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| Corporate Image JL's mission, vision and core values were the focal points for general staff seminars in 2004. In recognition of the ever increasing demands on employees in the fast developing shipping industry JL will strive to enhance professionalism and job satisfaction through continuous development of staff core competencies. A Company Performance Driver survey was introduced to measure aspects within a large number of categories such as organisational setup, leadership, market/service aspects of the company’s businesses, inter-organisational collaboration, etc. The survey was carried out anonymously in an electronic questionnaire. The survey scores revealed the temperature of the Group, and each company and department separately. The survey also gave rise to a comprehensive, improved programme for developing employees’ professional and personal competencies, including specially designed internal and external courses. Human capital At year-end 2004, J. Lauritzen had a total staff of 850 (2003: 997), of whom 477 (2003: 539) were sea-going personnel. The decrease in sea-going personnel compared to 2003 was due to sale of Danish flagged vessels and the fact that some Danish-flagged vessels were flagged out during the year. 232 worked in JL's overseas offices. The decrease in land based personnel is mainly due to the change in status of LauritzenCool Logistics becoming an associated company instead of a subsidiary. The average age of shore-based staff was 42.7 although it was somewhat higher in some of the business units. Average service was 9.3 years, and average overall staff turnover for shore-based personnel in J. Lauritzen was 7.4%. The decline in years of service and the increase in staff turnover compared to 2003 were due to an early retirement programme introduced in 2004 and the acquisition of Quantum Tankers with a younger staff and with fewer years of service. The equivalent figures for the fleet were an average age of 41.7 and 6.2 years of service. Due to different contractual conditions for sea-going personnel, it is not possible to compare their figures for staff turnover to land-based staff. |