Annual report 2004/05

Management and employees
Good leadership is an increasingly important competitive factor for SkiStar and a platform
for achieving its vision to “create memorable winter experiences” for its guests.
Competent management enhances
profitability
SkiStar Academy
Over a four-year period SkiStar has
tool, the Target Board, for on-going
follow-up of the guests’ opinions on
Behind each successful customer
established a training programme for all
products and services and the
interaction lies competent management
managers in the company. This
employees’ opinions on their work
and highly motivated employees. For
programme is focused on the managers’
situation and place of work. A
this reason, SkiStar has identified
own experience, and aims at creating
number of issues are compiled each
management and skills development as
the basis for on-the-job training.
week at each work place and are
a strategically important area.
Managers who have followed the
followed up via the Target Board. In
HR (Human Resources) policy
programme shall have competencies
that contribute to SkiStar’s ability to
this manner, problems and weaknesses
can be immediately corrected and
On the basis of a process-controlled
provide its employees with the best
remedial actions can be followed up as
organisation, SkiStar will create a
conditions for development. These skills
early as the following week. Managers
business culture characterised by
can be summarised by one idea–process
have been included in producing the
learning, high performance standards,
care, focus on guests and pride. This
process will also encourage an attitude
of willingness to change in order to
extend the improvements.
coaching.
Leadership as a competitive tool
A large part of our guests’ experience
during their holidays is their interaction
values to be measured in order to
increase commitment. An external
market research company surveyed
SkiStar’s employees as to their opinion
of SkiStar as an employer and whether
Convertible debenture loan
programme
In order to create a long-term commit-
illness amounted to 3.8%. The division
of the employees over the various areas
of operation is shown in the pie chart.
Going to ski school makes everyone ski stars.
Average number of employees
Process-controlled organisation
with SkiStar’s employees. The purpose
of developing skills is to provide our
they believe that they receive as much
from the company as they give to it.
ment to the development of the company,
SkiStar initiated a convertible debenture
Of the total number of employees,
38% (41) were women. Net sales per
A process-controlled organisation implies
guests with a memorable winter
The responses were compiled in a
loan programme in 2004 totalling MSEK
employee decreased by 1% to TSEK
that each employee has both a
experience. Competent leadership is,
Satisfied Employee Index and 81%
25. The debentures expire in 2008 and
1,122. The number of permanent
responsibility and an opportunity to
therefore, an important competitive
(79) of personnel said that, generally
have a conversion rate of SEK 79:50. The
employees as per 31 August was 330
participate in decisions affecting the
tool, both now and in the future.
speaking, they were satisfied with
SkiStar share has since displayed a
(333) individuals and the employee net
employee’s respective area of work.
Participation and the opportunity to
influence one’s own work situation is
the key to having a motivated work-
Target Board and
Satisfied Employee Index
SkiStar has established an internal
their employer and their work
sitution.
Recruitment
positive trend and the share price at the
end of the financial year was SEK 150:00.
Training and renewing competence
sales amongst permanent employees
amounted to 4% (7). During the peak
season, SkiStar had a total of
1,829 (1,819) employees.
force. Management is responsible for
Prior to each season, approximately
The percentage of permanent employees
setting boundaries and determining the
direction via the company’s vision and
the overall operational objectives. These
Copy – Compete
Level of difficulty
2,000 employment interviews are
conducted and approximately 1,500
individuals, including returning
with university degrees was 13% (9) as
per 31 August 2005 and SkiStar’s
investments in upgrading or renewing
Net sales per employee,
TSEK
Employees over the various
areas, %
objectives are then divided into targets
seasonal workers are recruited. Great
competence amounted to MSEK 8 (7)
for the respective departments, after
which managers and employees discuss
Leadership
importance is attached to the selection
process in order that the most
during the financial year. The major
portion of the costs for renewing
the manner in which the target is to be
Guest relations
appropriate employee is placed at each
competence was comprised of training at
achieved. During this process, the targets
Image
location. An introduction programme is
the SkiStar Academy.
evolve from being only the company’s
targets to becoming each employee’s
individual targets. This process continually
exists and involves new
employees every season.
Price
Product
Group
Time to copy competitors
held at the respective destination.
Employee statistics
The average number of employees during
the 2004/05 financial year amounted to
871 (875). Employee absence due to
18 19