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Legal and financial risks involved in the execution of assignments are limited through numerous measures at Unica. When assignments are acquired, operational risks are already taken into account in the RFI/RFP phase using the ‘bid form’ method.
To limit financial risks in business operations, a financial dashboard has been developed providing clear evaluations of the financial performance of all clusters.
The digital transformation that Unica is undergoing both internally and externally entails new risks.
Unica applies the highest integrity standards in terms of compliance. The basic principles are described in the publication ‘We are Unica’ (Wij zijn Unica), provided to all employees during onboarding.
In 2020, Unica grew not only in terms of revenue and profit but also in terms of the number of employees working for the organisation. At year-end 2020, Unica employed 2,846 FTEs, compared to 2,590 FTEs in 2019.
Unsurprisingly, the Covid-19 crisis also had a major impact on employees and management in 2020 and demanded maximum adaptability.
The improvement programme for absenteeism guidance, launched in 2019, proved its worth during the Covid-19 crisis.
Given the growth of Unica and the lack of labour available, retaining and attracting employees remains a priority in Unica’s strategy.
Employee engagement is crucial to Unica’s services in many respects. As the first point of contact for customers, enthusiastic and committed employees are the organisation’s calling card.
The range of courses provided by the Unica Academy continues to increase and many employees make use of them for their professional or personal development. On-the-job coaching is also a common development path that Unica considers important.
Based on its leading position as one of the most sustainable technical service providers in the Netherlands, Unica translates measures relating to the energy transition into practical solutions that help clients to meet their climate goals.
Unica obviously uses the expertise of its employees for its customers, but occasionally an opportunity arises where it can also contribute to society.
Increasingly, Unica’s success is measured not only in terms of economic performance, but also in social performance. In combination with the environmental efforts discussed earlier, these results increasingly signify Unica’s relevance in society.
The social themes addressed by Unica in its day-to-day operations were identified by a materiality analysis.
The fact that Unica could continue to grow in 2020, a turbulent year dominated by Covid-19, reinforces the positive expectations for the years ahead.
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