Competent personnel and good leadership drive performance

In 2011, global initiatives and actions were planned and implemented according to our people strategy’s key priorities. In this way, it was ensured that these measures contributed directly to achieving Cargotec’s strategy and business targets. A strong focus was placed on leadership development, talent and performance management, and employee engagement.

Personnel structure and changes in 2011

In October, Cargotec announced plans to change its operating model. This was intended to accelerate the strategy’s implementation and streamline the organisation of centralised Support functions and central Supply. The greatest need for personnel adjustments was in Finland and Sweden. The cooperation negotiations with employee representatives resulted in 28 personnel reductions in centralised Support functions and central Supply in Finland. The cooperation negotiations concerning these functions in Sweden were still ongoing at the beginning of 2012. The shared financial services operations were decided to be outsourced and will result in reductions of some 50 jobs. Earlier in the year 2011, minor personnel adjustments due to operational changes were made in various countries of operation. Measures taken to promote the re-employment of affected employees include training opportunities and internal transfers.

At the end of 2011, Cargotec had a total of 10,928 (2010: 9,954) employees, with female employees representing 16 (16) percent and male employees 84 (84) percent. Part-time employees accounted for 2 (2) percent of personnel and temporary employees for 6 (7) percent. Sales per employee totalled TEUR 294.