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Royal Ten Cate 66
> CORPOR ATE INFORMATION
TenCate aims to strengthen its leading positions in its core markets as a result of these acquisitions. Emas Kiara, one of Asia’s main geotextile producers, has been part of TenCate since 2011.
ORGANISATIONAL DEVELOPMENT
Due to the quickening pace of change in the world markets, the shift in industrial power relationships and the growth in emerging markets, TenCate’s continued success depends crucially on being able to influence end-users, deliver innovations, develop new marketing strategies and implement these strategies appropriately.
TenCate’s strategy is focused on further growth in its existing world markets and the securing of substantial positions in a limited number of adjacent markets. The flat organisational structure means the emphasis is more on the continuing development of the senior management. With regard to vital functions, greater priority is given to internal career development for employees and managers than to attracting new personnel from outside TenCate.
The company’s continuing growth means greater demand for more central control mechanisms. TenCate’s core values, corporate culture, framework conditions, guidelines and procedures are being further tightened. Entrepreneurship remains central at all levels in the groups.
It is essential to translate and implement the strategy appropriately.
HUMAN RESOURCES MANAGEMENT
HUMAN RESOURCES POLICY
The HR policy is based on the following principles
◾ Identifying and developing talent;
◾ Developing leadership and entrepreneurial qualities;
◾ Retaining talent and guaranteeing knowledge.
In 2011 the HRM efforts were focused on guaranteeing the continuity of the company, partly by developing skills and improving employees’
performance and tightening the structures of the organisation.
TenCate takes account of effects on the local or regional labour market in its accommodation policy. During the reporting year this policy was applied when the Almelo-based production activities of TenCate Geosynthetics were transferred to Nijverdal (Netherlands) and when the activities of TenCate Advanced Composites were concentrated in Fairfield (California, US). Retention of knowledge and skills and flexibilisation of manpower were the principal objectives.
TenCate Protective Fabrics in the United States once again succeeded in making a major contribution to the retention of jobs in the State of Georgia during the reporting year. Fellow operators in the region’s textile industry were licensed to produce protective fabrics for the US Army, helping to maintain around 10,000 jobs. During the current year such an approach will also be adopted by TenCate Protective Fabrics in South Korea.
At the end of 2011, TenCate had approximately 4,350 employees worldwide. Overall there was a limited increase in the size of the workforce. On the one hand the existing organisation was sharpened and on the other hand a number of acquisitions were completed.
Employees Year-end 2011 Year-end 2010 Year-end 2009 Year-end 2008 Year-end 2007
in number of staff years
Netherlands 819 785 862 931 975
Rest of Europe 672 724 569 612 582
United States 1,604 1,542 1,314 1,573 1,527
Asia/Australia 1,030 878 777 936 641
Middle East 228 342 283 385 295
Total 4,353 4,271 3,805 4,437 4,020
other benefits, this has resulted in a relatively low level of sickness absence worldwide.
EMPLOYMENT CONDITIONS
TenCate offers its employees a comprehensive and competitive package of employment conditions. To this end, regular surveys are conducted, in co-operation with Hay Group and local employer organisations. TenCate operates a uniform remuneration policy for the management of all businesses. The bonus systems for the senior management are also determined centrally. That takes place on the basis of the result of the operating company and in some cases also partly on the basis of the results of the TenCate market group as a whole.
TALENT AND MANAGEMENT DEVELOPMENT
Talent and management development will focus even more on senior management. A large number of senior management personnel underwent an assessment in 2011 which provides a starting point for further development. The continued development of talent at all levels in TenCate will also remain a major focus of attention.
Greater attention was devoted to securing and developing specialist knowledge and leadership skills in 2011. The existing development programmes are increasingly being co-ordinated. Attention will be directed towards management development. Internal branding campaigns, focused among other things on CSR and social innovation, will be supported. More attention will also be devoted to training courses on end-user marketing and the strengthening of sales skills in 2012. Various IT tools are currently being developed to provide efficient and effective support, for these processes, such as the introduction of an MD portal.
