Sustainability

Report 2022
 Contents

A statement from our CEO 03

Who we are 09
Sustainability at ERIKS 15
Our materiality assessment 19
Our performance on our material topics 22
Health and safety is our top priority 22
Our customer-centric solutions 32
Sustainability innovations we’re proud of 42
How we’re achieving more
responsible procurement 49
How we ensure responsible business conduct 57
Valuing our people: employee
learning and development 59
Reducing our energy consumption
and greenhouse gas emissions 72
Closing statement 82
About this report 86
Key figures 89

ERIKS 2
Section 1

CEO statement
 “We look to the future
with renewed ambition
and anticipation
for what we can
collectively achieve.”

Our continuing commitment to

unlocking the ecosystem potential
Stepan Breedveld CEO, ERIKS

ERIKS 1 2 3 4 5 6 7 8 9 10 11 CEO statement 4

2022 was characterised by widespread
geographic instability. This had a far-
reaching impact on ERIKS’ business, creating
many challenges, such as inflation, energy
affordability and supply chain issues.

However, we also saw glimmers of a silver lining.

Disruption in gas supply chains raised awareness of
the importance of energy efficiency and mindfulness
around energy use, both at home and in the workplace,
which are vital tools in mitigating the climate crisis.

ERIKS’ status as a family-owned company allows us to

plan for the long-term while weathering challenging
business conditions in the interim. Moving forward, we Making industry
are encouraged that all aspects of sustainability, including
sustainable energy use and sustainable supply chains, are work better
rising further and further up the agenda for every business.
Against the testing backdrop of global events in
Every day, we hear these encouraging signs in our 2022, we remained focused on making industry work
conversations with customers and suppliers as we continue better. For example, we continued to explore the
to execute on our sustainability strategy of unlocking the huge potential of clean energy powered by hydrogen.
ecosystem potential. This goal is the second pillar of ERIKS’ Our dedicated energy transition team continues to
sustainability strategy that we unveiled in 2021, which investigate its many potential applications and we
describes how we can multiply our sustainability impact further developed our role as a rapid and responsive
beyond the boundaries of our own footprint. supplier of hydrogen components.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 CEO statement 5

 Thanks to our customers’ trust in ERIKS’ technical At the same time, the health and safety of all our
know-how and industry specialism, we found that employees and contractors remained our top
they increasingly looked to us for more sustainable priority. Ensuring that all of our employees return
products and other opportunities to advance their home safe and well every day will always be of the
sustainability performance. To meet this need, utmost importance to us. Safety has always been
we continued collaborating with our customers the first topic discussed at every Management Board
and suppliers to develop better options and seek meeting and the first item on ERIKS’ agenda, but it
new opportunities to improve, through harnessing was of particular focus in 2022 due to a declining
new technologies, testing new applications and trend in our safety track record. We saw an uptick in
exploring circularity. Our continuous drive to incidents in 2022, which we investigated thoroughly
improve is a major component of the organic before putting corrective measures in place.
innovation and creativity that sets ERIKS apart.
We primarily attributed this rise it to a higher
The launch of our joint sustainability workshops proportion of temporary workforce supporting
in 2022 further strengthened our commitment to us, which is linked to the labour shortage affecting
accelerating the transition across industries. These businesses globally. We know that frequent
sessions brought together our innovation specialists, turnover lowers the average level of experience
our sustainability leads and our customers to explore in our warehouses and production facilities and
novel ways of helping customers become more therefore increases risk. We responded quickly and
sustainable and efficient. transparently to this increase in incidents, investing
in additional training, more detailed onboarding and
improved cooperation between safety managers
and our Global Safety Director. With these changes
in place, we’re confident that this trend will reverse.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 CEO statement 6

A bright future and
a better tomorrow
With our specialist industrial knowledge and
unparalleled ability to work at pace and scale, we
remain uniquely positioned to bridge key players – our
suppliers and our customers – and make an outsized
contribution to a more sustainable and just value
chain. By connecting the right businesses with the right
solutions, we will transform entire industries. Within
this report, you can read impact stories that bring this
steady transformation to life and illustrate our courage
to care for generations to come.

At the same time, we are keeping our own house in

order. As 2022 closes, our annual results show we
are drawing very close to meeting our 2030 diversity
target of 33% of ERIKS’ leadership positions being filled
by women, with our progress well ahead of schedule.
We are also pleased to remain on track to achieve our
2030 target of a 30% reduction in our CO2 emissions.

We look to the future with renewed ambition and

anticipation, for what we can collectively achieve
and for the potential we can help our customers and
suppliers unlock. Let’s make industry work better.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 CEO statement 7

Section 2

Introduction
 Who we are
Based in Utrecht, the
Netherlands, we also operate
in Belgium, Luxembourg,
France, Germany, the UK,
Ireland, Switzerland, Slovakia,
China, Singapore, Malaysia
and the Czech Republic.

We stand for doing good business. We

value long-lasting relationships with all our
stakeholders, we conduct business in a fair
and transparent way, and we set out every
day to contribute to a better and more
sustainable society.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Introduction 9
What we specialise in

ERIKS is a specialised industrial

service provider that offers a
wide range of technical products,
co-engineering and customisation
solutions, as well as related services.

