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