Our employees In order to retain our position as a leading business in the international trade in fruit and vegetables, we are keen to identify and benefit from changes in our environment. The lean core company will have a new organisational structure characterised by short lines, allowing us to increase our operational effectiveness.
It goes without saying that the organisational change
permanent versus flexible staff is approximately
left its impact on our employees and on the
1000/400.
atmosphere within the company, but we are now back on track to a great future. Due to our 'can do'
The changes that are to result in a product-oriented
attitude and forced by the dynamics of the market in
sales organisation are now in full swing.
which we operate, we have all put our shoulder to the wheel from within our respective roles. We once
Development
again take pleasure in our work.
The new organisation calls for a number of different competencies and skills among our employees, such
Number of salaried employees in FTE, year-end
1
as more self-management among managerial staff 2015
2014
Netherlands
972
1,016
358
393
Total number of employees
1,330
1,409
development and training. However, as budgets are limited we cannot achieve all our training objectives
Number of employees outside the Netherlands
and other supervisors. This explains the emphasis we place on strengthening our employees through
Number of employees in the
at the same time and will have to make choices. Mandatory and necessary training programmes, such as forklift truck courses, company emergency
1 Excluding interns, temporary workers and interim staff.
response programmes and responsible lifting and lugging courses will of course continue to be offered. The budget for other individual training programmes
Organisation
is limited.
The efficient and effective organisation that we wanted to create when we launched the
In view of the modest financial resources, in 2016 HR
reorganisation project back in 2014 is now beginning
will launch a study into the options for a structural
to take shape. Nevertheless, the need to control costs
customised development programme.
remains important – as reflected, for instance, in training budgets, the use of flex workers and
Long-term deployability
activities for employees.
Since long-term deployability is in everybody's interest, it is a shared responsibility of the employer
We have reduced the number of employment
and the employee. Promoting awareness of this fact
agencies we do business with from six to three. This
is an important element of our deployability policy.
has enabled us to insist on better price agreements and substantially reduce the employee expenses of
HEALTH AND SAFETY
the DCs. In view of the seasonal pattern in our work,
We aim to promote long-term deployability by
a permanent flexible staff layer is a strategic choice.
stimulating the health and safety of our employees.
Merging a number of locations will help increase the
We do so by means of prevention and research,
deployability of our permanent employees and reduce
including periodic risk assessment and evaluations
the number of temporary workers. The proportion of
(RI&E), safety walk-throughs, workplace studies and
Report of The Greenery B.V. General Management
37