Working 20 hours, earning full time: B&R received a deluge of applicants for this vacancy. 700 interested people lined up for the temporary weekend jobs at the automation specialist in Eggelsberg, 300 made it to the race. And how are you? Time for a first evaluation after four and a half months.
Even his postman spoke to B&R boss Jörg Theis about the two-day working week that the automation specialist in Eggelsberg has been introducing for a year. The model that Theis describes as “beautiful, innovative and appropriate” has been available since March.
When the core workforce starts on the weekend, the 300 dedicated employees take over production on Friday at 10pm, who then run two 10-hour shifts over the weekend.
But how have the extra units proven themselves? Applicants don’t even need work experience. Only the willingness to take a job of up to 52 weeks was enough for now. Now, four and a half months after the start, the Werkl has been included. “The new employees in the Saturday-Sunday shift have exceeded all our expectations,” says B&R.
Training phase shorter than expected
The introduction phase was completed faster than expected. “We have already achieved our original production targets in the first weeks,” says the company, which is part of the ABB Group. The swing is low. “From the point of view of the employees and the company, the model has more than proven itself”, emphasizes.
Aside from the two-day-a-week initiative, B&R had invested a higher double-digit million in expanding production. It is now paying off. Eggelsberg can now process more than two billion components per year.
Source: Krone
I’m Ben Stock, a journalist and author at Today Times Live. I specialize in economic news and have been working in the news industry for over five years. My experience spans from local journalism to international business reporting. In my career I’ve had the opportunity to interview some of the world’s leading economists and financial experts, giving me an insight into global trends that is unique among journalists.
