Employees and community

Key performance indicators – employees

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

2012

 

2013

 

2014

 

2015

 

Ambition 2015

 

Ambition 2020

*

The definition of potentials changed in 2014 to better reflect our talent pool.

**

In line with the new definition of potentials, the definition of leadership talent also changed in 2014 to better reflect our talent pool.

 

 

 

 

 

 

 

 

 

 

 

 

 

People data

 

 

 

 

 

 

 

 

 

 

 

 

Employees at year-end (FTE)

 

55,272

 

49,561

 

47,207

 

45,568

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Employee engagement

 

 

 

 

 

 

 

 

 

 

 

 

Employee engagement (ViewPoint score (1-5 scale))

 

3.80

 

3.88

 

3.97

 

4.03

 

>4.00

 

>4.20

 

 

 

 

 

 

 

 

 

 

 

 

 

Diversity and inclusion

 

 

 

 

 

 

 

 

 

 

 

 

% of females in total workforce

 

24

 

24

 

24

 

24

 

 

% of employees from high growth markets

 

40

 

47

 

48

 

49

 

 

% of female executives

 

15

 

16

 

17

 

19

 

20

 

25

% of executives from high growth markets

 

13

 

14

 

16

 

16

 

20

 

22

% of female executive potentials

 

27

 

28

 

24*

 

25 *

 

30

 

30

% of executive potentials from high growth markets

 

31

 

34

 

30*

 

31 *

 

30

 

30

 

 

 

 

 

 

 

 

 

 

 

 

 

Talent management

 

 

 

 

 

 

 

 

 

 

 

 

% cross-BU moves of leadership talents

 

5

 

7

 

13 **

 

11 **

 

10

 

15

% internal promotion into executive level

 

70

 

75

 

68

 

58

 

80

 

80

% retention of total workforce

 

88

 

89

 

87

 

87

 

 

% retention of leadership talent

 

96

 

92

 

93 **

 

93 **

 

95

 

95

% retention of leadership talent – under-represented groups (women and high growth market employees)

 

97

 

92

 

89 **

 

92 **

 

95

 

95

 

 

 

 

 

 

 

 

 

 

 

 

 

Learning and development

 

 

 

 

 

 

 

 

 

 

 

 

ViewPoint score on Learning and growth (Q12) (1-5 scale)

 

3.85

 

3.93

 

3.99

 

4.05

 

>4.00

 

>4.20

Employees and community

Our people are critical to the success of our company. We won’t achieve our vision of leading performance in all the markets in which we operate without an engaged, diverse and capable workforce.

An engaged workforce who live our core principles and values is what underpins the delivery of our strategic objectives and makes AkzoNobel a great place to work.

We want our people to truly reflect and represent the many and varied cultures of the markets we serve and the different locations where we do business. We believe it’s also important that our management teams reflect the diversity of our overall workforce. We know that inclusive and diverse teams better understand customer demands and make our organization stronger and more innovative.

Having the right people in the right jobs helps us to build a stronger business. We work hard to find and retain talent and provide continuous learning and development opportunities. Our objective is to create a high performing culture where employees can contribute to the best of their ability.

Core principles and values

Employees and community – Core principles and values (graphic)Employees and community – Core principles and values (graphic)