Our coworkers

The skill, engagement, innovation capability and client knowledge of our personnel is a decisive factor in our success. Developing Fagerhult’s brand as an employer is, therefore, of great strategic importance. Maintenance and development of our skills, together with leadership development, are three key cornerstones in these efforts.

The first cornerstone: Maintaining skills

In the last few years, Fagerhult has run local trainee programs at an international level. In 2008, five trainees took part in two of these programs, after which two trainees were placed with Whitecroft and three with Fagerhult Lightning. We wish to provide our trainees with a broad knowledge of the Company’s flows and processes, well established networks and valuable experience at an international level. All of this is undertaken to prepare the trainees for future challenges within the Group.

The second cornerstone: Skill development

Fagerhult, itself, constitutes an extensive labor market. Internal flexibility is encouraged as work rotation increases the number of opportunities for knowledge-sharing and experience. At the same time, the individual, himself or herself, sets up networks, which are both stimulating for the individual and essential for Fagerhult. To further stimulate such internal flexibility, we aim in the future to offer all of our vacant positions via our Intranet.

The third cornerstone: Management development

During the year, a management development plan has been created, the purpose of which is to focus on developing and maintaining our managers and those in other senior positions within the organization. At the same time, the plan is to create new challenges in the Group.

Employee turnover
During 2009, we had an employee turnover equal to about 10 percent, which is roughly the same as the previous year.