We predominantly serve customers in three built up a deep level of expertise around Our original equipment manufacturing
industrial segments: MRO, OEM and EPC. our products and services. We supply both (OEM) customers use ERIKS products to
We support MRO customers to improve A-brands as well as our own ERIKS products. build their machinery.
their uptime and reduce their total cost of A strong focus on digitalisation and data
ownership (TCO), we help OEM customers insights allows us to develop new services Our engineering, procurement and
to improve their product performance, and and improve processes for our customers. construction (EPC) customers deliver large
we support EPC customers with on-time and projects, such as building production facilities,
on-budget project completions. We serve our maintenance, repair where ERIKS provides the required products
and overhaul (MRO) customers by and services.
Our technical know-how is the basis of our installing, maintaining and upgrading
specialism. Over the past 80 years, we have their production operations.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Introduction 10
 Our purpose

Courage to care
For generations to come

Our mission
Let’s make industry work better

What we offer
1. A wide range of 2. Co-engineering 3. Smart industry, technical
technical products and customisation and on-site services

What we deliver
Original equipment manufacturing (OEM): Maintenance, repair and overhaul (MRO): Engineering, procurement and construction (EPC):
• Improved product performance • Reduced total cost of ownership • On-time and on-budget completion
• Faster time to market • Increased uptime • High-performing plant

How we differentiate
In-depth product and Close customer and Fast service and Data insights and Offering A brands Project
application know-how supplier relationships reliable delivery digital capabilities and own brands capabilities

Success principles
Smart | Close | Hands-On

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Introduction 11
 Industries we support

Agriculture & Automotive Aviation Chemical Construction Energy Engineering Food

fishery

Health & Infrastructure Machine Maritime Oil & gas Other Paper Petrochemical
wellbeing construction industries & pulp & refinery

Pharma Primary Semicon Tank Transport Utilities Waste Water &

industry storage industry wastewater

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Introduction 12
 Our products and services

Engineered Flow Gaskets Industrial &

plastic control hydraulic hoses

Power Sealing & Tools, maintenance Engineering

transmission polymers & safety

Monitor & Maintenance Production & Supply chain

inspection assembly solutions

System Training & courses

solutions

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Introduction 13
 Our brands Our governance structure

Management Board
The ERIKS Management Board consists of the Chief Executive
Officer, Chief Financial Officer, Chief Commercial Officer,
Chief of Operations and Chief Human Resources Officer.

Health and Ethics &

Safety Group Compliance Group

Internal Audit Innovation Sustainability

Group Group Group

Centres of International Sales

Expertise Development

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Introduction 14
Sustainability at ERIKS
The need for more action towards sustainability By harnessing the expertise and sustainable
is clear. To achieve a sustainable future, we must innovation power of our 11,000+ suppliers, we will
work together to solve challenges. Luckily, build the greener, more circular product portfolio
collaboration is something we excel at. necessary to tackle this enormous challenge.

We have applied our specialism to make industry In this sustainability report, you will read about our progress
more sustainable for decades – lowering our MRO in 2022 and our courage to care for generations to come.
customers’ operational cost and improving their
uptime, whilst improving the lifetime and performance
of the products for our OEM customers.
ERIKS and the Sustainable
Development Goals (SDGs)
Tomorrow, we will go further by offering more
sustainable products and services to support
our customers even better in achieving their
We have committed to the United Nations SDGs where
sustainability goals.
we can have the biggest impact. These goals are:

Our specialism, product and application

know-how and extensive supply chain services
uniquely positions us to industrialise sustainability
and seize the business opportunities that arise.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Introduction 15
Our purpose,
mission and ambition
Our mission to make industry work better
contributes directly to our purpose. Our purpose
Courage to care for
generations to come

Our mission to make industry work better contributes

directly to our purpose. ERIKS serves industrial customers. Our offering Our mission
Industry in general is responsible for 20% of global
We bring Make industry
emissions and consumes 54% of the world’s energy specialism work better
sources (World Economic Forum, March 2022). By
helping these customers operate better and more
sustainably ERIKS has an impact in making the world
more sustainable.

In 2021, we developed a new sustainability strategy Our role Our ambition

that builds on our strengths and helps us to realise Shaping industries Industrialise
our potential as a vital bridge between customers so they are sustainability
and suppliers. more sustainable

From our purpose and mission we have defined our

ambition: industrialise sustainability.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Introduction 16
Our stakeholders Bridging key players
Stakeholder engagement is critical to our business
for a more sustainable
and we communicate with our stakeholders through supply chain
a variety of different channels.

Their input helps us to create, validate and improve We join forces with our suppliers and
our sustainability strategy. We engage with some customers – unlocking the potential of
stakeholders directly as ERIKS, and with other our entire ecosystem – to make industry
stakeholders through our brands. work better. This work will continue as we
focus every day on making industry more
sustainable, in every way we can. We will
continue to pool our knowledge with other
companies, individuals, start-ups and scale-
ups to leverage their skills and know-how,
thus maximising our collective impact.

