Internal business developments
The growth our business has experienced in the past years has resulted
in a rapid increase in the number of employees. This has important
consequences for the organisation. This growth in numbers, the
increasing complexity of the work and the higher demands that must
be made on a proper functioning of the organisation have the result that
our social management policy should be reviewed. A start has been
made to draw up a social management plan that is based on this both
quantitative and qualitative increase of scale. When elaborating it,
it should always be borne in mind that FGH is a commercial organisation
which finds its right to exist in rendering services to third parties.
We should always have in mind an optimal and purposeful action in
all divisions of the company, even though there is no direct contact
with the client.
Furthermore, the social management is partly determined by develop
ments in the society in which we live and work. In this connection
we have in mind the changing views about norms and values as well as
technological developments (progressive automation), which will have
both positive and negative effects. Within the policy the accent will be
during the coming period on the extension of the program of trainings,
a better structuring of communications and consultation within the
organisation and a critical review of the criteria underlying the system
of remunerations. For a concrete approach to these three priorities the
determination of functions and the demands to be made thereon is an
adequate instrument; a start has therefore been made to draw up job
descriptions.
In 1979 the number of our employees (finance business and real estate)
increased by 48 from 328 to 376; 15 employees were transferred to other
positions within our organisation. Staff turnover amounted to 10,1%.
We think this percentage too high. By means of variable working-hours,
improvement in the package of tasks and other measures we are trying
to improve the situation.
Also in 1979, we were confronted with vacancies that could not be filled
or only with great difficulty. These problems were mainly concentrated
on the filling of commercial functions and those in the data processing
field. In order to meet the large understaffing in data processing we had
to hire part-time workers from employment agencies.
In addition to the normal salary adjustments improvements have been
made in the pension provisions during the year under review.
Furthermore, great attention was given to the system of variable
working-hours, the health and the educational grant scheme.
In 1979 the automation of our portfolio of loans was continued. The
preparations for processing administrative information by means of data
transmission are at an advanced stage. This project will greatly promote
communication between offices and centre. Attention will be given to
the changes the introduction of the system will mean to a number of
employees.
As for our inspection service steps have been taken to strengthen the
geographic orientation of our inspectors, which will enable them to come
to a better performance of their duties.
24
