Annual Report 2004 - HL Display

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EMPLOYEES Skills development creates positive effects Work on reinforcing employees’ skills has created clear, positive effects in HL Display and is an important element of work to develop the company in accordance with its objectives. During the year HL Display has developed new methods enabling the company to offer training courses to employees in a systematic way based on their individual needs. HL Display’s vision, to be the leading supplier of merchandising systems and the most cost-efficient supplier of in-store communication systems, places high demands on employees’ skills at all levels in the company. To develop the company in line with this vision, HL Display must not only continuously improve the skills and productivity of its employees, but also recruit new employees with the right skills and capacity. Higher quality in sales work Improving employees’ skills generates clear, positive effects within the company. One good example of this is the wide-ranging training initiative that started last year for the company’s Key Account Managers. The training programme focuses on the sales process and how the company can create the conditions for a greater number of successful projects through higher quality in sales projects. As well as a new sales process, a new customer project module has been developed to manage the largest projects. In 2004 work to reinforce skills in the sales organisation has continued region by region according to the long-term plan that was drawn up. During the year HL Display developed methods of measuring productivity and profitability in the sales force. The result of the measurements then forms the basis of action taken within the various sales companies, for example the allocation of direct and indirect sales staff. Interactive training HL Plus is a central element of HL Display’s work on skills development. HL Plus is a modern tool for employee review meetings and performance assessments, developed in 2002 and now imple- HL DISPLAY’S FUNDAMENTAL VALUES Target fulfilment HL Display’s ambitious aims create a result-oriented corporate culture. Targets are set high, and create positive challenges for the company and its employees. Day-to-day activities are characterised by an insistent striving towards target fulfilment. HL DISPLAY ANNUAL REPORT 2004 Trust and respect HL Display also emphasises the importance of open, honest dialogue within the company. Showing trust in all employees and an attitude that everyone is doing their best for the company combined with a stated policy of maintaining and developing a good, honest business ethic. Drive Problems must be solved where and when they arise. Personal drive is encouraged. The basic idea is that everyone must have the competence and the ability to deal independently with their daily tasks. This is in line with the company’s entrepreneurial heritage. 24 mented throughout the entire group. During the year HL Display conducted follow-up and an assessment of HL Plus in one part of the company, and the response was very good. The employees thought that HL Plus was a good tool to develop themselves and the departments in which they work. During the year a function known as the Job Navigator Review was also connected to HL Plus. A Job Navigator is essentially a chart of jobs, skills requirements and development paths within the group. At present there is a Job Navigator for all sales roles within the company and for roles within finance and economy. By linking together HL Plus with a Job Navigator Review, employees get a clear picture of where they stand, what authority they have and how they can develop within the company. During the year HL Display also started work on a more structured system of offering training to employees based on the results of the HL Plus assessment. This will take place, among other things, in the form of interactive training via the company’s intranet. Cultivating the company culture Through the years HL Display has worked actively to cultivate the company culture (see fact box) and guarantee that it is accepted throughout the whole organisation. The questionnaire-based survey conducted last year to assess the company culture was extended in 2004 to include how HL Display is perceived as an employer, and this is now available via the company’s intranet. Both anonymity and representativity are guaranteed in the survey, by means of such measures as randomly issued passwords and a requirement for an 80 per cent response rate. The survey is an important basis for local improvement work, in which the group’s Commitment Successful managers lead by example by showing commitment in day-to-day activities, while at the same time retaining an overall view of the business. The ability to set a good example is an important element of daily management. Non-prestigious The company’s employees are non-prestigious. Results are more important that job titles, and the company’s heroes are those involved in day-to-day activities.
EMPLOYEE FACTS Employee categories Sales and marketing 348 Product development 45 Stock 66 Age distribution 390 Number of employees average Value added per employee SEK T 925 975 967 467 463 438 855 406 399 773 -00 -01 -02 -03 -04 Production 365 Administration and management 109 -00 -01 -02 -03 -04 HR Director reviews the results with the head of each subsidiary, who in turn draws up an action plan for any areas of improvement that are identified. Preventing long-term absence through illness During the year HL Display initiated preventive work focusing on absence through illness. An action plan is currently being drawn up at one of HL Display’s production sites to prevent long-term absence through illness. This work is taking place in close collaboration with trade unions and the employer’s health care. HL Display was already conducting regular health checks for employees in Sweden. These are then followed up with advice and individual action plans. This makes it possible to identify and deal in good time with, for instance, stress-related problems that might otherwise lead to long-term absence. Employees in figures As of 31 December 2004 the total number of employees in the 12 -20 296 21-30 31-40 157 41-50 67 51-60 11 60- 25 MEDARBETARE group was 933 (987) people. The average number of employees during the year was 967 (975). 35 per cent of employees are female, 65 per cent male. 37 per cent of the company’s employees work in sales and marketing, 46 per cent in production and warehouse, and others in management, administration and product development. 55 per cent of employees work in Sweden. 30 per cent of employees are university graduates, 58 per cent have secondary school education and 12 per cent elementary school education. Added value per employee totalled SEK 438 T (399) in 2004. Investments in staff training totalled SEK 1.8 M (1.8) in 2004, corresponding to SEK 1,848 (1,893) per employee. The health risks in HL Display are very small, and relate mainly to production. Preventive work takes place to ensure safe workplaces with a good working environment. A total of 26 incidents were reported in 2004, all of a minor nature. In the history of HL Display there have been no deaths due to accidents in the workplace. HL DISPLAY ANNUAL REPORT 2004
Page 1 and 2: HL Display Annual Report 2004
Page 3 and 4: The year in brief . Group net sales
Page 5 and 6: ments. These customers have now ins
Page 7 and 8: panies are measured on the basis of
Page 9 and 10: DEVELOPMENT OF OPERATING EXPENSES,
Page 11 and 12: HL Display’s new Slimline shelf-e
Page 13 and 14: emphasis on further developing its
Page 15 and 16: The new EasyShelf system makes it e
Page 17 and 18: the region attractive to the multin
Page 19 and 20: Developments during the year Sales
Page 21 and 22: Competitors The competitive situati
Page 23 and 24: 21 Super GB uses colour codes to he
Page 25: the company’s products. This mean
Page 29 and 30: Customer agreements are normally re
Page 31 and 32: 29 THE HL DISPLAY SHARE Options sch
Page 33 and 34: Income statement Comments on the co
Page 35 and 36: 33 Group Parent Company BALANCE SHE
Page 37 and 38: Cash flow statement 35 CASH FLOW ST
Page 39 and 40: Financial instruments An explanatio
Page 41 and 42: Note 3 BREAKDOWN OF NET SALES BY GE
Page 43 and 44: Note 15 TAX ON PROFIT FOR THE YEAR
Page 45 and 46: Note 21 SHARES IN GROUP UNDERTAKING
Page 47 and 48: Note 28 LONG-TERM LIABILITIES Of lo
Page 49 and 50: Note 35 TRANSACTIONS WITH RELATED P
Page 51 and 52: Nine year summary 49 NINE-YEAR SUMM
Page 53 and 54: Board procedures 2004 HL Display’
Page 55 and 56: 50 years of HL Display It was 50 ye

Annual Report 2004 - HL Display

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