Océ’s tradition of progressive human resources management has contributed to strong employee commitment to the business. However, current developments and strategic changes within Océ are making high demands on employees and call for specific capabilities and qualities. This also has consequences for the human resources management function, which is responsible for matching the available skills to the demands of the organization by identifying, monitoring and training suitably qualified employees. Océ’s HRM policy is aimed at providing employees with the tools and facilities they need to develop their own careers, as well as at identifying talented employees with exceptional potential to contribute to the company’s future.
Océ’s targets:
Short term (2011-2013)
By 2013, Océ will implement a core values alignment program, explaining and celebrating the strength of the Canon and Océ combination (NEW).
Status 2011: Océ uses seven core values as guideline for employees.
By 2013, 80% of the learning offering of the Océ International Training Centre will be based on an integrated learning concept (NEW)¹
Status 2011: 40% (estimate)
In 2013, the percentage of women in TOP positions will be at least 5% in The Netherlands.2
Status 2011: 6%. Target achieved ahead of schedule.
In 2013, the percentage of women in SUBTOP positions will be at least 9% in The Netherlands.3
Status 2011: 8%. On schedule.
Medium term (2014-2016)
In 2015, the percentage of women in management positions will be 30%.4
Status 2011: 21%. Behind schedule.
By 2015, 50% of the European OBS site staff will have successfully completed a vocational education and training program to become a document specialist (NEW).
Status 2011: 0%
1 A blend of formal and self-managed learning to maximize the effectiveness of competence development.2 The TOP has been defined as the Board of Directors and Senior Management. Senior Management refers to the two levels below the Board of Directors.3 The SUBTOP has been defined as middle management and professionals who are expected to reach the top. It comprises the third level below the Board of Directors.
4 A management position is any position in which the employee leads one or more employees.
Employee development
Having the right people available at the right time is the essence of good succession planning. Especially in specialized markets and positions demanding specific, thorough knowledge of the company, it is a great advantage to have these positions filled by people who have built their careers in the company. Employee development aimed at meeting the long-term needs of the company and in line with the possibilities of the individual employee is one of the HR activities that contribute to future success and continuity.
Leadership
Océ has introduced a leadership program as the starting point for further managerial development. As a first step, “leadership labs” give insight into employees’ personal leadership competences, ambitions, potential and development needs. The leadership lab program allows reflection and gives employees the information they need to improve their performance. The labs are followed up by team sessions, including 360° feedback and individual development programs.
Competence management
Closely related to leadership development are competence management programs, usually combined with performance management. These programs ensure that employees have the required competences. This involves not only training in the required skills, but also preparation to cope with change. Competence management is also closely linked to the planning of employee development. It is a powerful tool in improving employee performance and also in the recruitment of new employees.
Talent development
In 2008 Océ introduced a high potential management development program for employees at different levels, offering them a career to move into higher-level positions. The international Global Océ Professionals [GOP] program to identify and encourage emerging Océ talent has been in place for several years. This program brings talented employees from different parts of the world together to work on challenging projects. The GOP program provides employees with a good platform to show their talents and broaden their scope.
Training
Employees who want to develop their skills have ample opportunity to do so, both in-house and externally. They receive education and/or suggestions for further training outside the company at in house training facilities and assessment centers in Venlo [Netherlands] and Poing [Germany]. The Océ International Training Center [ITC] in Venlo trains more than 3,000 employees each year. Océ uses a ‘blended learning’ approach, in which training in practice [about 90% of the time] alternates with a wide range of e-learning courses (Océ LearnLink). A worldwide approach ensures harmonized training in line with Océ policy.
Diversity
Océ is committed to valuing and promoting equality and diversity in all areas of recruitment, employment, training and promotion. The diversity policy aims to create a workplace with equal opportunities for all staff, regardless of gender, age or cultural background. We believe that we can better anticipate and fulfill the needs of our customers with a workforce that values and reflects the diversity of our society.
“Talent to the Top” charter
Together with around 40 other top companies in the Netherlands, Océ has signed the “Talent to the Top” charter which aims to enable more women to reach top management positions. A number of concrete action points have been defined, including promoting the participation of more women in talent programs such as the Global Océ Professionals program. The “Talent to the Top” charter was initiated by TopBrainstorm, which was founded to encourage government, the business community and women themselves to take structural action to increase the numbers of women in top positions.
