Sustainability report 2019

People are our most important resource 51 The AAK Way People Program has been at the center of our ambitions towards people development. Since it VWDUWHG LQ DQG WKURXJK WR LWV WKLUG DQG ¿QDO \HDU LW has given rise to a broad variety of initiatives that have been pivotal to its success. The People Program was built on four pillars: Revitalized company values, AAK leadership, Engaged and skilled people, and Organization for future growth. Not only has this delivered very positive results inter- nally and helped to promote a high-performance culture DFURVV RXU RI¿FHV ZRUOGZLGH EXW LW KDV FRQWULEXWHG VLJQL¿FDQWO\ WRZDUGV WKH YDOXH ZH FUHDWH IRU FXVWRPHUV 1. Revitalize our company values – our culture guides discretionary behavior and makes sure that we act towards customers, internally as well as externally, in the way we promise. We all make hundreds of decisions every day, and our company values are there to guide us and help us to evaluate the results. 2. AAK Leadership – during 2019, we continued to deliver our four days of leadership training for more than 400 managers and key employees worldwide, focusing on our leadership competencies and company values. By introducing a Trainee Alumni Development program, we also make sure we continue to develop our young talents for further success. 3. Engaged and skilled people – to measure people engagement, we conducted an employee engage- ment survey, that provided valuable input for our preventative work. We have also improved our process for learning and development by imple- menting a global world-class Learning Management system. 4. 2UJDQL]DWLRQ IRU IXWXUH JURZWK – our Workforce Planning program ensures a strong talent pipeline by either retaining employees with the right skills or by attracting new talent into our business. This is to secure management capacity and key competen- cies for growth by looking at future organizational demands, succession planning, and potential review. By focusing on what AAK stands for, full implementation of our Code of Conduct, and through the attitude and development of our employees, we can elevate our business by strengthening engagement, fostering innovation, and delivering a more passionate, tailored service. Lost time injury rate (LTIR*) excl. West Africa 2015 2016 2017 2018 2019 1.0 0.8 0.6 0.4 0.2 0.0 Key indicators Lost day rate (LDR**), excl. West Africa 2015 2016 2017 * LTIR: Number of injuries with more than one day of absence per 200.000 working hours ** LDR: Number of lost working days caused by LTIs per 200.000 working hours 2018 2019 30 20 10 0 Contributes to: 0.6 9.3 0.6 20.9 0.8 11.6 0.6 17.5 0.4 10.6 -30% -39%