Given our close relationships with many

different customers and suppliers that are
working to solve sustainability challenges
in all kinds of new and exciting ways, we
are well placed to connect like-minded
companies for collaboration.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Introduction 17
Stakeholder engagement
Customers Employees Industry groups Local Regulators/ Start-ups/ Suppliers
and associations communities government scale-ups
authorities

• Meetings • Meetings • Meetings • Meetings • Collaboration • Collaboration • Audits

• Newsletters • Newsletters • Conferences • Social media initiatives initiatives • Contracts
• Social media • Polls and and events and campaigns • Direct • Direct
and campaigns questionnaires correspondence correspondence
• Calls and meetings • Speak Up • Meetings • Code of Business
• Joint sustainability • Sustainability Report Partner Conduct
workshops • Workers’ councils
• Yammer (social
networking platform)
• Videos
• Webinars
• Town halls
• Intranet

Associations ERIKS belongs to:

• Aspri • Network of Ambitious Suppliers (Netwerk van Ambiteuze Toeleveranciers)

• NWBA - Nederlandse Waterstof en Brandstofcel Associatie • TVVL - knowledge platform in installation technology
• Brainport Industries • NMT - The Netherlands Maritime Technology (NMT) Trade Association
• Dutch Federation of the Rubber and Plastics Industry

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Introduction 18
Our materiality Our material topics
assessment

high
1
The ambition to industrialise
3
sustainability is the result of our 6

Relevance to stakeholders
2
2021 materiality assessment, an
4
exercise involving our customers, 11

suppliers and employees. 5

13 10
15
16 12 7 8
14 9

18

medium
17
19

medium Significance of ERIKS’ impact high

As part of the assessment, these stakeholders were asked 1. Healthy and safe working environment 10. Digitalisation
to identify the topics most material (or most important) 2. Sustainable innovation of 11. Human rights
our products and services 12. Diverse and inclusive workforce
to ERIKS’ business, and where ERIKS can have the biggest 3. Customer solutions 13. Efficient and sustainable distribution
impact. We then mapped their responses to define our top 4. Responsible procurement 14. Waste management
sustainability topics. Notably, two of the topics highlight the 5. Training and development 15. Customer health and safety
of employees 16. Business resilience
impact we can create for our customers via our Customer 6. Energy consumption and GHG 17. Data privacy
Solutions and our Sustainable Innovation offerings. emissions in our operations and cybersecurity
7. Attraction and retention of employees 18. Air quality
8. Business ethics and integrity 19. Water stewardship
9. Financial stability

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Introduction 19
Our sustainability strategy
We used the six material topics
identified in our materiality assessment Best Unlock
to create the two building blocks in ecosystem
of our sustainability strategy. basics potential

Sustainability goals
Customers

Topics 1, 4, 5 and 6 became best in basics, while

Topics 2 and 3 combined to become unlock Leadership
ecosystem potential.
Suppliers
We can become the best in basics and unlock
ecosystem potential by activating our people, Communication
knowledge and experience to make meaningful
contributions to sustainability. Other partners
Employees universities, start-ups, companies

Our sustainability strategy is fully aligned with

our business strategy. Sustainability is not an
add-on to what we do; it is at the core of what
we do. We have spent decades making industry
work better and we continuously develop this by
adding new capabilities.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Introduction 20
 Our sustainability KPIs Our achievements
and certifications
Our work is far from done, but we are proud to say that we
Target:
have gained the following certifications and ratings. These

0 life-changing incidents.
2022 result: 1
credentials showcase our commitment to sustainability.

Target:

30% lower emissions by 2030, compared to a 2018

baseline. 2022 result: 11%
ISO 9001:
Quality
ISO 14001:
Environmental

Target:

33%  f ERIKS’ leadership positions to be held by

o
women by 2030. 2022 result: 24%

ISO 45001: Occupational EcoVadis

Target: health and safety silver rating

80%  f workforce trained in sustainability by 2025.

o
2022 result: <5%*

*Our sustainability e-learning will launch in 2023, so we anticipate this number will
rise significantly over the next year.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Introduction 21
Section 3

Health and safety

Our 2022 health and safety performance at a glance

0 42 236 8,324,430
incidents of recordable lost time injury (LTI) in total hours
non-compliance with work-related injuries terms of workdays worked
regulations or
voluntary codes

324 1.01 359 1

near total recordable case safety visits by severe
misses frequency (TRCF) management injury

The main type of work-related injury was a hand or finger injury sustained in the production area.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Health and safety 23

 Health and safety is
our top priority
We are absolutely committed to making sure our
employees, customers, suppliers and contractors
are safe at work.

When we asked our customers, our partners

and our people what their top priorities were
as part of our materiality assessment in 2021,
health and safety sat at the very top of their
list. This reiterates the importance of our long-
standing commitment to a healthy and safe
work environment. For ERIKS, health and safety
encompasses physical wellness, but also
emotional and mental well-being.

Safety is also the first topic discussed at every

meeting of the Senior Leadership team.

“Safety means ensuring that everybody

goes home safe each and every single day.”
Estelle Vorburger, Global Quality & Safety Director, ERIKS

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Health and safety 24

Impact story

Zero = Hero
Our primary global safety campaign, Zero =
Hero, was introduced in 2016 and has now been
firmly established across all our regions. Its aim
is to strengthen our vision of zero work-related
accidents and ensure this core value is close to
every employee’s heart. No amount of profit is
ever worth an injury.

