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Note 11: Employees

[...] where employees can contribute to the best of their ability. Employees % of total Managers and senior leadership 17 Professional staff 6 Sales staff 24 Scientific and technical staff 16 Operations staff 30 Administrative support staff 7 Productivity and ROI of human capital 2015 2016 % Change Human capital ROI ratio 1.58 1.57 -1 Return on human capital investment (%) 54 56 4 The contribution and value of our employees is made up of their talent, skills and knowledge. The training, education and support we offer enhances their value – their human capital. A higher level of human capital can increase productivity and future earnings at both company and individual [...]

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Medium-term risks

[...] identify and adopt major transforming technologies in a timely manner, this may lead to loss of our leadership positions, and adversely affect our business. Mitigating actions Advance our technology roadmaps and innovation strategies with appropriate research and development spend. In 2016, this amounted to 2.6 percent (€363 million) of total revenue Bring to market suitable new technologies using our innovation core process to assess market needs and relevant know-how Enhance our global open innovation capability to identify, assess and acquire the most recent promising technologies When applicable and appropriate, invest in venture funds Explore acquisitions [...]

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Strategic focus areas

[...] innovation and pursuing value generating acquisitions. Care for the customer We aim to secure a leadership position in all the markets we serve. This is being achieved in nearly all our customer segments. In 2016, we continued to implement our commercial excellence programs. These programs incorporate processes and tools to help us: Better understand all our customer segments Develop appropriate go-to-market models Enhance our sales force efficiency and effectiveness We also concluded extensive customer surveys in all three Business Areas. These provided us with significant amounts of high quality data and enabled us to better understand customer needs, the [...]

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– Safety

[...] received refresher training in the company’s expectations and the required competencies for safety leadership. The advanced safety leadership program (Hearts & Minds), introduced in 2015, provides site managers with the opportunity to benchmark internally, receive coaching and share best practices worldwide. In 2016, key personnel received training in priority substance management to ensure the required risk management measures are in place at our sites. This continuous focus contributed to a further reduction in the number of injuries by 13 percent

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Supervisory Board

[...] Composition The list of Supervisory Board members, including their biographies, can be found in the Leadership section. The Supervisory Board has a balanced composition consisting of more than 30 percent female and more than 30 percent male members and reflects the nature and variety of the company’s businesses, their international spread and expertise in fields such as finance, economic, information technology, societal, environmental and legal aspects of business, government and public administration. Consequently, the current members represent five nationalities and have a diverse and appropriate experience with the markets in which AkzoNobel operates, as well [...]

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Nomination Committee Report

[...] development and the purposes of executive succession planning. Members of the company’s executive leadership visited a digital production facility as part of a day of external visits focused on digital innovation and exploring potential growth opportunities. Nomination Committee main 2016 activities Q1 Supervisory Board profile review Supervisory Board succession planning Board of Management evaluation Identification and nomination of Dr. Kirby for appointment to the Supervisory Board Nomination Committee evaluation Q2 & Q3 Nomination of Ms. Baldauf for reappointment to the Supervisory Board at the 2016 AGM Nomination of Mr. Verwaayen for reappointment to the [...]

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Note 17: Human Cities

[...] urban communities across the world. By combining our sense of care with our people, products and leadership in innovation, safety and sustainability, we are helping cities to meet the many challenges they face. We are using our products and expertise to help cities deliver a stronger sense of community purpose, pride and happiness. Since the launch of Human Cities in 2014, many successful projects have been completed, bringing essential ingredients, essential protection and essential color into the lives of people across the world. For example, the initiative has given a sporting chance to blind and visually impaired people in Rio de Janeiro, Brazil, as well as [...]

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New business models driving fresh approaches to sustainability

[...] which is stimulating fresh approaches to service delivery and partnerships, as well as driving leadership in market transition. These new models represent an evolution in how sustainability is driving innovation and generating revenue growth. They are accelerating the belief that sustainability represents the only way to do business, building on the more traditional model of sustainable product and process innovation. We made good progress with three innovative business models during 2016. They not only harness the value-creating potential of sustainable innovation, but also tackle some of the unresolved economic, environmental and social challenges the world is [...]

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AkzoNobel on the capital markets

Proposed dividend of €1.65 (up 6.5 percent on 2015) In April, we repaid a £250 million bond (coupon rate 8 percent) and issued a €500 million bond (coupon rate 1.125 percent) AkzoNobel’s credit rating was upgraded to A- by Standard & Poor’s A strong case for investment With well-established global brands and a portfolio of businesses with leadership positions in many markets, we offer a strong case for investment. Close dialog with the capital markets We attach great value to maintaining an open dialog with the financial community in order to promote transparency. Management attended a number of conferences during the year, as well as holding meetings [...]

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Internal controls

[...] Strategic performance section. Reference is made to the Statement of the Board of Management in the Leadership section for the statements relating to internal risk management and control systems.

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