Operational review continued
Personnel and organisation
The new regional structure under the direction of new management, implemented in 2005, continued to work to improve operational efficiency and improve top- and bottom-line growth. Thanks to these changes and to the new senior management reward policy, which came into effect on 1 January 2006, we have made significant steps towards a more performance-oriented company. In addition to the improved results, this has become apparent in greater clarity of direction, a higher speed of decision-making and a better focus on implementation.
In 2006 we completed a benchmark of the efficiency and effectiveness of our support functions, both externally and internally. In general, the benchmark indicated that we perform at reasonable levels, but efficiency and effectiveness improvement opportunities are available across all functional areas. Especially in our back office, we have possibilities to reduce our error rate and time spent, which could help to focus more on added-value activities. Increased leverage of technology is an important enabler for this.
Initial quick wins have been achieved and more structural improvement projects have been initiated. This has resulted in better focus on (centralised) HR-related purchasing. In 2007, we will continue our drive for improved performance.
Progress was made in strengthening our senior management review and performance management processes and the goal of upgrading our information systems to provide more transparency across the organisation. Human Resources information can now better be shared among regions and this is especially helpful when identifying potential high-performing individuals so that we can develop these people across all disciplines and regions.
Geographical distribution of personell In numbers (not pro rata)
We continue to make significant improvement in the Health and Safety management of our employees. We enlarged our provision of (preventive) medicine for diseases such as malaria and HIV/Aids. We continue to work on and improve our policy of listening to employees and to be a place where our employees can fulfil their career ambitions. Increasingly, we approach this interaction more structurally, not only via regular performance dialogues, but also with employee engagement surveys among large parts of our staff.
In 2006 the average number of employees (not pro rata) increased from 64,305 to 65,648.