As part of this campaign, our 2030 goal is zero

life-changing injuries at ERIKS. In 2022, we had
one severe incident, which occurred in Germany.
One severe incident is one too many and we
took it very seriously. We followed all the incident
reporting, investigating and follow-up procedures
described in this chapter to make sure the causes
were fully understood and mitigated.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Health and safety 25

Our dedicated safety personnel
... never work under the
1 influence of alcohol or drugs

The nature of our business inevitably creates health 2 ... never walk, stand or work
and safety risks. To limit these risks as much as possible under a suspended load
while working to eliminate them, we have built a robust
health and safety management structure. This includes
3
dedicated Health and Safety, Environment and Quality ... never misuse or tamper
with any safety equipment
(HSEQ) Managers and other safety professionals in
each country. Every significant incident is reported
immediately (within 24 hours), as well as on a weekly
Our eight life-saving rules 4 ... never work at heights
basis during our safety conference call and on a without following proper
are the core behaviours we
monthly basis during global communications. fall protection practices
expect all employees and
visitors to adhere to:
As well as reporting progress and results to ERIKS’

I will...
Management Board, our safety professionals remain in 5 ... only undertake work
close contact with each other. In 2022, we launched a for which I am trained,
competent and authorised
safety alert system designed to promote transparency
and help ERIKS learn as much as possible from incidents.
When an incident occurs, the local safety team sends an 6
... always ensure that all energy
alert to all managers describing the relevant incident, its sources are safely isolated
before commencing work
root causes and any preventative actions put in place
7
as a result. This helps managers to continually develop
8 ...always properly wear the
their understanding of risks inherent to their operations personal protective equipment
and how they can work to prevent them. required for the job

...always operate mobile equipment

and vehicles in a safe manner and
follow the rules accordingly

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Health and safety 26

 Managing and
minimising risk
We conduct thorough risk assessments that
identify all potential hazards in all of our
workplaces. We cannot eliminate every
risk, but we can manage all of them. This
assessment is coordinated on a global level
and conducted by safety experts on a local
level. Once all risks are mapped, these safety
experts create an action plan to manage and
minimise each risk, involving other employees
like production managers or logistic managers
where relevant. The action plans include
deadlines and identify the people responsible.

If an incident does occur, we investigate it

using root cause analysis. We have several
tools for root cause analysis, including
Ishikawa diagrams. The most important
thing isn’t working out what happened,
it’s identifying why it happened and what
corrective actions need to be put in place.

All of our countries are certified ISO 45001. This

standard aims to improve our occupational
health and safety system (OHS).

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Health and safety 27

Ensuring that everyone can We also use a ‘stop card’ system that anyone in

raise health and safety concerns any position can use at any time. We believe no-
one should work in a situation where they feel
unsafe, and by using their stop card an employee
can essentially hit pause on the situation while
Our web-based application, Intelex, their issue is discussed and resolved.
allows quick and easy reporting
of near misses, unsafe situations
and potential improvements for all Safety training
employees who use a computer.
Our employees receive occupational health
The system also supports safety inspections and and safety training tailored to their specific
audits. The application dashboard provides a real- working environment. However, they also
time view of ERIKS’ health and safety situation and receive general training on topics including
makes it easier to investigate and track associated first aid, protective personal equipment and
actions. Employees without computer access can how to report health and safety concerns.
complete a report card, which is collected and
uploaded into Intelex on their behalf. The safety of our customers is very important
to us too. With this in mind, we also provide
In 2022, 324 near-miss events were reported, training to our customers on how to safely use
demonstrating the attentiveness of our employees the products we supply to them, and we also
to safety issues. We are pleased to see that provide support with particularly complex
employees feel comfortable raising concerns and maintenance tasks that they may not have the
that they understand what channels to use to do so. expertise to handle in-house.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Health and safety 28

Impact story

Health and Safety Week

We ran another successful Health and Safety Week in ERIKS’ activities included:
2022 from September 19th-23rd. The theme this year • A ‘Hazard Hunter’ game aimed at making health
was visible felt safety leadership. and safety learning fun and engaging
• The distribution of a health and safety survey in
seven languages
• A first aid workshop in Belgium
• A yoga course in Germany
• The use of an exoskeleton in France
• An evacuation exercise with fire and casualty
scenarios (with the participation of the fire
brigade) in the Netherlands
• An evacuation exercise with fire and casualty
scenarios in the Asia-Pacific region.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Health and safety 29

What we focused on in 2022
One area of health and safety that we a safe, zero-harm working environment. In 2023, this
training will be further developed and translated into
stepped up significantly in 2022 was all the languages we work in. It will also become
our safety communication, with the aim mandatory for all supervisors, managers, directors and
board members.
of engaging employees more on the
specifics of our safety performance. As 2022 progressed, the COVID-19 pandemic began
to recede and impact our business less. However, we
continued to follow the relevant regulations in each
We began publishing a monthly update with our country and protect our employees by encouraging
progress against our targets and KPIs, as well as regular testing. Less cases meant that we were able to
details of incidents to learn from. increase our work-related travel and conduct in-person
safety visits with greater ease.
These updates were made widely available in every
country via our internal social networking system, A negative aspect of the past year was an increase in
Yammer, and distributed directly to managers, our number of health and safety incidents, from 21 in
directors and board members. Managers were 2021 to 42 in 2022, which we took very seriously. A
encouraged to present findings to their teams to thorough investigation showed us that high employee
ensure that lessons learned also reached offline staff. turnover and the resulting higher proportion of
Engagement was very positive, with many email temporary workers, who tend to have less experience
responses and follow-up questions. and job-specific training than permanent employees,
was a major factor. 31% of the incidents were linked to
We also introduced training on the topic of visible temporary workers and this understanding helped us
felt leadership, helping managers set a strong to design corrective measures, such as an improved
example and inspire their colleagues to promote onboarding process for temporary workers.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Health and safety 30

 Looking ahead
Our focus areas in 2023
remain similar to those
of 2022 – we know what
works and we simply need
to continue executing it.

