In 2020, voluntary and involuntary employee turnover across the Group was 8%.
Further details on how we are tackling the issue of recruitment and retention can be found in the “Fundamentals” section of our 2020 Sustainability Report.
A total of 47 employees took parental leave in the UK in 2020. The parental leave categories are Maternity Leave, Paternity Leave, Adoption and Time off for dependants.
|Maternity Leave||Paternity Leave||Adoption||Time off for Dependants|
All policies relating to parental leave are freely available on our Company intranet and will, as a minimum, comply with the highest legislative requirement in any country in which we operate.
Basis for materiality
Safety Deviations and all Process Safety Events are continuously monitored at respective sites and quarterly at a global level.
The reporting of incidents is actively encouraged across all areas of the business and is the responsibility of the SHE Manager in each of our operations. All significant incidents and near misses are investigated by SHE officers across the group, with the ultimate management of such reviews resting with our Group Executive Committee, which receive a quarterly report through the SHE Steering Committee. In addition to this, our risk management procedure ensures that all of our regional boards review potential health and safety risks at least twice per year.
Health and safety committees operate at each of our manufacturing sites and offices with representation from all employee levels on each site. Formal consultation is a requirement laid down in our Group Safety Health & Environment Manual, and there is a requirement for regular meetings to take place at each of our manufacturing sites and offices. Each of our operations is required to refresh its safety awareness and behavioural safety programmes regularly.
As such, all 4,032 employees worldwide should be represented on a joint management and labour health and safety committee.
It is only through the continual development of our workforce that we will be able to meet the future demands of our customers in relation to enhanced creativity, innovation and service.
Our global competency framework and Cornerstone performance management system, My Croda, allows us to monitor the development, performance and potential of each of our employees. To help grow and retain our talented people, we must continue to invest both internally and externally in training programmes, graduate and apprenticeship schemes, coaching, leadership development and supporting those studying for formal qualifications.
|Average hours of training per employee 2019|
|Employees receiving training (as percentage of group)||4,032 (87%)|
|Average hours of training per employee||13.8 hours|
|Average hours of training for those who received training||15.9 hours|
|Total hours of training for all employees||64,188|
We are currently unable to report average training by gender or employee category due to limitations of our reporting systems.
Read more: page 31, 2020 Sustainability Report.
A Croda, we promote learning and training at all levels of our organisations, with 87% of our employees receiving training during the year. We offer a variety of training options including internal training courses delivered by our human resources department, funding for external training courses where relevant training cannot be provided internally, as well as funding and support for educational development. Several employees have completed part-time or distance learning degree programmes relevant to their position or career development, both funded and supported by the company. Where applicable we also bring in the expertise of external training providers to enhance the skills and behaviours of our employees.
The quality and relevance of training and development activities became more focused in 2015, through improvements in the identification of personal development needs. The launch of our internal ‘Learning Module’ within My Croda in 2018 has taken our performance development, learning delivery and accessibility to the next level, allowing all employees to have access to the training that is most relevant to them.
Read more: page 35, 2020 Sustainability Report.
In 2018 we introduced a new Performance Management System as part of a wider implementation of a new integrated global HR system called ‘My Croda’.
During 2020, 4,032 employees used this system and over 90% of those employees have completed an end of year appraisal. As we work towards embedding Our Purpose, so far in the first four months of 2021 we have we have launched a SharePoint site for our new Competency Framework along with new functionality in MyCroda to allow our employees to create their own Development plans linking to our extensive eLearning catalogue.
We are currently unable to report by gender or employee category due to limitations of our reporting systems.
Diversity and Inclusion is a key priority for us, and it is one of the 14 Material Areas of our sustainability programme.
We aim to embrace and empower all individuals. We do this by supporting, valuing and respecting our workforce, and ensuring that all employees feel empowered and included. In this way, we attract and retain the right people and bring out the best in them to benefit from their expertise.
|Board of Directors||5||3|
|Regional and Business Board Members and Senior Functional Heads||35||12|
|17 - 25||6|
|26 - 35||28|
|36 - 45||27|
|46 - 55||25|
|56 - 65||13|
*Figures correct as of 31st December 2020.
We are currently unable to report minority groups or age by employee category due to limitations of our reporting systems or regional confidentiality of data.
Further details on how we are tackling the issue of diversity and inclusion can be found on page 26 our 2020 Sustainability Report.
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