Page 60 - EVRY Annual Report 2012

From the Boardroom 60
that the average age, and accordingly seniority, of women is
somewhat lower than among men. Parental leave was taken
by 171 men and 69 women in 2012.
The group’s employees have extensive experience, and their
average age is 41, unchanged from 2011. The average age of
employees in Norway and Sweden is 45 and 43 respectively.
Remuneration of executive personnel
An overview of remuneration to senior members of group
staff is provided in Note 4 to the consolidated accounts. Note
4 also provides an overview of the principles for the com-
pensation arrangements for senior employees. The Annual
General Meeting endorsed these principles through an advi-
sory vote on 23 April 2012.
Competence development
As a knowledge-based enterprise, EVRY is committed to pro-
viding its employees and managers with competitive opportu-
nities for competence development and career development,
which benefit both the company and the individual employee.
This entails a planned, targeted and systematic process to
develop the knowledge, skills and attitudes of the employees
in accordance with the group’s objectives and strategies. This
is achieved through daily work tasks, professional challenges,
and specific programs and certification schemes to build
expertise.
Since the merger, a number of programs and common sys-
tems have been implemented for ongoing development and
maintenance of professional expertise. The MyWork compe-
tence system registers professional expertise and experience,
stores employees’ CVs and documents performance appraisal
interviews with planning objectives for work, personal and
technical development, and certifications. In 2012, the group
introduced a separate career path for its consultants to make
it attractive to progress their career with EVRY, and this
strengthens the company’s position as an attractive place of
work. The career path includes opportunities for technical
development with an internal network of technical expertise,
as well as a management structure specifically for consultants,
together with a separate program for management and team
development.
Individual plans, based on the employee’s training and work
experience, are drawn up for further action on competence
development, taking account of individual wishes arising from
performance appraisal interviews and agreed career plans.
Plans for skills maintenance and ongoing competence devel-
opment are also governed by mandatory requirements relating
to quality, security and customer service, by technological de-
velopments and by market trends, as well as training require-
ments in connection with special assignments for customers,
and internal projects for developing products and services.
As a rule, technical training in specific products is provided
by our business partners such as IBM, Oracle, Agresso and
Microsoft, and results in the appropriate certification.
The group believes that it will face a major challenge to secure
enough employees with specialised expertise in the years
ahead. A professional recruitment process is therefore impor-
tant, and the group has organised this in the form of a separate
recruitment department that focuses its work on recruitment
from colleges and universities, and provides support and ad-
vice to managers in their recruitment processes.
EVRY received a substantial number of job applications in 2012,
and surveys that measure the attractiveness of companies as
workplaces report that EVRY’s score as an attractive place to
work is on an upward trend. The group endeavours to ensure
that all new employees get the best possible start in the group.
All employees receive a welcome package consisting of infor-
mation and practical equipment on their first day of work.
In addition, introduction days are arranged for new employees
at which a number of subjects that are of importance to a new
employee are presented.
EVRY AS has established a program to develop talents across
the company. The objective is to identify the managers and key
employees of tomorrow and match them to appropriate devel-
opment opportunities. This initiative also creates an interac-
tive forum across all the group’s activities that will create the
opportunity for new perspectives and ideas. The participants
themselves are the driving forces, through their commitment,
potential, and desire for development. The program focuses
on individual development with the primary focus on business
understanding, teamwork and work on real strategic case
assignments. The courses offered by the group are intended to
contribute to the development of expertise and promote the
desired corporate culture.
Separate programs are provided for new employees, consult-
ants and senior consultants, as well as a more specialised
range of courses for managers, project managers, advisors
and others. The group has special programs for newmanag-
ers to ensure that they settle into their new roles as quickly as
possible. In the course of 2012, a separate programwill also be
introduced for experienced managers.
The group launched an extensive management development
program for all the management groups in the various busi-
ness areas in 2011. This team leadership and change manage-
ment program is designed to accelerate interaction in the new
management groups and strengthen the position of the man-
agement teams as drivers of change in their own organisation.
The program consists of four modules each lasting two days.
External environment
EVRY works continuously on making environmental im-
provements. Greater energy efficiency through technologi-
cal development is an important contribution to a greener
company and benefits society as a whole. Systematic work is
also in progress on waste management, reduction of business
travel by using electronic forms of interaction, procurement