We will increase safety audit training for

managers and increase the target for
audits performed. Our board members will
continue to be encouraged to conduct
safety audits when they travel for work.
This will also contribute to our visible felt
leadership efforts. Throughout the year,
we will run a communications campaign,
including live seminars, focusing on each of
the eight life-saving rules to ensure they are
fully understood.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Health and safety 31

Section 4

Our customer-
centric solutions
 Capitalising on
our specialism
As a specialist industrial service provider,
we have in-depth product and application
knowledge across multiple industries.
This enables us to help our customers
meet their specific business goals and
co-develop products that are effective
and reduce the total cost of ownership
(TCO) over their lifespan. This drives a
more sustainable operation.

We offer
• A wide range of technical products
• Co-engineering solutions
• Customisation
• Smart industry
• On-site technical services

The results
• Improved product performance
• Reduced TCO
• Increased uptime

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Our customer-centric solutions 33

Helping our customers become future proof
Our goal is to utilise our • Smart asset management: Gathering and reviewing
the vibration and temperature data of machinery
prominent market position helps with preventive maintenance decisions while
and knowledge to help our reducing wear and tear, extending the machine’s
life while reducing energy consumption.
customers achieve their
• Energy audits through our sister company: EM3 is
sustainability goals. an established industrial energy efficiency specialist.
It serves industrial manufacturers in a wide range
of sectors, including food, dairy, pharmaceuticals,
To that end, we have created a wide range of solutions nutrition, healthcare, chemical and engineering.
in the following areas of expertise:
• Environmentally responsible procurement:
• Energy reduction: We help to optimise motors, steam We can make informed recommendations to
systems and pneumatic systems to reduce energy use customers regarding the environmental impact
and CO2 emissions. of ERIKS’ products.
• Circularity: We work across the value chain with our • Online configuration tools: From our TCO motor
customers and suppliers to improve the circularity of calculator to VibraConnect or our O-ring selector,
the products ERIKS supplies. we can help online customers to be better
informed and make sustainable product selections.
• Hydrogen: ERIKS has a unique value proposition for
hydrogen with a dedicated team that focuses specifically
on the energy transition and tracks developments in
this area. Our engineering capacity, rapid prototype
production and suitable production facilities set us apart.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Our customer-centric solutions 34

Our approach to customer-centric solutions
At ERIKS, we have three As such, we have a strong presence in various
industries where we have seen a tremendous
clear customer segments. increase in awareness and engagement surrounding
sustainability. Where sustainability had little to no
bearing at board level before, companies are now
setting up dedicated teams to address sustainability.
A combination of internal initiatives and outside
pressures helped to build a thriving business
sustainability community.
We support our maintenance, repair and overhaul
(MRO) customers with installing, maintaining and The beauty of ERIKS is that we have been helping
upgrading their production operations. industry to become more efficient for many years.
We therefore have an in-depth understanding of
The second segment consists of our original the challenges industrial customers face, as well as
equipment manufacturing (OEM) customers, who the potential solutions to these challenges. As of
use ERIKS products to build their machinery. 2022, we proactively invite our largest customers
to joint sustainability workshops and present them
The third is composed of our engineering, with tailored innovations and solutions to help their
procurement and construction (EPC) customers, sustainable transition.
who deliver large projects such as building
production facilities where ERIKS provides the Making industry work better is our mission, and
required products and services. better means more sustainable.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Our customer-centric solutions 35

Impact story

ERIKS UK&I multinational

manufacturer split roller
bearing conversion project
A multinational construction manufacturer
approached ERIKS UK&I with an issue regarding a
repeated bearing that failed every six months and
required 12 hours of downtime to replace it. Terry
Cooke, Regional Operations Manager at ERIKS UK&I,
suggested switching to a bearings manufacturer’s
split roller bearing, which he was confident would
prove more reliable.

The customer agreed to the bearings manufacturer

visiting the site to review the application. They then
went away and designed diagonal split bearings
and pedestals to suit the application.

The bearing design was a success and has been in

service for over a year, performing well and reducing
change time by ten hours. One of the multinational
construction manufacturer’s plants has now signed a
contract for the bearing to be supplied, delivering an
impressive £72,000 (€82,000) of cost savings.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Our customer-centric solutions 36

What we focused on in 2022 For OEM customers, circularity was a key focus area. We
know that we cannot do this alone, so we collaborate
with manufacturers across our supply chain to co-
We assessed our supply develop solutions. In an industry that mandates very
base and selected high standards of quality like the chemical industry, this
process started at a very early stage of product design.
a limited number of ERIKS is an engineering company full of problem-solvers,
suppliers to establish so there is a large amount of overlap between customer
solutions and innovation when it comes to sustainability.
strategic partnerships.
Out of all the solutions that ERIKS provides, the most
One criterion we used to identify partners was in-demand during 2022 was energy reduction. This
whether they had a sustainable solution within makes sense because high energy prices significantly
their own product portfolio or service offerings to reduce the payback time, and our innovative solutions
demonstrate they were actively working in this area. in this area were ready to be deployed immediately.
For instance, if we offered a more efficient electrical
Once we understand a customer’s sustainability motor that reduced energy consumption and was
goals and operating context, we can work with ready to be installed immediately, the customer would
our partners to bring them a more appropriate generally respond quickly with a positive decision.
solution. For example, the downstream activities
of petrochemical companies are going through Our final key focus area in 2022 was helping customers
an energy transition in their markets with a focus make their operations safer. This included the actual
on reducing volatile organic compounds (VOCs) production process itself; an example being identifying
emissions and their carbon footprint. The food and a vulnerable and potentially dangerous area in a steam
beverage industry tends to look towards more system where a leak could occur. Improving the safety
sustainable production and packaging methods of operations also included ensuring that employees
with a focus on reducing energy consumption used the correct safety products and were dressed in
and waste streams. suitable personal protective equipment.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Health
Our customer-centric
and safety solutions 37
Impact story

ERIKS Belgium goes out of

their way to help a global
food manufacturer
In April 2022, a global food manufacturer’s
Mechelen plant had a breakdown on an essential
vacuum pump, only one week before scheduled
maintenance. This could have potentially resulted in
a line shutdown with sizable downtime costs. The
message from the customer was that they needed
urgent help at any cost.

