Human resources
Efforts in 2006 to pay off in 2007
Human resources management was characterised by duality. The turning point, as in other management areas, was obvious here too. On the one hand, the company was reorganised, gently maybe, but effectively. Mostly older workers seized the opportunity to end their career. On the other hand, future projects, as well as a renewed look at human resources, heralded a positive trend in terms of recruitment as well as in competency hiring. In all these processes, one fundamental Proviron value remained a beacon light: the individual balance between work and private life for all our employees. Hence, it may come as no surprise that on average 11 % of our 340 employees work in some form of part time system. Furthermore, we detect a clear trend of a growing number of women feeling comfortable in a production environment.
Number of employees
Ratio blue-collar - white-collar
Ratio Man- Woman
The future prepared
As part of our strategic growth objective such as the biodiesel unit as well as other own products, the Research & Technological Development function was expanded considerably. This strategy is also reflected in our sales efforts with an additional focus on Eastern Europe.
Countering the job market paradox
In common with the rest of the chemical industry, Proviron has not had an easy time finding enough suitably qualified employees. Not all vacancies on all levels have been filled yet. Against the “weight” of the big corporations, Proviron is offering its already mentioned values and a market-oriented wage policy. The big challenge for the coming years will be to be able to offer sufficient opportunities for career advancement to highly qualified employees.
In order to keep stimulating interest in the company and its career possibilities, Proviron has continued important contacts with schools and universities.
Training is crucial
Changes in 2006 clearly highlighted the importance of training at all levels. This will lead to a number of concrete projects in 2007. The total package of measures contains training for production operators and technical professionals (also inspired by job analysis), but also includes management training for future line managers and suitable training for managerial staff.
Polaris is a well running, electronic tool, which coordinates training possibilities and requests, off time and work organisation. After evaluation, this earlier adopted system was extended to logistics.