TomTom 2006 Annual Report Download - page 22

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Corporate social responsibility 20 TomTom Annual Report 2006
TomTom recognises that its business
activities have direct and indirect
impact on the societies in which it
operates. This requires that business
decisions give due consideration to the
interests of TomTom’s stakeholders,
including shareholders, employees,
suppliers, customers and local
communities. TomTom recognises
its responsibility for this impact.
As a starting point, TomTom is committed
to comply with all relevant national and
international legislation, including the
European Union’s directives on waste
recycling (WEEE directive) and restricted
use of hazardous substances (RoHS
Directive). In addition, we are committed
to attracting and retaining the best people
to continue the success of our Company.
Three case studies illustrate our current
corporate social responsibility initiatives.
Human resources
At TomTom we employ a workforce of
more than 35 nationalities reflecting our
international ambitions and markets. Our
diverse workforce is part of our success
in the international marketplace and is part
of our unique culture. This culture has an
open, dynamic character which stimulates
innovation. Amongst other activities,
we facilitate language courses for all
nationalities. At the end of 2006 29%
of our employees were female and 71%
were male. The average age of our
employees is 33, which has helped foster
a young and informal culture. Open-plan
office architecture in our offices supports
and illustrates the open and dynamic
character of TomTom. This architecture
is replicated in all countries.
TomTom’s success is based on the
commitment of our employees, as
they are the driving force behind our
technology, innovation and growth. We
strive to employ capable and energetic
people who receive training and coaching
to maximise their full potential. Employees
attend training during office hours. In 2006
training and development was focused
on four pillars:
— training on the job. TomTom
employees get responsible and
accountable jobs in order to accelerate
the growth of the employee.
— training in generally needed skills.
Certain skills are required for the
majority of our roles; hence we provide
courses to develop these skills.
— tailor-made programmes: For some
departments tailor-made programmes
are defined. For instance, the
development department defined
together with a supplier a JAVA
training programme.
— management development.
To ensure the organisational
development and maintenance of
our corporate culture, a management
development programme was
launched. All three levels of
management either attended in 2006
or will be attending a management
development programme in 2007 and
beyond to align all management layers.
TomTom is further improving its
development programmes and launched
a new personal appraisal programme for
all employees at the beginning of 2007.
In the Netherlands, the newly developed
Sounding Board functions as a Works
Council. The Sounding Board was
consulted seven times by management
in 2006. Works Council members will
be elected before summer 2007.
TomTom has developed and implemented
its own Code of Conduct for its staff
which explains how our employees must
carry out their work in compliance with
ethical and legal standards.
Corporate social
responsibility