Annual report 2005 - Sava dd

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| s u s t a i n a b l e d e v e l o p m e n t r e p o r t |
department for further analysis and supervision of the
agreed measures and proposals.
In 2005 the Sava Dialogue was conducted with 399
employees – 13 per cent of all employees in the Sava
Group.
Communicating with
employees
Internal communication is one of the more important
tasks and ensures that good relations are maintained
with and among employees, which is of key importance
in meeting customer requirements and securing lasting
competitive power and business success. However, it
also forms the basis for building the good reputation of
the company within the community and successful cooperation
with it.
Internally different communication tools are used such
as the Sava newspaper, monthly Informator bulletin,
information boards, notice boards, intranet, internet and
e-mail along with a number of personal forms of
communication such as interviews with employees,
meetings, internal training courses and employee
assemblies organised at least twice a year. The
Competence Centre HR, Law and Organisation as well
as management teams of all the companies collaborate
in implementing the latter. At employee assemblies the
Board presents the strategic policy of the Sava Group,
current projects and reports from the HR area. Several
times a year we participate in meetings with workers’
representatives from all companies of the Sava Group.
Once a year workers’ representatives meet the Board of
Management of Sava d.d. Associates attend the
meetings and Open Days held by the directors of
individual companies as well as regular meetings with
the management and the 20 Keys team meetings.
We have successfully collaborated with workers’
representatives and received numerous proposals from
them. The Trade Union and Workers’ Council were
notified of all procedures relating to a change in
employee activity where employment was terminated
due to business reasons, business results and a work
calendar proposal, change in job descriptions and
similar matters.
Organisational climate
measurement
After measuring the organisational climate in 2004 steps
were taken to improve and adapt it to meet the
requirements of individual companies. We focused on
improving internal communication, the personnel
development system and remuneration, which has
already been demonstrated by certain improvements.
Since changing the organisational climate is a long-term
process, we shall continue with the activities that have
already begun.
Rationalisation programme
of the HR function
The Competence Centre HR, Law and Organisation is
included in the continual improvement of business
processes. In 2005 we were repeatedly successful and
implemented savings of approximately €0.21 million.
Savings were mainly implemented through a selective
approach to overtime work by substituting it with a socalled
flexible work time organisation. Efficient
relocation of employees reduced the number of overtime
hours and work through student employment agencies.
Furthermore, we organised numerous internal training
courses for a larger number of employees.
For employing difficult-to-employ associates we
received financial support and a government subsidy,
which we present as savings too. We saved expenses
due to the announcement of vacant positions on the
electronic portal http://www.zaposlitev.net.
Disability issues
Persons with 2 nd and 3 rd category disabilities represent
6.4 per cent of all employees in the Sava Group. For
every disabled employee we sought a suitable job
adapted to her/his abilities and qualifications. With
regard to the condition evident from risk assessment, we
have prepared corrective measures to improve working
conditions for all employees. The number of disability
procedures decreases every year, which confirms the
efficiency of measures to improve working conditions.