Annual_report_2006

HUMAN RESOURCES The strategy of Železiarne Podbrezová a.s. in human resources management therefore conforms to the principal premise that the most important resource for the Company are its employees, who must be satisfied to the maximum level, feel secure, and thereby perform a good job. The Company’s busi- ness strategy is closely interconnected with its HR strategy which in addition to remuner- ation and motivation also incorporated a sophisticated system of employee follow- up care. This system focuses on employee potential development through professional and personnel training, employee benefits aimed at targeted stabilisation of employees, and a high-level occupational health and safety. Each year, our social programme is up-dated and – in compliance with the Com- pany’s financial plan – it is enriched of invest- ments in training, the health of employees and their families, and cultural and sports activities. The programme of personnel, pay- roll, and social policy and occupational health and safety was laid down in the 2006 Collective Agreement concluded by ZO OZ KOVO and the Board of Directors of Železiarne Podbrezová. The joint stock company performed in full its liabilities pro- ceeding from the Collective Agreement. In 2006 we organised medical and rehabilita- tion stays for our employees, and provided preventive medical care for employees from risk units and selected semi-senior manage- ment. A twenty-four hour accident policy was implemented for all employees. Further- more, as part of employee care we organ- ised cultural and children programmes, sum- mer camps for children, and enabled the use of summer and winter sports locations. Of course, employee benefits also include catering services, beverages from vending machines, and subsidised frozen food. In 2006, the funds allocated from the social fund and invested in employee care repre- sented SKK 15.5 million, thereof employee catering SKK 4.8 million, medical stays Ž E L E Z I A R N E P O D B R E Z O V Á 2 0 0 6 A N N U A L R E P O R T 19 REPORT BY THE BOARD OF DIRECTORS Women Men 3 141 4 082 4 122 4 092 3 966 3 788 941 3 185 937 3 164 928 3 057 909 2 921 867 2002 0% 25% 50% 75% 100% 2003 2004 2005 2006 Number of employees (full-time equivalent) The quality of corporate culture, which is proportional to the Company’s success in the market, reflects the quality of goals set by the Company, the quality of work organisation focused on the achievement of these goals, and the quality of human resources implementing the goals.