This is B2Holding
We bridge borders and cultures
Our people are our most valuable resource. With a total of 2,781 employees and entities ranging from newly established to mature organizations, our centralized people strategy aims to bridge the local units in all our markets and achieve more transparency and learning across the Group.
The organization of B2Holding Group has grown and transformed during the year of 2019. We expanded our pan-European team by 96 to 2,718 employees, equivalent to 2,519 full-time employees (FTEs). As a response to the strategic shift in the Group, the organizational structure was changed and structured around the main business lines of the Group, unsecured and secured asset management. The new organizational structure is designed to improve transparency, risk management and compliance throughout the organization and contribute to long-term cost efficiency on a Group level.
People strategy
As the Group is shifting its strategic focus from strong growth to becoming more professional and efficient, we are also adjusting our people strategy accordingly. The new people strategy has four main pillars. It is along with these four areas we build a common culture through consistent behaviour, programs and processes.
- Talents: We retain talents by offering relevant career development paths as well as ensuring the Group delivers on the expectations from the future workforce.
- Engagement: We acknowledge that high performance is strongly related to a high level of engagement in the workforce. By enabling employee-driven engagement groups we create proud employees that collaborate across teams and organizations.
- Performance development: We move away from a monitoring performance management approach and towards a coaching, strength-based performance development model.
- Leadership: With the usage of technology, we develop leadership behaviours, skills and awareness across the Group. The culture program is dynamic and contributes to an overall alignment in the Group.
Along with the strategy, trusting each other, acting with strong integrity and always aiming for excellence in all we do are the fundamental values for the B2Holding Group. These values are combined with open communication and a non-hierarchical structure. The result is an open and proactive work environment with strong collaboration between the different functions.
Agile organization
Sharing competencies and resources has been and will continue to be the main pillar in our Group – paving the way for a strong common culture. We have created a stronger Group function with new roles to better drive the development of the Group as well as better support the business units with specialist knowledge and share best practises.
We are building our operating model on the advantages of our diversity in nationalities, genders and cultures. Our presence in diverse geographies gives us a head start in exposure to and seeing the benefit of diverse thinking but more importantly, it sets inclusion on the daily agenda.
B2Holding wants to enable the organization for disruption and swift changes in the market. We continue to plan for and implement tools to drive learning and sharing between functions and units. Moreover, we are building a culture of curiosity and innovation.
Reward policy
The B2Holding Group has a target driven organization supported by a remuneration model. Our reward policy is a management tool that contributes to the Group’s profit and increased shareholder value and is designed to attract, retain and develop qualified people with the right managerial and professional competencies. Reward includes all the instruments the organization and its managers have at hand and utilize to encourage and reward performance. Reward includes base salary and benefits, annual bonus (short term incentive) and long-term incentives. Both short- and long-term incentives are designed to enhance value creation for the shareholders through quantified result-based targets. Reward also comprises competency development, job contents, career and recognition.
A fundamental principle in B2Holding’s determination of total remuneration for the Management is that the terms are to be competitive with terms in positions with similar responsibility, workload and complexity in the local markets. Reward markets are local, and B2Holding adapts to the local market practice to the extent the Group finds expedient.