Vopak is rapidly developing into a robust multinational; the organisation must be in line with this in terms of its professionalism. This demands a transparent and rational approach to decision making, based on facts. As a learning organisation, Vopak needs good management information systems and high-quality knowledge management, they are vital for standardisation and professionalisation. Performance management was introduced in 2006. This system sets clearly-defined leadership competencies. In connection with this, particular attention was paid to creating a remuneration policy in 2007 that links performance and pay. Vopak has developed a long-term bonus plan for senior management and changes have been made for other groups of staff to reward better performance. The structure of the corporate management development programme has also been changed.

As well as the programmes for younger employees and middle-management with senior management potential, there is now a third programme for senior managers. The structure of the programme has also been made more logical and effective by tightening the participation conditions somewhat. People now have to attend certain specified courses before moving to a subsequent phase.