Annual Report 2014

Etex Annual Report 2014
Social report
Human Resources
Senior leadership management
Last year, a third of our top managers
changed roles within the group, enabling
them to acquire experience in a different
segment, region or domain.
This is a telling result of a continuous staff
flow. Looking across borders, we make
sure the most qualified people — whether
expatriates or not — are assigned to the
strategically crucial functions.
Developing talent
Etex wants to fully encourage and facilitate
the nurturing and development of talent.
After all, this will benefit our employees
and the organisation as a whole.
As part of succession planning, we actively
look for prospective management members
internally. We offer a ‘fast track’ to a
selected number of highly performing
managers within the group by exposing
them to challenging environments.
In 2014 a fourth internal MBA session was
completed. This enabled 27 high potentials
to follow a Vlerick MBA programme inhouse.
Over the past four years, about
100 employees have already seized this
opportunity: 90 men and 15 women. In
addition, several individual management
programmes were offered.
Focus on sales excellence in 2015
In 2014 a Sales Excellence Programme was
launched, focussing on the improvement of
the sales processes. It triggered coaching
and training programmes for the sales force
that are being implemented in 2015.
We will use Talent2Grow — our innovative
and secure e-learning platform — to
enhance our sales excellence, guiding sales
colleagues and reinforcing their capabilities.
In addition, it will be available for a larger
number of people and cover other topics.
Organisational effectiveness
Last year, we maintained our efforts to
improve the efficiency of our organisation.
In 2012, we developed the templates of
HR Shared Services Centres for payroll
and personnel administration. Their
implementation is making steady progress.
In 2014, for instance, the Shared Service
Centre in France became fully operational
and our German branch included Siniat.
qqA colleague at work in our Skinco Colombit company in Colombia.
Appointing HR Business Partners
We appointed HR Business Partners in 2014
for each of our divisions. Expectations of
the business in HR matters were discussed
and the key roles for these new functions
were identified during various workshops
and endorsed by the Executive Committee.
The result is a governance model
that defines clear HR roles for every
organisational level. Talent management
will be the main focus and organised at
divisional level: as close to our day-today
business as possible, yet allowing a
dynamic approach and an overall view on
talent at corporate level.
In 2015, this new structure will prove its
operational strength and generate greater
impetus.
Talent management goes digital
Two years ago, we launched a digital HR
platform. In 2014, we continued to develop
this digital approach for both performance
and talent management. About 5,000 Etex
employees are currently registered on the
platform.
Among other things, this allows improved,
automated and aligned performance
reviews for our employees throughout the
entire group. Whilst a constructive dialogue
between manager and direct report
remains the hart of the performance review,
more than 1,400 employees can now
support their performance reviews digitally.
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