As an employer, we aim to be attractive, differentiate ourselves from others, and invest in the development of our employees. We strive for a culture of appreciation, recognition and commitment, where successes are celebrated. We contribute to the well-being of employees and safety is key. All this contributes to an environment where our employees feel valued and motivated to do their best work.
Why is this important to us?
Royal A-ware has ambitious growth targets, both nationally and internationally, in a complex and dynamic environment. We face challenges when it comes to labour market constraints, talent retention, intergenerational diversity and rapid technological developments. Therefore, we focus on a safe working environment and finding, engaging and retaining employees who can grow with our organisation.
What are the risks and opportunities?
Risks
Labour market constraints.
Retaining talent can be difficult.
High absenteeism.
Opportunities
As an employer, we aim to be attractive, distinguish ourselves from others, and retain and attract employees.
We create a safe working environment, both physically and mentally.
Being an attractive employer leads to lower absenteeism.
Approach and policy
Our HR strategy is drawn up in collaboration with and approved by the Management Board. In addition to the board, all HR staff, staff directors, Managing Directors and other managers are responsible for implementing our HR strategy.
Pleasant working environment
In a positive and supportive work environment, employees experience reduced stress and fewer health-related issues, leading to lower absenteeism and an improved overall workplace atmosphere. Employee sick leave serves as a key indicator of both well-being and job satisfaction.
We are dedicated to fostering a workplace where employees feel safe, valued, and motivated to perform at their best. To support this commitment, we conduct FIT-conversations, among other initiatives, where managers and employees engage in discussions regarding performance, personal and professional development, employability, and workload management.
View on absenteeism
Royal A-ware takes a proactive and positive approach to absenteeism, focusing on what employees can still do rather than what they cannot. This philosophy requires active participation from both employees and managers. When needed, they receive support from qualified and registered occupational physicians and experts in physical and psychological well-being. Our core belief: work promotes health. Therefore, we emphasise the importance of a swift recovery and a smooth return to work for sick employees. This policy applies to all Royal A-ware employees.
We believe in the power of autonomy and encourage employees to reach their full potential.
Giving employees a voice
It is important to us that all our locations have a safe and pleasant atmosphere. Sometimes that does not work and situations may arise that an employee wants to share in confidence. Confidential counsellors are then on hand to offer a listening ear. Together with an internal complaints mechanism and transparent communication, we ensure that employees are actively involved in shaping and improving our policies. In addition, we have established processes to provide fast and effective recovery.
We also involve employees and managers by asking for their feedback at various times and incorporating it into our initiatives (see approach and policy FIT-conversations). In addition to individual interviews, consultations take place with works councils (see under stakeholders, consultations with works councils).
The Works Council is involved in the topics of sick leave, FIT-conversations, diversity and risk notifications. Among other things, it is informed about the progress when it comes to, for instance, the rate of absenteeism and the number of risk reports. During these discussions, the Works Council can suggest areas for improvement. Employees can make any areas for improvement known to Royal A-ware through various channels, such as via their manager or Works Council members. The Works Council was not involved in setting the targets around sickness absence, FIT-conversations, diversity and the number of risk reports.
The scope of the policies and actions presented in this chapter covers all employees of Royal A-ware. There is no policy targeting specific groups of employees.
Objectives and achievements
For both dairy and transport activities, our absenteeism rate is higher than our benchmark (based on CBS figures). It is partly because the Dutch figures from the CBS also serve as a benchmark for the total figures of Royal A-ware, including those from locations abroad; partly, the absenteeism rate is also higher due to the relatively large number of employees who work extensively in cold storage facilities.
Measures and actions: how we achieve our goals
This chapter has outlined the risks, dependencies and opportunities around attractive employment. The measures below aim to mitigate material risks and dependencies and monitor their effectiveness. Also included are measures that can exploit material opportunities for the company.
General:
The HR department analyses absence data to raise awareness, advise management and, if necessary, implement targeted interventions at local level.
We invest in the development of our employees and promote a culture of appreciation and recognition. Essential to this is leadership at all levels within our organisation. Managers bear the responsibility not only to inspire, guide and support employees in their development, but also in taking direction and achieving results.
We hold annual FIT-conversations.
We provide a safe working environment.
Employees who want to tell their story can contact confidential counsellors.
Royal A-ware evaluates the effectiveness of dialogue with employees through the Works Councils. Works Councils are the link between employees and employers. The Works Council consults with management on behalf of the employees and it defends their interests. This allows employees to influence the ins and outs of the company.
In 2024 A-ware Dairy's HR department organised several workshops for managers, with a focus on absenteeism and prevention.
The HR department implements this policy and has the financial resources to do so.
How do we engage our employees?
We actively engage employees and managers by seeking their feedback and integrating their insights into our initiatives. As part of this approach, we have introduced a 100-day interview, conducted 100 days after an employee's hire date, to mutually assess their integration and overall experience within the company.
Additionally, we conduct FIT-conversations twice a year to support ongoing development and well-being. For employees departing the organisation, we hold exit interviews to gather valuable insights into their experiences.
Within our transport operations, we facilitate focus groups to encourage dialogue and collaboration. Key information from these discussions is shared and communicated transparently through our internal app, AB Connect.
Works Councils
Employee participation is organised through a Central Works Council (CWC), a Works Council for AB Texel and a Joint Works Council for A-ware Dairy (JWC). The works councils meet regularly to discuss issues that come on the agenda for consultation with the board. These might include proposed changes in working conditions or the relocation of a branch. The Works Council must be informed in a timely and complete manner. If necessary, the director asks the relevant works council for advice and/or consent. Each of these three consultative bodies meets at least five times a year.
Royal A-ware aims for an annual absenteeism rate equal to or lower than the CBS sector report. We did not consult with the Works Council or employees in setting this target. The Works Council is informed about absenteeism and can name any insights and improvements. All employees can communicate any insights or improvements to Royal A-ware through various channels, for example through the supervisor or members of the Works Council. They can read about progress in the sustainability report.
Other information
Royal A-ware is committed to implementing the due diligence process as described in the OECD Guidelines for Multinational Enterprises on Responsible Business Conduct. Part of this is the Employee Code of Conduct, which stipulates, among other things, that the fundamental rights of our staff are respected, with a particular focus on safe working conditions, labour rights, equal treatment and non-discrimination. In doing so, we are in line with the UN Human Rights Convention.
All employees who could be materially impacted by the company are included in the scope of this report.
Royal A-ware has not entered into any Global Framework Agreement (GFA) or other agreements.
We organise our chains such that we continue to be both a healthy family business and committed to reducing our impact on the environment. Therefore, we have an ambitious climate strategy that is not expected to have any material, negative or positive impact on our employees.
Based on the risk assessment, there are no types of activities within our organisation that are at significant risk of incidents of forced or compulsory labour in the countries assessed.
The due diligence risk assessment indicates that all countries of operation pose a low risk of forced labour incidents.
Based on the risk assessment, in the assessed countries, there are no types of operations within our organisation that are at significant risk of incidents of child labour. According to the due diligence risk assessment, all the countries in which we operate show a low risk of child labour incidents.
It follows from the materiality analysis that there are no groups of employees within our organisation that are at greater risk of harm.
Royal A-ware has indicated that there are no specific groups of employees within the organisation that are at greater risk of harm. It therefore does not report material risks and opportunities applicable to specific groups of individuals.
There are no widespread or systematic negative impacts on its own employees within Royal A-ware's own operations. Potential widespread or systematic negative impacts on employees in the value chain are addressed through due diligence (see Due Diligence section).