AAK Annual Report 2017

Employees Just as we co-develop with our customers we co-develop with our people. AAK has employees in more than 25 coun- tries on six continents. We have 20 production facilities and customization plants across the world and a global procure- ment and sales organization. Organic growth, investments in production facilities and acquisitions are expanding that global presence. In 2017, we continued to recruit employees to our two new factories in Jundiaí, Brazil and Zhangjiagang, China – construction projects that of course also demand a lot of training and induction of new employees. AAK had an average of 3,399 employees in 2017 – an increase compared to the prior year due to the new factories mentioned, and our continued organic growth. Building an organization for future growth 7KH ³3HRSOH´ SURMHFW ZLWKLQ 7KH $$. :D\ RXU FRPSDQ\ program for 2017–2019, has been developing according to SODQ DQG UHVXOWHG LQ LPSURYHPHQWV RI SROLFLHV ZRUNÀRZV processes, and roles and responsibilities. For example, we have updated our AAK Trainee Program. 'XULQJ ZH ¿QDOL]HG RXU ¿IWK SURJUDP DQG ZHOFRPHG new graduates (selected from more than 1,800 applicants) to a new one, which includes an international assignment and even more training days than before. We have also continued and updated our AAK Sales Training Program, CCV (Creating Customer Value). In 2017, 73 new colleagues in our go-to-market organization completed the CCV training. During the year we have prepared for the next step and we are planning to roll out CCV Advanced during 2018. Furthermore, we have conducted our second global employee engagement survey together with Great Place to Work. 87 percent of our employees completed the survey making our participation equal to the top-tier companies that have a much stronger tradition of engagement surveys. %DVHG RQ WKH VXUYH\ UHVXOWV DFWLYLWLHV ZLOO GXULQJ WKH ¿UVW KDOI of 2018 be initiated across the organization with a high level of employee participation and engagement. We have also strengthened our approach to workforce planning, which includes succession planning as potential review and talent management. Last but not least, based on our 12 leadership competen- cies as a foundation for future leadership development within $$. ZH FDUULHG RXW WZR ³/HDGHUVKLS 'D\V´ UHDFKLQJ PRUH than 350 managers and leaders globally. Work to revitalize our company values has also been included in these leader- ship days. Production plants Customization plants Sales offices Sourcing operations Customer Innovation Centres 26 86$ HPSOR\HHV (XURSH HPSOR\HHV :HVW $IULFD HPSOR\HHV $VLD 3DFL¿F HPSOR\HHV 1RUWK /DWLQ $PHULFD HPSOR\HHV 6RXWK /DWLQ $PHULFD HPSOR\HHV