Robotisation and digitalisation
Here, too, the coronavirus has left its mark, but mainly in a positive sense. Due to the lockdown measures in March 2020, in a relatively short time digital home workplaces were set up for employees for whom this was possible given their work. Initially, it mainly concerned regular computer setups for office workstations. During the year, the more advanced VDI workplaces for draftsmen and work planners were also transferred to the cloud so that they too could do their work from home during the second lockdown. The Roto IT environment made this switch possible without any significant problems. As a result, there is enough space for employees who need or want to be physically at the office because of their work or, for example, their home situation, to do their work safely and in compliance with the covid measures.
In part as a response to the additional impulse generated by the KPIs in the dashboard for innovation and digitalisation, ways of effectively deploying robots are being investigated. The production process is now inconceivable without robots: their use for repetitive and/or demanding physical work relieves the burden on colleagues. The use of lifting equipment to further reduce that burden contributes to our objective of sustainable employment.
ROTO Idea Box
ROTO encourages people to submit ideas. That is why good ideas are rewarded with a bonus or an incentive. Every year the winning idea is highlighted, and the winner is put in the spotlight. A KPI is linked to the idea box to further stimulate the innovative culture within ROTO. In 2020, the incentive premium was increased.
Good ideas are rewarded
The innovation prize for the best idea in 2020 was recently awarded to an employee of De Boer Snijbedrijf. Rotocoat Heerhugowaard won the ROTO Innovation Award 2020 for submitting the most ideas that were awarded with a bonus or a premium in 2020.
Other HR matters
Rules relating to conduct are agreed with employees as part of the terms of employment. They are set out in regulations, policies and codes of conduct, including a ROTO code of conduct that is published on the Internet. Employees know what conduct is required from them in terms of transparency, accountability and integrity, and the management must, above all, consistently give a good example.
The management consists of two persons in which Ger de Kwaasteniet has transferred his duties as CEO of ROTO to Ditmar Koster as of 1 January 2021.
Roto B.V. applies the provisions of the mitigated two-tier regime and it has had a Supervisory Board consisting of three persons. After retiring as CEO of ROTO, Ger de Kwaasteniet succeeded Tom de Boer in the Supervisory Board as of 1 January 2021. Heleen Cocu–Wassink has also joined the Supervisory Board with effect from 1 January 2021. Heleen Cocu-Wassink has a background in Human Resources Management and Business Transformation. This means that the Supervisory Board will consist of four members from 1 January 2021. With the appointment of Heleen Cocu–Wassink, the desire for more diversity in the Supervisory Board has been fulfilled. A balanced distribution of men and women is pursued, and this will be discussed again at the next (re)appointment.
As Roto’s result depends on its employees, in the past covid year even more than other years, ROTO wishes to thank all its employees for their unceasing dedication and commitment, reliability, passion, critical attitude, humour, inspiration, team spirt and flexibilty.
“ ROTO thanks all its employees for their dedication and commitment, team spirit and flexibility.