Annual Reports
2008 has been another successful year for Hertel. Following our business strategy defined in 2007, we were able to grow our number of services, expand geographically and serve more clients. Our revenues grew to €783.8 million, with an EBITDA of €49.8 million. An excellent performance which we are very proud of.
Growth doesn’t come naturally; it requires hard work, strategic thinking and continuous improvement. The four pillars of our business model prove to work well; People, Safety, Adding Value and Sustainability.
Well-trained, excellently performing people are key to our success. Safety is considered to be our basic license to operate, and our Adding Value model allows us to go beyond traditional relationships and offer value added solutions for our clients. Sustainability at Hertel means long term strategy and long-term commitment to our clients, our people and our shareholders.
Besides these four pillars, the basis of our company culture is founded on extending trust. Trust is not something you can just add to your range of services. To deserve trust from your clients and your people, you must keep true to your promises, every day, no exceptions. This is extremely important within Hertel. The long term relationships we enjoy both with our customers as well as with our own people is proof of Hertel’s commitment to perform and deliver. No surprises but clear and fair communication aimed at improving our performance to the benefit of all involved.
At Hertel, trust means also that we give our own people plenty of space and freedom to make their own decisions. Apart from the customary industrial procedures and process descriptions, we are reluctant to create more rules, procedures and handbooks ourselves.
The deeper reason behind this approach is that we happen to believe in the creativity and self-discipline of our own people. We adhere to the highest quality standards and let our people take individual responsibility for the way in which these standards are achieved. This leads to more involvement and creative input. Trust is key in our organisation to achieve great results and to fulfill our customers’ needs in the best possible way.
Within our strategy to advance our know-how, grow scalable services and balance our geographic footprint, acquisitions play a vital role. We feel fortunate to have been able to acquire a number of renowned companies of strategic importance, welcoming a total of 2,500 employees.
We have incorporated companies with strong people and strong cultures that complement ours. Each culture and each organisation has its unique strengths. We cherish that people of different cultures are working together within Hertel, the dynamics create new ideas and a non-conventional approach.
It is our endeavour to bind the strengths of our internal cultures closely together. ‘Synergy’ in our view is not a sophisticated word for cost-efficiency that is taking place somewhere behind a company’s façade, but rather an authentic cross-cultural concentration of divergent qualities that is taking place where it should: right up front.
Executive Board
Hertel
Rotterdam, May 2009
Well-trained, excellently performing people are key to our success. Safety is considered to be our basic license to operate, and our Adding Value model allows us to go beyond traditional relationships and offer value added solutions for our clients. Sustainability at Hertel means long term strategy and long-term commitment to our clients, our people and our shareholders.
Besides these four pillars, the basis of our company culture is founded on extending trust. Trust is not something you can just add to your range of services. To deserve trust from your clients and your people, you must keep true to your promises, every day, no exceptions. This is extremely important within Hertel. The long term relationships we enjoy both with our customers as well as with our own people is proof of Hertel’s commitment to perform and deliver. No surprises but clear and fair communication aimed at improving our performance to the benefit of all involved.
At Hertel, trust means also that we give our own people plenty of space and freedom to make their own decisions. Apart from the customary industrial procedures and process descriptions, we are reluctant to create more rules, procedures and handbooks ourselves.
The deeper reason behind this approach is that we happen to believe in the creativity and self-discipline of our own people. We adhere to the highest quality standards and let our people take individual responsibility for the way in which these standards are achieved. This leads to more involvement and creative input. Trust is key in our organisation to achieve great results and to fulfill our customers’ needs in the best possible way.
Strategic Path
Within our strategy to advance our know-how, grow scalable services and balance our geographic footprint, acquisitions play a vital role. We feel fortunate to have been able to acquire a number of renowned companies of strategic importance, welcoming a total of 2,500 employees.
We have incorporated companies with strong people and strong cultures that complement ours. Each culture and each organisation has its unique strengths. We cherish that people of different cultures are working together within Hertel, the dynamics create new ideas and a non-conventional approach.
It is our endeavour to bind the strengths of our internal cultures closely together. ‘Synergy’ in our view is not a sophisticated word for cost-efficiency that is taking place somewhere behind a company’s façade, but rather an authentic cross-cultural concentration of divergent qualities that is taking place where it should: right up front.
Executive Board
Hertel
Rotterdam, May 2009
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