Today, Wavin - Jaarverslag.com

Wavin Annual Report 2010 | page 592015 Goal: 15%women in seniormanagementInternal succession and international assignmentsWe continued our efforts to achieve an effective balance between internal appointments and externalrecruitment when fi lling vacancies. The company realised an average internal succession rate of 63%over the three year period 2008-2010, compared to the 68% over the previous three-year period(2007-2009). Target for 2015 is to achieve an internal succession rate of 70%.In 2010 outfl ow at senior management level was 6%, signifi cantly lower than in 2009 (12%). This wasmainly due to a lower number of voluntary leavers and retirements. During the year, 7% of our managerswas based outside their home country to work on international and cross-border assignments. Webelieve this is an excellent way to realise synergies within the Group and nurture individual development,leading to knowledge sharing and the exchange of best practices.Management potentialsIn 2010 we continued to identify and develop young management potentials and charted individualcapabilities and ambitions. Assigning the right job opportunities to these talents is an ongoing priority.The total number of identifi ed young management potentials is now 71, compared to 60 in 2009.As in previous years, regional management and corporate HR held staff-planning meetings during whichorganisational, succession and individual development issues were discussed. A shared understandingwas generated about development areas, strengths and weakness, and required actions.Leadership programmeWe have an in-house leadership programme called ’Unrivalled Through Others’, which was developed tocreate a pool of young, skilled, motivated potentials for future management positions within Wavin. InFebruary 2010 a group of young potentials was selected for an intense six day course. The programmecombines classroom training with a practical case study, this year on Water Management, to gain moreawareness, skills and knowledge with regard to Wavin’s business and the Wavin managementcompetence areas. The participants were challenged to refl ect on their personal leadership style andmake a personal development plan, while lectures and business cases covered all functional areas.Senior managers were actively involved.Training and educationStimulating employees in their development and learning remained important. We aim to know theambitions and capabilities of our employees and to support their development.We continued our efforts on individual development planning and provided training programmes.During the year, employees attended internal and external education programmes for an average of2 days per employee.Workforce diversityWomen in senior management positionsWavin consciously embraces diversity in the workforce. We believe that employees with differentpersonal and professional backgrounds bring new perspectives and ideas to the business. As thecompany develops new business areas, diversity will bring additional value. Our goal for 2015 is to have15% women in our senior management; as you can see in the table below, this fi gure was 6.8% in 2010,almost equal to 2009.YEAR HEADCOUNT WOMEN %2006 158 6 3.8%2007 157 8 5.1%2008 159 10 6.3%2009 158 11 7.0%2010 148 10 6.8%