The parts for the scheduled maintenance were

already on their way from Germany. ERIKS managed
to intercept the shipment and deliver the bearings
by taxi before the end of the day in Belgium.
Simultaneously, the logistics team in Belgium
arranged a parallel urgent shipment for other
required bearings. This fast, flexible team effort
restored the customer’s manufacturing capacity.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Our customer-centric solutions 38

Impact story

Large pharmaceutical company cuts CO2

emissions and makes significant savings
with ERIKS’ smart TCO Calculator
To help achieve its 2030 net zero ambition, a The proposal and the replacement programme were
global biopharma giant investigated the benefits approved and commenced in 2021 and the first
of both carrying out a complete upgrade of its deliveries and installations took place in 2022. Over the
older inefficient motors and addressing steam combined lifetimes of the new IE3 and IE4 motors, the
and pneumatic system leaks. pharmaceutical company can expect a reduction of
6,631.6 tonnes of CO2 (6,000 tonnes more than delivered
Through our Product Business Units, ERIKS has by the old inefficient motors). In financial terms, this
the capability to provide expert application and amounts to a saving of over €2.6 million, compared to
engineering support through our smart TCO approximately €267,000 from the older motors.
calculator. This was used to demonstrate the
benefits of replacing ageing inefficient motors
with new highly efficient IE3 and IE4 motors.
In addition to motor surveys, ERIKS conducted
air leak surveys that were conducted by ERIKS-
trained reliability engineers.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Our customer-centric solutions 39

Looking ahead

In 2023, our sales developed in collaboration with stakeholders

across our supply chain, down to the smallest
team will be trained detail. For example, whether we use pellets
in sustainability. in our packaging, and making sure they are
included in a recycling system, is an area that
we are evaluating with our packaging suppliers
This is based on the success of a pilot study we to define the best option.
ran in 2022 where a small number of account
managers from ERIKS Belgium and the Netherlands Additionally, the momentum around sustainability
were selected to be trained in three modules over is growing rapidly. More and more companies are
12 weeks; identifying the customer’s needs before working hard to become more sustainable and
preparing and delivering solutions tailored to their want insight into how sustainable their value chain
requirements. You can read more about this training is. An increasing number of customers are asking
in the learning and development section of the for more data, mostly about ERIKS environmental
sustainability report. footprint, but also about sustainability related data
of the products they buy. Sharing information
ERIKS plays a very important role in connecting about ERIKS’ footprint is becoming challenging
different stakeholders across the supply chain and because more and more customers are interested,
we want to develop this position further. We will be but different customers want different data in
offering customers new innovations that are being different forms, which can be a lot of work.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Our customer-centric solutions 40

 This is partly a result of sustainability being a relatively But what is even more work is providing sustainability-
new trend for most businesses. They are trying to find related data about the products we sell. Not all the
their way while collaborating with other organisations businesses in our value chain are able to provide the
to drive sustainability, which we know from our required information – yet. We foresee that the demand
experience can create confusion. The global effort to for this data will increase over time, driving the complete
make business more sustainable is just beginning and value chain to start compiling this data. Given our long,
it will take time to work out the teething problems, complex supply chains, as well as our broad product
but we’re dedicated to using our knowledge to drive portfolio of roughly a million SKUs, compiling this
it forward. information will be an extremely complex process.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Our customer-centric solutions 41

Section 5

Sustainability
innovations
Sustainability innovations we’re proud of

Every day, ERIKS works on There are topics that are relevant across all industries, like
saving energy as part of the sustainable energy transition,
new products and solutions with the related benefit of reducing operations costs.
that help our customers A service like leakage detection can help any of our
customers save energy.
achieve their sustainability
goals as part of our drive to However, some innovations are industry-specific. One
example is the blue line development, which is a special
make industry work better. series of elastomer material used in equipment designed
for food manufacturing, with the goal of reducing food
contamination. Firstly, it is blue, which is an unusual
colour in food, meaning it can be easily detected
visually. It is also metal-detectable so it can be picked
In the not-too-distant past, sustainability was up in metal scanners.
only important for a few forward-thinking
industry leaders, but it has grown into a strong ERIKS is striving to innovate and research around
movement that is now front and centre of sustainability so that we can continue being a specialist
many of our conversations with both new service provider. 10% of our activity in sustainable
and existing customers. Customers increasingly innovation is what we call horizon three and concerns
want to know whether ERIKS products are sustainable activities within ERIKS, such as developing a
sustainably produced, putting traceability firmly recyclable rubber. The other 90% is directly applicable for
on the agenda. Circularity is also a new concept customers. Here, there is a big role for product teams to
for many people and represents a changing start challenging our suppliers to provide solutions with
approach to sustainable innovation. sustainable characteristics.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Sustainability innovations 43

Impact story

ERIKS Belgium
strengthens our
position of innovative
product specialist
with Smart Gaskets

ERIKS Belgium was featured in a published scientific

research article titled “Spiral wound gaskets with
fibre Bragg grating sensors” in the Mechanical Systems
and Signal Processing Journal. In July 2022, R&D engineer Ben Cloostermans participated
in the ASME conference where he presented the innovation
This research article is related to our revolutionary to a receptive audience. He was awarded second place for
concept of a Smart Gasket, which we developed to the best paper in the PhD researchers category.
directly measure the gasket performance inside the
gasket. The Smart Gasket enables both installation and Ben comments that “the Smart Gasket is an important
condition monitoring of flange gaskets, with the purpose product that could mitigate fugitive emissions, leakages
of increasing the sustainability of flange connections for and minimise the risks involved with bolted flange
our customers. This has never been demonstrated before connections, making our customer operations
because the technology did not exist. more sustainable.”

