2009 - Jaarverslag

CORPORATE INFORMATIONthe reduction of our flexible buffer, resulting in a rapid reduction in ourworkforce by approximately 400 posts. A great deal of care was takento retain critical knowledge and skills, in order to guarantee thecontinuity of the organisation and allow rapid scaling up.The organisation successfully completed this adjustment to marketconditions in most countries.Entrepreneurship is key at all levels in the groups. Efficient centralcontrol from the holding company strengthens the core values of thecorporate culture. An appropriate degree of autonomy in the variousoperating companies and active pursuit on internal and externalco-operation fits in with TenCate’s culture. The organisation’s renewedglobal top structure led to improved co-operation and greater strengthin 2009. It thus provides a solid foundation for further growth anddevelopment.The third tier of our MD programme was implemented during thereporting year: the TenCate Talent programme. All TenCate employeesaged up to 35 with at least a BA level qualification are invited to takepart in meetings held during the year, enabling these talented peopleto increase their visibility in the organisation. Continuous scouting,assessment (of potential), evaluation and development of talent makeup the core of the programme. The local management and the HRMdiscipline play an important role in these programmes, meeting localrequirements as fully as possible.For the Talent target group, a business simulation game wasintroduced, based on a situation comparable to that of TenCate.Eight teams of five to six members drawn from the various companiesand disciplines compete to achieve the highest results. Participation isvoluntary. The competition was still in full swing at the end of thefinancial year.TALENT AND MANAGEMENT DEVELOPMENTFor an enterprising organisation such as TenCate, the earlyidentification and development of in-house talent is an important keyto success. Talent is about more than having sufficient competences.Passion is also a very important motive.The international four-tier management development (MD) programmeis intended to ensure appropriate succession and development of(potential) management.The MD programme was further implemented during the reportingyear. The beginning of 2009 marked the completion of the Europeanand American TenCate Active programme. Thirty talented managerstook part. These programmes were delivered by Twente School ofManagement (TSM) in co-operation with Emory Business School inAtlanta (US).EMPLOYMENT CONDITIONSTenCate offers its employees a comprehensive and competitivepackage of employment conditions. To this end, regular surveysare conducted, in co-operation with Hay Group and local employerorganisations. TenCate operates a uniform remuneration policy forthe management of all businesses. The bonus systems for the seniormanagement are also determined centrally. That takes placeexclusively on the basis of the result of the operating company and insome cases also partly on the basis of the results of the TenCate groupas a whole.TenCate operates in many countries, each of which has its own lawsand cultures. The operating companies therefore conduct their ownpersonnel policies geared to the local situation, although these aregoverned by conditions and general principles specified by the group.68Royal Ten Cate