PEOPLE ESG REPORT DESTER <strong>2022</strong> TRAINING AND DEVELOPMENT Performance Evaluation In <strong>2022</strong>, 97% of employees and leaders completed a performance review, which supports and guides them in their current job while also providing career opportunities and long-term goals. To help their career progress, we support them in developing skills beyond their current job. We encourage our employees to participate in the process since it can offer development opportunities and salary rewards based on performance. Leadership Development <strong>deSter</strong>’s talent management approach identifies, develops, and promotes internal leaders. In <strong>2022</strong>, we promoted several employees to new leadership roles and supported them with skills assessment, leadership training and coaching. Furthermore, leadership development is not only aimed at senior management. Anyone, regardless of title or seniority, can thrive with our leadership opportunities. As one example, we offer essential skills training to employees who are promoted to leadership roles. In case a relocation is needed to take up a leadership role in a different country, <strong>deSter</strong> offers administrative relocation support. In <strong>2022</strong>, 4 employees were relocated to different countries. Employee Trainings Valuing the growth of our employees, we offer a variety of training opportunities internally and externally, from “Five Minute Trainings” delivered during pre-shifts to fact sheets distributed to teams and formal training programs for soft, technical, operational, commercial and leadership skills. In <strong>2022</strong>, we conducted 12.6 hours of training per employee on average. In addition, we encourage employees from different offices to train each other and share inter-organizational knowledge via online channels. GLOBAL COMMUNICATION NETWORK Many of our functions and activities are spread across different locations, we use a global communication network to enable information sharing and foster community. The network not only helps employees to stay up-to-date on what is happening in other locations and exchange insights, but it also sheds light on work cultures and styles that are different from their own. In <strong>2022</strong>, we organized 8 Global Town Hall Meetings, which saw about 200 online participants per meeting. At these town halls, we exchange business, financial and HR updates. More focused meetings also took place at the regional level to address local issues. To help our employees stay connected and informed around the globe, we offer several other global initiatives, including a Change Partner Network (focused on the postmerger integration), buddy program and monthly newsletters. We also have a globally standardized on-boarding process that helps employees learn more about the company and connect with teammates worldwide. “THE GLOBAL ONBOARDING SESSION WAS VERY HELPFUL FOR A NEW JOINER TO UNDERSTAND MORE ABOUT THE COMPANY, AND I WAS HAPPY TO MEET AND CONNECT WITH NEW COLLEAGUES IN DIFFERENT REGIONS.” Winnie Leung (Hong Kong) EXTERNAL ENDORSEMENTS To challenge ourselves to improve, we often participate in external auditing of our social and environmental performance. With regards to <strong>deSter</strong> People, specifically, we regularly undergo Sedex SMETA (Sedex Members Ethical Trade Audit) and SWA (Standard Workplace Accountability) audits at various sites. Moreover, our factory in Thailand has achieved the Thai Labour Standard, awarded by the Ministry of Labour Protection and Welfare. We also undergo rigorous environmental and social audits organized by our customers such as Subway, Havi/McDonald’s, Duni, JDE Douwe Egberts, KFC, Carrefour, etc. We received no nonconformities in these audits. 48
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