Page 27 - EVRY Annual Report 2012

Our Business 27
EVRY’s ambition is to achieve Nordic leadership in IT services in 2015.An important
part of realising this ambition is ensuring the development of individual employees
while at the same time taking a holistic approach through strategic planning of
competence development. In order to achieve our objectives, EVRY needs to recruit
and retain the best talents in our industry.
Technological development is driving radical change in
society at large in the Nordic countries. This means that the
everyday life of all our customers is changing. As a leading
knowledge-based company, EVRY is at the forefront of these
changes and we are committed to being a partner for our
customers as these changes unfold.
This will create many exciting and demanding assignments
for EVRY’s employees.
Market-oriented corporate culture
The foundation for our expertise is a strong corporate cul-
ture with a focus on customers and the market, but we must
develop our expertise to ensure that EVRY can continue to
strengthen its position. We need a proactive approach to
change in order to meet our customers’ changing needs and
requirements. EVRY is determined to be the best choice for
its customers. This requires geographic and cultural close-
ness, but it also requires business-oriented expertise that
enables us to understand what customers need and expect.
Since the merger in 2010, EVRY has worked systematically
to build a corporate culture that is customer and market
oriented. Our four core values provide the basis for this:
• Anticipate needs: See and understand what our custom-
ers are experiencing
• Perform together: We are committed to a team approach
and acting in a co-ordinated manner
• Go beyond expectations: We will always go the extra
mile, and we will be forward-looking in all that we do
• Empower & inspire: We will be motivated and involved,
and demonstrate our passion for business
Around 300 employees participated in developing EVRY’s
corporate values in 2011 through workshops and net-based
discussion groups. In 2012, we worked on promoting aware-
ness and understanding of what our values mean for our
everyday working life, and 7,000 employees
in the Nordic countries participated
in this extensive program.
In spring 2013 all the departments in our Nordic organisa-
tion worked on implementing our corporate values through
specific initiatives related to customer deliveries and the
development of new services. Work on corporate culture
and embracing change may be seen as many important but
small steps for individual employees and departments, but
the overall effect is a quantum leap for the company. Building
a strong corporate culture demands perseverance, and we
intend to continue this work into the future with undimin-
ished emphasis.
A good place to work
EVRY’s employees develop their competence through
systematic training and through their involvement in
technically challenging and exciting development projects
and deliveries to our customers. As a major player in the IT
market, EVRY is involved in many projects, and this gives
employees extensive opportunities to participate in a wide
variety of assignments.
A further important part of competence development is
participation in internal technical networks, where the
emphasis is on sharing expertise and keeping up to date
with technical developments. Successful competence
development is very dependent on having an inclusive
working environment, as well as managers that facilitate
and encourage the personal development of their employees
and the teams in which they work. However, competence
development is also dependent on motivating employees
to take responsibility for continually improving their own
knowledge and expertise.
The annual survey of EVRY’s employees showed an in-
crease in employee satisfaction in 2012 for the second year
in a row. The company's score increased from 74 points in
2011 to 76 points in 2012. Despite this being a period with
many changes, EVRY’s score is better than either EDB or
ErgoGroup achieved when they were separate companies.
The employee surveys evaluate work environment, motiva-
tion, involvement, management and the extent to which the
company's corporate values are applied.
Competence development is managed through a system of
annual employee appraisal interviews, and also involves