertain times, organize themselves, and coach their employees and teams while working from home. We constantly extended and improved our offerings to support employees and managers in this situation. Especially after so many months dealing with this exceptional situation, the challenge now lies in maintaining an upbeat spirit and combatting “pandemic fatigue”.

As mentioned above, the New Work initiative will evaluate the practical learnings gathered over the past months to see what we can take away from this time for the future.

Once again, the COVID-19 pandemic kept us on our toes over the past fiscal year. The crisis management teams at our sites and our IT service did their very best to protect our people against the risk of infection and enable them to work from home without any problems.

Our training providers and academies in particular really excelled in their efforts to ensure that restrictions on classroom training did not compromise further development opportunities for our staff.

Existing classroom trainings were converted into virtual formats and made available. Under a new agreement, our production staff now also benefits from LinkedIn Learning.

Given the rapid evolution of digitalization and automation at our plants, a continual learning journey is more essential than ever for our people.

In addition, employer representatives and the Central Works Council have laid the foundations for new ways of working post-pandemic. We made a conscious decision to look beyond rapid, radical solutions in favor of an agile approach enabling us to align over time with the huge bandwidth of experiences and wishes expressed by employees and managers.

Ronald Künemund General Works Council Chairman

Managing the cycle in recruiting

The number of open positions tripled at Infineon over the course of this fiscal year, up from 800 open positions globally to more than 2,400. Our task was to manage this exponential increase in demand for talent. At the same time, an ever-rising number of hard-to-fill functions required a new, specific approach and even closer collaboration between HR and the Business.

The “Recruiting-Push” as core enabler of profitable growth and system competence building

Our Power & Sensor Systems division (PSS) was the pioneer. As early as April 2020 – as the COVID-19 pandemic was beginning to unfold – they announced a strong headcount build-up involving roughly 400 new positions spanning all kinds of profiles, including hard-to-fill functions around the globe. It was clear: We would not be able to fill these positions with standard recruiting activities. So, we set up a global, interdisciplinary team to start Infineon’s very first “Recruiting-Push”. We needed to move away from a job-by-job recruiting approach so this integrated Recruiting-Push focused on job clusters to help fill positions more quickly.

We were able to fill more than 500 positions within 12 months for the Power & Sensor Systems division. This included convincing top candidates to switch employer during a global pandemic and generating more than 1 million impressions on social media – all with a limited external marketing budget.


Already now, the “Recruiting-Push” set-up has become the “new normal” for large-scale recruiting

With the strong increase in open positions across Infineon globally, this Recruiting-Push concept set the bar and has since been activated. It combines three important factors: