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Our employees are the secret of our success

Headcount development

// As at cut-off date 31 december

2008 Of which trainees 2009 of which trainees +/- absolute
Germany 1.198 83 1.341 86 +143
USA 609 0 644 0 +35
Rest of the World 18 0 15 0 -3
Total 1.825 83 2.000 86 +175

Personnel expenditure rose in line with growth.

Personnel expenditure in the year under review amounted to € 99.8 million (previous year: € 90.1m). This is equivalent to a share of 10.4 (previous year: 13.1) per cent of the total operating expenditure and 9.9 (previous year: 10.0) per cent of total group revenues.

Age structure in the SolarWorld Group

 // in percent

Employing temporary staff for specific tasks

In 2009, also, the specific employment of temporary staff – some of whom have qualified technical training – was again an important tool in our personnel policy. We can thus act quickly and flexibly at our production sites during phases of expansion. In Freiberg alone, 36 people found future-oriented permanent employment with SolarWorld in 2009 as a result of their temporary work for the company. Including our temporary staff, a total of 2,725 (previous year: 2,498) people were employed by the SolarWorld Group as at the cut-off date of 31 December 2009.

Developing a leadership culture together

Our worldwide SolarWorld locations continued to grow successfully in the reporting period. In order to further improve our international cooperation we want to develop our SolarWorld corporate culture appropriately. It will be designed to support our strategy while taking our cultural diversity into consideration. This is why, in the year under review, we started to work intensively on the concept and establishment of a cross-location set of values for a SolarWorld leadership culture. In the future, all management staff are to align their actions with this culture and thus also improve group-wide cooperation – an important success factor for the group as a globally operating company. We started the process at our headquarters in Bonn as well as in Camarillo in the USA. In this process, members of the first management level identified corporate values considered to be relevant to corporate success. A group-wide validation phase will follow as the next step of implementation from 2010 onwards.