SAFETY
Our employees on all continents are professional people with a sense of enterprise focused on results and solutions, who are genuinely prepared to take on challenges. A safe and high-quality working environment is of immense importance in this regard and has high priority (see also the sustainability policy for the internal CSR campaign). TenCate’s policy is aimed at implementing or establishing all activities and processes in such a way that any personal injury or damage to health can be avoided. This aim is the starting point for the health and safety policy implemented in all our businesses. Among
10Cate
At TenCate we are
1 Effective doing the right things 2 Efficient doing things right 3 Creative thinking more flexibly 4 Flexible acting more flexibly
5 Enterprising recognizing and maximizing opportunities
6 Innovative breaking new ground at the cutting edge of technology 7 Reliable saying what you do and doing what you say 8 Committed dedicated, dependable and proud
9 A team we collaborate as individuals and also as teams 10 The difference to our clients materials that make a difference
Corporate values TenCate
New site for TenCate Geosynthetics in Nijverdal
Ten Cate Geosynthetics’ new production site in Nijverdal opened officially on 14 April. TenCate Geosynthetics develops and produces geosynthetic materials at Nijverdal for construction, civil engineering and infrastructure projects. Major advances have been made in terms of production efficiency and logistics. The office functions have been located in TenCate’s premises on Hoge Dijkje in Nijverdal.
Recyclable
Business development
Thanks to ingenious product design, using the innovative, patented weaving technology from TenCate Grass, the fi rst fully recyclable synthetic turf pitches were developed in 2011: fi rst for landscaping, then for sports fi elds. This is a fi rst in this industry.
At the end of the lifespan of the pitch the processed materials can immediately be reused in the TenCate Grass production process. This relates to the synthetic turf fi bres, the woven backing and the adhesive layer. These are all from the same product family, so that there is no impure mixing during recycling. The infi ll is recycled separately after it has been cleaned.
Synthetic turf has a number of sustainability aspects. A synthetic turf pitch requires less maintenance (mowing, fertilizing) than natural grass and can be played on longer and more intensively. Depending on the type of pitch, synthetic turf provides a considerable saving of water. As natural grass pitches cannot be played on continuously, the pressure on space of synthetic turf pitches is considerably less. The fact that it is now possible to recycle certain types of synthetic turf represents fundamental preservation of
this product.
Connected through the value proposition
SUSTAINABILITY
• Fully recyclable, including the backing and adhesive layer
• Savings on materials, water and energy
• High use (on average 1,500 hours a year)
• Less pressure on space than natural grass
• Less maintenance than natural grass
• Patented innovative weaving technology
have switched to Microsoft Dynamics AX and TenCate Geosynthetics Europe has now standardised on SAP. These replacements have allowed further standardisation within TenCate’s ERP landscape.
PLANS FOR 2012
2012 will see the completion of the IT organisation in regional shared service centres and the connection of the TenCate companies to the worldwide TenCate network. TenCate Advanced Armour will begin implementing MS Dynamics AX in America and the UK. The TenCate website will be given a makeover and the underlying content management system will be replaced. Research has now started with a view to expanding the mobile telephone contract to include all European sites from 2013.
CORPORATE INTELLECTUAL PROPERTY
TenCate conducts an active branding policy in order to strengthen and further expand its image in the market. TenCate’s market strategy is based on its strong corporate brand. This brand forms the basis of both corporate and market communication. The strategy is linked to the end-user marketing strategy, which is conducted through the different market groups. The brand is communicated clearly in the various market groups, thereby emphasising the coherence of the different market groups.
TenCate operates businesses in 25 countries around the world, each of which has its own employment regulations, laws and culture.
The operating companies therefore conduct their own personnel policies geared to the local situation, although these are governed by conditions and general principles specified by the group.
In co-operation with the general employers’ association AWVN, a major job evaluation project was completed in the Netherlands in 2011.
All jobs covered by the collective labour agreement for the fashion, interior, carpet and textile industry have been redefined
(consolidation), described and rated in accordance with the ORBA-PM method.
CORPORATE INFORMATION TECHNOLOGY
DEVELOPMENTS IN 2011
Further steps were taken in the merger of the decentralised IT organisations into three regional shared service centres in 2011.
The shared service centre in the USA entered service in January 2011.
The IT shared service centre in Asia will be operational in the first quarter of 2012. The regional shared service centres will be connected to each other in 2012, completing the transformation of the IT organisation from a decentralised structure to one based on a shared service centre.
Projects
The Global TenCate Network was rolled out worldwide in 2011. This network connects almost all companies, which can then communicate and share information securely. The companies in Asia and Australia/
New Zealand in particular will be connected in 2012.
Cognos Controller, the central financial reporting and consolidation system, entered service fully at all TenCate operating companies in 2011. The TenCate website has also been adapted for mobile devices.
iNetwork, the TenCate intranet, has been updated and is being rolled out worldwide.
Investments
In addition to a number of technological investments in IT systems (SAN, backup, telephony), various ERP implementations have been completed. For example, the TenCate Advanced Armour companies in Europe (Denmark and France) and TenCate Protective Fabrics Thailand