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Sustainability innovations 44

Achievements and challenges from 2022
Across the year, we were in the positive position of
A key achievement last year having many exciting avenues to pursue. We prioritised
was forming a new energy to ensure an appropriate amount of time could be
allocated to different projects and products with
team based around hydrogen. many different characteristics.

We also held an Innovation Challenge at the end of 2022.

Many interesting ideas were pitched – many directly
Team members will act as ambassadors, both related to sustainability. We initially had doubts about
within and outside ERIKS, to push this agenda holding it virtually, as experience has shown us that in-
forward and realise the enormous potential person collaboration is more effective for creativity and
of this sustainable energy source. problem-solving, but the event was a great success.

The biggest challenge we faced in 2022 was

traceability and requests from customers to
prove that excess carbon emissions had not
been produced along the supply chain, which
is something the whole industry faced as the
carbon footprint of products became more
important. We also received an increase in
inquiries for the carbon footprint of various
products, which can take a lot of time to
calculate and answer as accurately as possible.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Sustainability innovations 45

 Impact story

ERIKS NL & DE collaborate

to co-engineer
revolutionary 3D-printed
bottles and culture dishes
for vaccine production
Over the last couple of years, ERIKS has developed a
specialism in 3D printing of pharmaceutical and food
industry approved products. We are valued for our ability
to bring experimental prototypes to serial production by
smart design alterations and solid certified processes that
in return reduce costs and increase quality.

Bas Smit (ERIKS NL) and Florian Wanner (ERIKS DE)

combined their specialism and collaborated to support
a biotechnology company. Florian explained the solution
ERIKS created: “Our 3D-printed cell culture dish is made
from plant derived PLA using an additive manufacturing
process. Through this process, we were able to reduce
its carbon footprint by roughly 90% when compared to
standard single-use cell culture dishes.”

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Sustainability innovations 46

Looking ahead

Our focus in 2023 will be on Around 97% of ERIKS’ emissions are Scope 3
(the emissions in our value chain), which we can
‘greening’ ERIKS’ product significantly reduce by ‘greening’ our product
portfolio. Plenty of work portfolio. We are considering labelling products in
our online shop that are ‘green’ or ‘recycled’ to make
remains to put the necessary this information readily available to customers, but
systems and data collection we first need to consider how we will objectively
measure how green our products are and ensure
processes in place, so we will that we avoid greenwashing.
continue working with our
With factors like the invasion of Ukraine and
suppliers to achieve this. the aftermath of the COVID-19 pandemic
contributing to the downturn of the global
economy, we find ourselves in an advantageous
position to help customers.

As well as supporting both our new and existing

customers to be more efficient and save money
during this difficult economic period, we can also
help them to future-proof their business through
sustainable innovation and increase their resilience
for challenges to come.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Sustainability innovations 47

 Impact story

ERIKS Digital and CoE

Hoses launch new
Hoses Configurator 2.0
In August 2022, ERIKS Digital, the Guided
Buying team and Centre of Expertise (CoE)
launched the new Hoses Configurator. The
tool empowers our technical sales colleagues
with a high-performance and easy-to-use sales
configurator that offers qualitative quotations
for hose assemblies. It also helps to significantly
reduce the risk of mistakes, improve our
responsiveness in quotation offerings, our
ability to achieve first-time-right numbers
and the scaling of application knowledge
across the organisation.

The advantages of the new configurator include:

• 2-3 times faster performance than the
previous application
• Live stock data
• Extensive business logic to only show
compatible combinations

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Sustainability innovations 48

Section 6

Achieving
more responsible
procurement
How we’re achieving more Encouraging our
responsible procurement suppliers to follow our
sustainability standards
Procurement is at the core of ERIKS’ business, reflected
by our expenditure of almost €1 billion with our suppliers
A major part of being a sustainable business is
every year. By looking at ways to improve our supply
sparking change. It is important that we encourage
chain, we can increase sustainability across the whole
our suppliers to meet the same sustainability
ecosystem and reduce risk to our business, while also
standards that we set ourselves.
delivering improved efficiency and greater innovation
for our customers.
Due to the global nature of our business, our supply
chain is complex and includes over 11,000 suppliers.
Our Supplier Code of Conduct is an integral part of
contract templates and we ensure that our suppliers
commit to it by including it in their onboarding
questionnaire. The Supplier Code of Conduct
includes details concerning fair competition, avoiding
bribery, respecting human rights, health and safety,
environmental protection and trade compliance.

The Supplier Code of Conduct is part of the

onboarding process for new employees in a
‘Welcome to ERIKS’ e-learning. We have created
a classroom training in case further explanation is
needed and we are currently looking into ways to
create more awareness on the topic (e.g. via a short
promotional video).