Health and safety
Océ’s worldwide employee (PDF) is based on meeting statutory regulations, but the aim of creating the best possible working conditions for the people who create Océ’s success sets much higher targets. Océ considers an uncompromisingly safe and healthy workplace as one of the most important “licenses to operate”. Workplace-related incidents causing injuries are among the main indicators of a company’s safety record. However, long-term effects due to unfavorable working conditions or personal lifestyle characteristics are often difficult to trace, especially when they do not lead directly to lost time.
For this reason both in Venlo [Netherlands] and Poing [Germany] special programs are in place for voluntary health assessments by employees. In Poing medical check-ups and interviews encourage employees to “stay 40 for 20 years” by adjusting their lifestyles. After ten years of employment, employees are entitled to a three week active “health course”. At Océ headquarters in Venlo, management and the Works Council have agreed to roll out a “health monitor” for all employees. Results are confidential, and are shared with management only in aggregated form as assessment and input for possible improvements.
A number of health- and safety-related measures have been taken by the HSE steering groups, comprising both management and employee representatives. Measures include medical examinations, first aid training [including the use of Automated External Defibrillators] and site safety training and ergonomics.
Safety
Océ’s production background including use of hazardous substances has greatly helped to build a framework of safety measures to identify, evaluate, handle and eventually eliminate hazardous substances as far as possible. Part of that structure is to make employees aware of possible dangers and to convince them of the importance of obeying the safety rules and measures. As primary responsibilities of line management, health and safety form an integral part of everyday work. Nevertheless, regular updates and reminders are necessary to maintain high safety awareness and prevent possible danger. No decision to start new activities or make new investments is made without considering possible safety issues.
Océ carries out regular Risk Identification & Evaluation [RI&E] analyses throughout the company. These allow improvement to be monitored and suggested improvements to be evaluated. At the production sites in Venlo [Netherlands] and Poing [Germany], significant risks to people and property are minimized by formal measures such as permanent medical officers, trained first aiders and a company fire service. All incidents are reported to make Océ’s safety performance clear.
Hazardous substances
In R&D projects, researchers frequently work with [potentially] hazardous substances. It is therefore important to collect necessary knowledge about the impact of these materials so appropriate safety measures can be taken.
Océ-Technologies implemented an improved system of handling hazardous substances in 2007. The system received special attention from TNO (Netherlands organisation for applied scientific research), which used it as a best-practice example for Dutch SMEs in tackling safety hazards at the source. The system is based on a thorough Health, Safety & Environment analysis of all substances to be used during a project phase by a group of R&D specialists. This knowledge then allows safety measures for engineering and production to be taken. Alternatives are sought for specific materials that pose unacceptable safety risks to people or the environment. Working methods have also been updated, for example ordering procedures for chemicals. The system is combined with a stringent Risk Identification & Evaluation for all laboratories.
Our values
The Océ corporate culture is built around basic values and principles, and it unites employees from different backgrounds in over 90 countries. We believe that by incorporating these values in our daily operations we can meet the needs of our stakeholders. The values and principles also help us on the achievement of our company goals and guide us towards a sustainable future.
Driven | Seek for quality at all times |
Pragmatic | Be result driven |
Involved | Put the customer first
Behave ethically
Show respect for human values |
Eigenzinning(Dutch for 'independent thinking') | Be entrepreneurial
Be innovative |
Driven
We are quality driven. We pursue high and consistent standards in our processes, products and services.
Have ambitious, measurable quality standards
Be disciplined in achieving set standards
Be committed to learning, development and improvement
Learn from your mistakes
Pragmatic
We are result driven. We focus relentlessly on achieving clear and challenging objectives.
Have a strong ‘Can Do’ attitude
Define clear, measurable objectives and achieve them
Do what you promise
Co-operate with partners to build solutions
Involved
We put the customer first. We do what is ethical and conduct ourselves in an honest, fair, trustworthy and open manner. We show regard for human value.
Build strong relationships with your internal and external customers
Think from your customer's point of view to improve products, services and processes
Treat colleagues, customers and business partners with due consideration
Act with integrity and do what is legally and morally right
Protect and preserve the environment
Create trust and do not discriminate
Help create an enjoyable workplace
Eigenzinnig
We are entrepreneurial and innovative. We continuously improve our people, processes, products and services with breakthrough thinking.
Look for new ways to increase value your customers and for our company
Apply your knowledge in new ways and think out of the box
Be open to constructive feedback and provide clear feedback to others
Acquire new skills and except new challenges
