Skip to website navigation Skip to article navigation Skip to content

A page refresh occures when a subject is selected.

Skip article navigation.


At a strategic level, 2020 was a year marked by uncertainty in the wake of the global Covid-19 pandemic. Nevertheless, Unica was able to deploy a number of tools to control the greatest threats. Following our crisis communication plan, a Crisis Management Team (CMT) was quickly assembled, enabling Unica to promptly identify potential risks, take appropriate measures and carefully inform the organisation. Answers to any questions from management were also controlled centrally, allowing our crisis response to be carried out consistently and facilitating continuous learning from one another. When the Covid-19 crisis broke out, several scenarios were elaborated for various policy areas, including finance and procurement, enabling Unica to respond accordingly to changing circumstances. An extensive set of documents was used to provide maximum support to the decentralised companies, ensuring close contact with employees and customers about the continuity of Unica’s activities. Unica strictly followed the guidelines provided by the Dutch National Institute for Public Health and the Environment (RIVM), limiting absenteeism resulting from Covid-19 cases to a minimum in the work environment.

In addition to Covid-19, Unica continued to focus on other strategic risk areas, including reputation and brand monitoring, retaining attractiveness on the labour market and the sustainable employability of employees. In terms of this sustainable employability, the emphasis in 2020 shifted evermore to ensuring a healthy work-life balance, which came under more pressure due to the Covid-19 crisis.