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
VWDUWHGLQDQGWKURXJKWRLWVWKLUGDQG¿QDO\HDULW
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 internally
and helped to promote a high-performance culture
DFURVVRXURI¿FHVZRUOGZLGHEXWLWKDVFRQWULEXWHG
VLJQL¿FDQWO\WRZDUGVWKHYDOXHZHFUHDWHIRUFXVWRPHUV
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 engagement
survey, that provided valuable input for our
preventative work. We have also improved our
process for learning and development by implementing
a global world-class Learning Management
system.
4. 2UJDQLDWLRQIRUIXWXUHJURZWK– 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 competencies
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.
Key indicators
Lost time injury rate (LTIR*)
excl. West Africa
-30%
2015 2016 2017 2018 2019
1.0
0.8
0.6
0.4
0.2
0.0
Lost day rate (LDR**),
excl. West Africa
2015 2016 2017
2018 2019
30
20
10
0
* 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
Contributes to:
9.3 0.6
20.9 0.6
11.6 0.8
17.5 0.6
10.6 0.4
-39%