Our journey to become a High Performance Organisation (HPO) continued in 2021. The chart below shows the scores from our bi-yearly surveys and the target of 8.5 that we have set ourselves.
HPO survey scores
The HPO survey took place in December 2021. In January 2022, the HPO centre conducted interviews to gain more information about the answers from the survey. The HPO centre presented these results to Vesteda at the end of January 2022.
The total score improved to 7.7 in 2021 from 7.4 in 2019. In the face of the COVID-19 pandemic and with all its challenges, this was a good result. Moreover, the individual results for the five success factors were also higher than they were two years ago. We see little difference in the scores between employees with low or high number in service years.
Two years ago, the results of the Finance & Control department were lower than the other departments. F&C is now more in line with other departments, driven by the actions that we have taken. Also, the scores on points for attention that emerged from the previous survey have all improved.
The survey also identified new points of attention, which we will address in 2022 and 2023. Topics include collaboration and connection, vision and focus to become the best landlord, working in projects, personal development and the continuous improvement our organisation and processes.
In 2021, due to the measures taken in connection with COVID-19, we were forced to work from home and only a limited number of people were allowed into our offices. Fortunately, we were able to keep our offices open for employees who were unable to work from home. We have evaluated the homeworking policy and updated it where necessary. At the end of 2021, 107 employees had made use of the homeworking budget.
In the spring of 2021, we conducted an employee engagement survey together with BusinessWise. The main question was how do we work together, despite working remotely. The results were quite positive, with some recommendations to be included in the policy document 'working at the office and elsewhere'. One of the principles in this is that we give our managers the freedom to assess how often they can work elsewhere. We maintained a minimum requirement that every employee is present at the office at least two days a week, to stimulate bonding within and between teams. Due to the COVID-19 restrictions, this policy has not yet been applied. We will evaluate this policy sometime after implementation.
Vesteda continues to believe that the health of our employees is important, and that includes achieving a healthy work-life balance. To achieve this, Vesteda has teamed up with SmartVitaal and OpenUp. SmartVitaal is an innovative platform with personal vitality plans and a range of vitality professionals (Vitalents) in the fields of healthy nutrition, exercise, sleep and stress. Every employee has a personal budget in the platform to encourage the use of the vitality professionals. OpenUp provides a platform that allows employees to work on their mental well-being. Via OpenUp, employees will have unlimited 1-on-1 access to on-demand coaching, consultations with psychologists and other mental resources. This is a preventative measure aimed at tackling mental health challenges in their early stages.
In 2021, we continued the implementation of Lean in our Finance & Control department. Eleven employees have obtained a Lean Green Belt certification. In 2022, another two groups of employees will be trained and certified. Multidisciplinary teams are going to work on improving processes that focus on the needs of our tenants. This means that we will also start to implement Lean in other parts of the organisation.
To promote collaboration, we continued with the roll-out of RealDrives. The entire HR department has now been certified, as well as two employees from the Shared Service Centre. Various employees have taken an individual preference-drives test and a number of teams have already participated in a RealDrives team session. We want to roll this out further within the organisation in 2022.
Employees (number of FTEs / employees)
At year-end 2021, Vesteda employed 217 FTEs, in line with the previous year. The number of employees slightly increased by one person to 235 at year-end 2021. Our population of flex workers fell by 10 FTEs to 13 FTEs.
Workforce by age (%)
The average age of Vesteda employees rose to 42.1 years of age in 2021, from 41.1 years of age in the previous year. The largest portion (31%) of the workforce remains between 35 and 45 years of age (2020: 33%). The representation of the group older than 45 years of age increased to 40% in 2021, compared with 36% in the previous year.
Workforce by gender (%)
The male/female ratio at year-end remained in balance at 50% male and 50% female, similar to the previous year.
In 2021, 40 new employees joined Vesteda (58% female/42% male) and 39 employees left the company (62% female/38% male). The employee turnover rate in 2021 was 17%, significantly higher than in 2020 (10%).
The male/female ratio within the Management Board is 100/0 and the male/female ratio within the Management Team, including Management Board, is 75/25. We expect the position of HR Director to be filled by a woman, given the candidates in the process. This would bring the ratio in the Management Team back to 60/40. In 2021, Vesteda's Supervisory Committee consisted of five members: three male and two female. Vesteda recognises the importance of an equal distribution of male and female members of its Management Board and Supervisory Committee, taking into account that the candidate’s qualification and suitability for the function are always the leading principle.
At year-end 2021, 83% of our employees (98 males and 96 females) had indefinite contracts and 17% had definite contracts (20 males and 21 females). At year-end 2020, this ratio was 82%/18%.
At year-end 2021, 34% of Vesteda’s employees worked part time (66 females versus 15 males). Most full-time Vesteda employees are male (103 males versus 51 females). The average FTE is 0.98 for males and 0.87 for females. In addition, a total of 11 employees took unpaid parental leave in 2021.
The percentage of total employees covered by collective labour agreements was 93% at year-end 2021.
Training and development
In 2021, Vesteda invested €367,000 or 2.5% of the gross payroll in the education and development of individual employees, the teams, new employee council members, trainee development and the ‘Vesteda Verbetert’ programme. This was a slight increase compared with 2020 (2.3% of the gross payroll), when many training courses were postponed or cancelled.
Absenteeism increased to 2.6% in 2021 from 1.4% in 2020, more in line with the years prior to the COVID-19 pandemic.
Sick leave (%)
Please refer to the Remuneration report for information about the remuneration of the Management Board and other Identified Staff and the Supervisory Committee.
During the course of the year, the Works Council and the Management Board met on a regular scheduled basis. These meetings were constructive and subjects included but were not limited to employee communications during COVID-19, HPO, SmartVitaal, the ERP system, funding, the home working policy and the ‘working from the office and elsewhere’ policy.