Team spirit Decentralised organisation   When integrating  Ascom Hasler, Neopost strengthened  its  central  departments  slightly (legal,  treasury,  strategic  marketing,  budget control)  to  enable  them  to  cope  with  the Group’s new scale. Fundamentally, however, Neopost maintains a highly  decentralised  organisation.  Its  5,000 staff are split between around 20 subsidiaries, which are governed by a streamlined holding structure. The company’s philosophy has always been to give those in charge of geographical and business areas a large amount of autonomy.The group’s coherence is ensured by strict control procedures, and by efforts to facilitate interaction, communication and collaboration. This  approach  is  unusual,  and  represents  a crucial advantage for the group as a whole. Efficiency: a central part of the business culture Neopost’s culture is results-driven and based on  the  acknowledgement  of  individual  and collective performance. All teams have a road map, and are committed to following it. Each subsidiary sets annual targets, and is evaluated on its success in achieving them. Subsidiaries also  carry  out  regular  business  reviews  with head office management. Neopost staff are organised into small teams. They are managed fairly and carefully,based on frequent appraisals of their performance and potential. The company’s  ability  to integrate Neopost  continues  to  rely  on  the  responsiveness,  innovation  and  team  spirit  of  its  staff. The  enthusiasm  of  all Neopost  employees  allowed  the  rapid  integration  of  all Ascom Hasler’s  teams,  including  management. Staff  know  that  they  work  in  an  environment in which they can express their professional skills more than ever before. > « I found a home for my company » Patrick Nangle (former CEO of Ascom Hasler) <12> >