OperationsOrganization

Organized for success

The development of Cision's organization and its employees' competence is a continuous process to satisfy rapidly changing client needs and capitalize on the opportunities afforded by new technology. Highlights during the year included the switch to a uniform brand, Cision, as well as the digitalization of operations, the change in the competence mix and further human resource development.


Key ratios	2007	2006
Value added per employee¹⁾, SEK thousands	508	495
Employee turnover²⁾	30%	23%
Employee turnover excl lay-offs	21%	18%
1) Operating profit plus staff costs divided by the average number of employees. 2) Number of employees who left the company during the year divided by the average number of employees in 2007.

Cision has around 2,600 employees in 12 countries: Canada, China, Denmark, Finland, Germany, Lithuania, the Netherlands, Norway, Portugal, Sweden, the UK and the US. The head office is located in Stockholm. During the year the operations in Ireland were dissolved, while operations in Asia, with offices in Hong Kong and Shanghai, were established.

Cision - a consistent promise in every market

The name change to Cision was an important strategic step in the transition to an increasingly global company and offering. The Group now operates under the same brand name around the world. The new identity has resulted in significant benefits in terms of cost and revenue synergies compared with the previous array of names used in different markets. The Group's marketing is more efficient and Cision's promise is the same in every market. Clients can clearly associate our products, services and quality with a distinctive brand.

Number of employees by country
	2007		2006
Average no. Of employees	No. Of employees	Of whom men	No. Of employees	Of whom men
Subsidiaries
Sweden	357	161	372	160
Norway	90	48	101	55
Denmark	89	50	103	57
Finland	124	36	119	35
Baltic countries	28	6	55	18
Germany	244	88	227	86
UK	449	205	507	208
Ireland	-	-	41	9
Portugal	129	53	121	54
Canada	320	128	329	188
USA	809	429	783	313
Total	2,639	1,204	2,758	1,183

Digitalization changes the competence mix

The reorganization initiated in 2006 has continued according to plan. Digitalization and efficiency improvements led to a reduction in the number of employees during the year, mainly in production. At the same time the strategic shift toward services with more analyzed information, integrated services with a high technology content and greater international reach has helped Cision to strengthen competence among its employees, mainly in analysis, sales, IT and management. This has been achieved through recruitments, human resource and leadership development, and the clarification and measurement of internal performance and objectives. As a result of the change, the share of employees with an academic degree had increased to 48 percent at year-end 2007.

Educational level

Academic degree, 48%
Post-secondary ecucation, 21%
Secondary education, 23%
Elementary education, 8%

Employee surveys are important to development

Managing change processes has placed tough demands on employees and management. An important tool to maintain a sense of commitment and motivation has been to periodically check on employees' attitudes and understanding of the changes through surveys. Feedback from these surveys is provided to employees and has led to concrete action plans and changes.

Clearly defined goals create a high performance culture

For Cision, leadership means seeing opportunities in challenges and change and encouraging employees to perform at their peak to reach common goals. The focus of Cision's leadership development program is to increase internal recruiting for senior positions.

The most important tool to build support for Cision's vision, strategies and objectives is a process called Performance Management. In 2007 it was improved to more clearly link each individual's goals to the Group's objectives. This has contributed to greater understanding and the right incentive structure.