<< < > >>
 
| Full PDF report | Print this page |
Annual Report & Accounts 2016 - Corporate Social Responsibility
slide
<< < > >>
23 The acquisition of bwin.party transformed the size and shape of the Group's workforce, taking the number of full-time employees from 463 to 2,400. The first priority we set ourselves was to create an organisation where a unified, dynamic, entrepreneurial approach would enable our talented people to thrive. Having reviewed the structure of the enlarged group, we identified a number of strengths to build on as well as challenges to address. Whilst the business we acquired contained a wealth of talented and experienced professionals, they were being hampered by an overly-complex management structure that was too process heavy. This over-burdened individuals with administration and limited their ability to innovate and focus on delivery to the customer. As a result, in our restructuring process we have sought to streamline our processes to create a culture where entrepreneurism is encouraged and rewarded. People An unfortunate but inevitable consequence of any acquisition of the size we undertook, is the need to identify and remove duplicate roles. This is never an easy task, but having determined the right organisation structure, we moved quickly to select the right people for the right jobs in the right locations. In total, this restructuring process meant that 305 roles became redundant in 2016. In addition to drawing on the skills from within the existing businesses, we also used the enlarged Group's enhanced profile to recruit the very best talent from across the industry. These included the appointments of Shay Segev, as Chief Operations Officer, Liron Snir as Chief Product Officer and following the announcement of Richard Cooper's decision to retire, Paul Miles as Chief Financial Officer. We also strengthened our management team with new Heads of Investor Relations and Bingo as well as by filling senior roles within our product delivery teams. Process Having built a management team with the skills and experience to drive our business forward, we have taken significant steps to ensure we have the systems in place to enable them to flourish. We have embarked on a process to identify and harmonise employment policies and terms as well as best practice operations, across the Group. We have also revised our approach to reward, to ensure our remuneration and bonus scheme is more closely aligned to meeting the business' performance targets. In order to reduce administrative burden, we have commissioned a new Enterprise Resource Planning (ERP) system, which will be implemented in the first half of 2017. Engagement With such large scale structural change, it is vital that we keep our people well informed so they are fully aware of our business objectives and how they can help to deliver them. We believe regular and transparent communication is key to ensuring we have an engaged and motivated workforce. Channels we utilise to do this include: a new Group-wide intranet, updated on a daily basis; regular webcasts from the CEO and other members of the senior management team; physical "town hall" meetings in our office locations; monthly manager briefs, cascaded to all staff via their managers; as well as business-focused webinars and discussion forums. Culture and values As part of our efforts to develop a unified, entrepreneurial culture, throughout the past year we commenced a company-wide exercise to identify the core values that define us. Workshops were held across all major office locations to discuss what type of attributes and qualities our staff value in themselves and what they expect in colleagues and in the workplace. Having identified a longlist, we held a poll, which more than 1,500 employees participated in, to select the top five corporate values. These are: 􀂄􀀃Dynamism. 􀂄􀀃Ownership. 􀂄􀀃Collaboration. 􀂄􀀃Transparency. 􀂄􀀃Recognition. We are now introducing a number of initiatives to embed these values throughout our organisation, to ensure that they are more than just a positive sentiment but a fundamental part of how we operate our business. 2016 Employee statistics GVC is a highly diverse and culturally rich organisation with our workforce comprising 57 different nationalities making it both an interesting as well as a challenging place to work. The transformation of the Group meant that by the end of 2016 we had 2,338 employees. Our future success depends upon the skills, knowledge and endeavours of our employees. We are committed to fostering and nurturing a culture that enables people to learn, develop and achieve, irrespective of their nationality or gender. Life is fast-paced and highly demanding, but for those with the right skills and temperament, there is great opportunity. 2. EMPLOYEES KEY EMPLOYEE STATISTICS 2016 HEAD COUNT Average number of pro forma employees 2016 2,554 Number of employees prior to acquisition (31 January 2016) 2,400 Number of employees as at 31 December 2016 2,338 Net change 2.5% Appointments in 2016 709 Voluntary attrition 2016 15.5% Involuntary attrition 2016 15.5% Redundancies in 2016 305 Total attrition 31.0% Average length of service 3 Years, 11 months AGE BREAKDOWN AS AT 31 DECEMBER 2016 Employees under 25 203 Employees 25 to 29 585 Employees 30 to 49 1,494 Employees 50 and over 56 GENDER BREAKDOWN AS AT 31 DECEMBER 2016 Female 822 Male 1,516