Personnel
Eniro’s ethical and financial performance is largely dependent upon the competence and conduct of its personnel. Consequently the company’s ambition is to be an attractive employer for competent and dedicated personnel by promoting a strong work culture through Group Core Values, and creating a work environment that is non-discriminating, empowering and which encourages staff development.
Core Values
Eniro’s Core Values have been developed together with personnel with the aim of creating a coherent and focused company and increasing cooperation and co-development within the Group.
Read more about Eniro Core Values
Equal Opportunity
All personnel at Eniro have the same opportunities regardless of gender, ethnic background or religion. Eniro monitors gender differences within the business and at the end of 2006 women accounted for 43% of managers, 33% of the Eniro board and approximately 60% of all personnel.
Staff Development
Eniro empowers personnel to take initiative and develop their skills through various staff development programmes and activities.
Sales manager development
During 2006 an education programme was launched in Sweden and Norway to develop the coaching and training skills of existing sales managers. The programme successfully developed both individual and team skills and in Norway the initiative has been part of the work to integrate the merging company Findexa with Eniro Norway.
Developing managers and key personnel of the future
Eniro has an annual Group-wide programme to develop managers and key personnel of the future. The purpose is to give selected participants a holistic view of the Eniro business, develop individuals and their personal networks, and to contribute toward the company’s operational and strategic development. The programme also aims to attract and retain talented employees.
Improving Human Capital Index
Eniro uses the human capital index as a tool to evaluate and develop company operations and personnel through annual Group wide investigations, with the overall objective of improving the work environment for employees. The Group’s total human capital index increased from 70 to 72 during 2006 as a consequence of prioritised investment in customer service, leadership and organisational skills. This index compares favorably to similar companies in an industry where over 68 is considered to be a “very good” human capital index. An investigation in Autumn 2006 also showed that employee satisfaction has increased as a result of these prioritised investments.
Employee Share Saving Programme
As a sales orientated company, Eniro has a tradition of performance bonuses and sales personnel receive bonus pay on top of their basic wage, with the purpose of strengthening the company’s short and long-term performance.
From 2005 the Employee Share Saving Programme has been offered to all Eniro personnel in Sweden, Norway, Finland and managers in Denmark and Poland with the aim of linking employee and company performance and rewarding and encouraging staff to develop Eniro and increase profitability.
Last updated: 2007-03-23