Annual report 2008 - Munters

Personnel
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the support for subsidiaries and employees who move to a new
country to contribute to Munters’ continued development.
Initiate
Plan
Execute
Conclude
Global perspective
Ensuring competence globally is important for the future.
Munters therefore regularly arranges international meetings
for managers and key persons to share new ideas that can
contribute to better business, to learn from each other and to
strengthen competitiveness in the local markets.
Munters conducts regular opinion surveys among all
employees to quality-assure the work environment. The
results are reported internally and provide the basis for development
within each business area.
In pace with Munters’ growth in new markets and new
customer segments, additional requirements are placed on
global personnel processes. The newly established management
group for global HR issues implemented several global processes
during the year to support Munters’ business strategy. A new
leadership development concept that supports Munters’ strategic
development was established in which competence development
is matched to seniority and role in the company. Focus
areas in the leadership development concept have been international
company management with a special focus on China and
strategy and management of support processes, such as research
and development, finance and HR.
Training is primarily conducted in consortium form in
collaboration with universities and other multinational companies.
In addition, a Group-wide initiative was established
relating to structure and processes surrounding management
compensation, bonus programs and international mobility.
Incentives with clear goals
Within Munters, there is a strong link between individual performance
and the company’s earnings growth. The company
has different programs for variable compensation that include
standardized reward systems for sales and service personnel
and bonus programs for senior managers and other key persons
in the Group. These programs take into consideration sales and
earnings trends, capital turnover rate and individual goals.
Employees in figures
The average number of employees, including temporary
employees, was 4,291 during the year, an increase of 0.5
percent, compared with the preceding year. The proportion
Contract
Plan
Business case
Organization
and resources
Project
reports
Final
documentation
and approval
Group-wide model for project management
Each year, Munters conducts a large number of projects
at the local, regional and global level. To become more
focused and improve work in project execution, a Groupwide
model for management and execution of projects –
Munters Project Model (MPM) – was introduced in 2008.
The model is designed to enable it to be used in all types
of projects, even in R&D, and includes the project organization,
a management model, documentation, a model
for execution and documentation for follow-ups.
During the year, Munters conducted a global MPM
training for a large number of employees in which management
groups and Group management also received
an overview of the model. During 2009, Munters will
continue developing the model with the objective of
making it a natural part of the Group’s corporate culture.
of women amounted to 19 percent (19). Personnel turnover
increased during the year to 17 percent (13) for the Group
as a whole. The still relatively high figures are due to several
factors. Personnel turnover as a result of relocation of production
increased, compared with previous years. Europe has a
high proportion of MCS employees, which is traditionally a
personnel group with high mobility. Asia consist of several
young companies with a large share of production where
employee mobility is still relatively high. Munters is to a large
extent a young company. Fully 52 percent of the workforce is
younger than 40, and the average age is 40 years (38).
Munters Annual Report 2008