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Organisational developments

Our journey to become a High Performance Organisation (HPO) continued in 2022. The chart below shows the scores from our bi-yearly surveys and the target of 8.5.

HPO survey scores

The latest HPO survey took place in December 2021. The HPO centre presented the results to Vesteda at the end of January 2022. The total score improved to 7.7 in 2021 from 7.4 in 2019.

The survey also identified new points of attention. In 2022, we started drafting plans for these topics. We will focus on collaboration and connection, becoming the best landlord, working in projects, employee of the future and the continuous improvement of our organisation and processes.

In 2022, we continued to support good and healthy workspaces at home. Employees have the freedom and the responsibility to choose their workplace, either at the office or elsewhere. We have a policy in place in regards to working at the office or elsewhere. We do however stimulate bonding within and between teams.

In Q4 2022, we started an internal network research project, in collaboration with a company called DL Network Analytics. We investigated where, when and how our work should be done at Vesteda offices. This resulted in a personal hybrid work advice.

Vesteda believes that the health of our employees is essential, so we strive to provide a healthy work-life balance. To achieve this, Vesteda joined forces with workplace fitness and well-being organisation 'De Atleetfabriek'. Together with the sports committee and ambassadors, we are working on mental, physical and nutritional themes. The programme includes masterclasses, sport challenges and supporting communication.

We also work with OpenUp, a platform that allows employees to work on their mental well-being. Via OpenUp, employees have unlimited one-on-one access to on-demand coaching, consultations with psychologists and other mental resources. This is a measure aimed at tackling mental health challenges at an early stage.

To encourage our people to work together and collaborate, we continued with the roll-out of RealDrives. Several colleagues were certified in 2022. We aim for a wider adoption of RealDrives, to encourage people across the organisation to understand each other better and to make teamwork easier.

Our work increasingly requires a project-based approach. Therefore, we initiated a project board, strengthening cross-departmental teamwork.

Employees in numbers

At year-end 2022, Vesteda employed 217 FTEs, in line with the previous year. The number of employees increased by one person to 236. Our population of flex workers increased from 13 FTEs to 15.8 FTEs at year-end 2022. Vesteda hires flex workers primarily to fill vacancies, absenteeism due to illness and maternity leaves.

Workforce by age (%)

The average age of Vesteda employees increased to 42.3 years in 2022, from 42.1 years in the previous year. Roughly 30% of the workforce is younger than 35 years. The representation of the group between 35 and 45 years of age fell to 27% (2021: 31%), while the group older than 45 years increased to 43% compared with 40% in 2021.

Workforce by gender (%)

The male/female ratio at year-end remained in balance at 50% male and 50% female, more or less the same as in the previous year.

In 2022, 35 new employees joined Vesteda (63% female/37% male) and 34 employees left the company (59% female/41% male). The employee turnover rate in 2022 was 14%, which was lower than in 2021 (17%).

The male/female ratio within the Management Board was 100/0 and within the Management Team 60/40, including Management Board. This ratio for the Supervisory Committee was also 60/40. 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 qualifications and suitability for the function are always the leading principle.

At year-end 2022, 86% of our employees (103 males and 100 females) had indefinite contracts and 14% had fixed-term contracts (14 males and 19 females). At year-end 2021, this ratio was 83%/17%.

At year-end 2022, 38% of Vesteda’s employees worked part time (73 females versus 17 males). Most full-time Vesteda employees are male (100 males versus 46 females). The average FTE is 0.92. The average FTE for males is 0.97 and 0.87 for females.

In August 2022, the Dutch Government introduced (partly) paid leave for the first year after the birth of a child. Since then, the number of employees taking paid or unpaid parental leave increased to 21 in 2022 (2021: 11 employees).

The percentage of total employees covered by collective labour agreements was 93% at year-end 2022. Employees that are not covered mostly consists of the Management Team and other Identified Staff.

Training and development

In 2022, Vesteda invested €529 thousand or 3.3% of the gross payroll in the education and development of individual employees, the teams, new employee council members and the ‘Vesteda Verbetert’ programme. This was an increase compared with 2021 (2.5% of the gross payroll). Vesteda organised several courses, including Lean training courses, a Data-driven management workshop, a compliancy dilemma training course, training for rental agents on screening the rental applications of self-employed people or small companies for rental employees, a training course in the points system for rent setting (Woningwaarderingsstelsel, WWS), an IT-security training course and training to improve PowerPoint skills.


Absenteeism increased to 4.6% in 2022 from 2.6% in 2021. This is largely caused by an increase in (long-term) psychological absenteeism, and absenteeism due to the COVID-19 pandemic. This trend is also clearly visible within the general market in the Netherlands.

Sick leave (%)


Please see the Remuneration report for information on the remuneration of the Management Board, other Identified Staff and the Supervisory Committee.

Works Council

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 changes in the organisational structure, HPO, health policy, working conditions, and the ‘working from the office and elsewhere’ study.