Panalpina Annual Report 2006

Nationalities in top management
Number
Switzerland
Germany
USA
Netherlands
France
China
Canada, Columbia, Denmark, Italy, Panama,
Sweden, Spain, South Africa, United Kingdom
Fostering further training at all levels…
About one third of all Panalpina staff hold managerial
functions, in which they are supported
by guidelines and tools that are uniform throughout
the world. These standards include annual meetings
with all employees to discuss their progress
and their careers, as well as the active encouragement
of initiatives to stimulate feedback and
suggestions from the workforce. Under the name
Panacademy, the Group has for many years
offered a widely diversified range of professional
training courses, enabling its employees to bring
their expertise up to the highest industry levels.
… including management
It’s not only employee training that Panalpina takes
seriously: it also offers its many talented managers
a program designed to develop their potential.
During the year under review, 172 managers completed
the first module of this tried­and­tested
training package, while 56 completed the second.
The launch of a third module is scheduled for
2007. This will offer supplementary courses to
top managers, from managing director level up.
3
10
2
18
1 1 1 1 1 1 1 1
1
Participants in training programs for managers
North America
Central and South America
Asia / Pacific
Head office (Basel)
Europe / Africa / Middle East / CIS
5
3
19%
14%
12%
38%
17%
Sustainable development of management
potential
In addition, 2006 saw the initiation of a structured,
quality­controlled program to groom the successors
to the Group’s current generation of managers.
With the assistance of an external assessment
company, this is designed to ensure that wherever
possible, key managerial positions can be filled
even more successfully with suitable internal
candidates. This places the retention of internal
expertise and the sustained development of experienced
middle and senior managers on a sound
long­term footing.
Performance­related salary models
Panalpina is seen as an attractive employer within
the sector, not least because due to its willingness
to reward above­average performance. Panalpina’s
competitive salary models are based on performance
incentives linked to the operating targets
of the Group, the region and the relevant business
unit, while also taking account of individual performance
targets. Senior managers were allocated
share options at the time of the Group’s flotation in
2005 to enable them to participate in its success,
and in 2006 this was followed by a similar program
for managers on the next level down (see page 65).
This also met with great interest.
www.panalpina.com/jobs
Sustainable Growth
Panalpina Annual Report 2006 55