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Achieving more responsible procurement 50

Impact story

ERIKS Switzerland and

Belgium achieved the
EcoVadis SILVER award
EcoVadis rates companies on their performance
in the following topics: Environment, Labour
and Human Rights, and Ethics and Sustainable
Procurement. The silver award places ERIKS
Switzerland and Belgium in the top 25% of ERIKS’
industry segment.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Achieving more responsible procurement 51

What responsible procurement means to us
When it comes to We use our Supplier Code of Conduct to safeguard
against human rights issues in our supply chain.
procurement, the price Where required, we work with a company that does
we pay is the result of pre-audits, then we conduct visual audits as part
of our site visits for our most critical suppliers. In
combining requirements collaboration with our compliance director, ERIKS’
and demands. procurement team is now running human rights
law workshops to further embed this topic in
our organisation.

ERIKS is currently looking into how to best start

‘greening’ our product portfolio, and it is the
While sustainability is not currently intrinsic to ERIKS’ procurement team’s job to ensure that suppliers
overall procurement process, it is already embedded comply with our sustainability criteria to drive this
into our indirect procurement process, where green portfolio. This is a long-term task that includes
sustainability is part of the selection criteria. working closely with the international sales team
as well as product management. Partners often ask
Sustainability is receiving more attention as its ERIKS about what we will do with their innovations
associated business opportunities continue increasing. when bringing them to market, so establishing a
Responsible procurement and sustainability go hand in clear strategy for them is an important step to take.
hand to protect ERIKS’ current business, but also future- If conditions are suitable, procurement can then
proof our organisation. negotiate the best price before executing a deal.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Achieving more responsible procurement 52

Impact story

Green product portfolio

One supplier that highlights this transition is SKF. ERIKS
works with the Swedish manufacturing company to
expand marketing of our remanufactured bearings.
These bearings generate huge carbon reduction and
circularity advantages for our customers, including
reduced total life cycle costs, extended service life
and less machine downtime.

Another example of a supplier that is greening ERIKS’

product portfolio is Bollé Safety, a PPE eyewear
specialist. Safety is the company’s top priority.
Yet, by focusing on their products whole lifecycle, Bollé Safety has also developed plastic-free bulk packaging
they have been improving sustainability without that is 100% recycled and recyclable. Water-based cleaning
compromising safety. solutions have been engineered to prolong product usage,
while partnerships with organisations like RecyclingLives
33% of the ‘Solis’ eyewear model is made from have been sought to promote ‘end of life’ recycling.
recycled material, while 33% of the ‘Klassee’ model’s
weight is bio-based. 49% less waste is generated 50% of Bollé Safety’s best selling products will have eco-
by a new injection process used to manufacture the friendly versions by 2025, while a 35% reduction in carbon
‘Komet’ model. emissions per product is being targeted by 2027.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Achieving more responsible procurement 53

What we focused on in 2022
In terms of direct procurement, a big topic that we (such as REACH certification) and human rights. The
carried through from 2021 – and are still in the process procurement manager reviewing the answers evaluates the
of rolling out – is our ‘fuel for growth’ programme. This deviations from the mandatory fields of the questionnaire.
concerns cross-country category management and
making assortment choices, leading to many marginal Every potential new supplier must also agree to our
improvements and helping us to select core suppliers that Supplier Code of Conduct before the questionnaire is
we want to have better availability for stock with. evaluated by a procurement manager. With the portal,
however, this process can be entirely managed without
On the indirect procurement side, we continued working any input from procurement managers, for increased
on a large programme to reduce indirect costs in efficiency without sacrificing our high standards.
logistical areas and IT facilities. Achieving results in indirect
procurement is significant because it represents the The portal allows us to maintain one consistent way of
professionalisation of procurement. In 2022, this involved working with all our suppliers around the world. Using
developing our reporting tools to gain new insights. This the portal as a platform to interact with suppliers will also
included launching a concept version of a continuous refine the data sharing process by consolidating all relevant
improvement dashboard where we can register information in one place for easy access.
improvement ideas from suppliers.
In 2022, we re-sent our questionnaire and Supplier Code of
We also continued developing our supplier portal. Our Conduct to our top 200 suppliers to ensure their business
onboarding process for suppliers involved filling in a practices still align with our requirements. This was a
questionnaire that includes general requirements such as somewhat manual process that will be done through the
basic supplier data, quality-related questions (including portal in the future, making it much more collaborative and
details on certifications such as ISO 9001 and 14001), ensuring any changes or additions to our requirements for
questions around sustainability and environmental impact suppliers can be communicated quickly and smoothly.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Achieving more responsible procurement 54

 Key procurement
challenges we faced
in 2022
Due to challenging market conditions including significant
inflation, it was a challenge to keep the products we
needed coming in while preventing prices from increasing.
We received over 2,000 price increases last year that
required agile supply chain actions to navigate, such as
centralising two European product group stocks into our
German warehouse.

An unavoidable challenge in 2022 was the continual

repercussions of the COVID-19 pandemic. Despite the
receding of infections over the course of the year, many
supply chains around the world remained disrupted. Strict
restrictions in some Asian countries meant we had to stop
using some of our suppliers in the region. We also cut ties
with our only Russian supplier due to the invasion of Ukraine.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Achieving more responsible procurement 55

What we will be focusing on in 2023
An area where we want to develop and enhance We’ll be taking big strides in 2023 to refine our category
our competitive advantage is circularity. From a management and get our supplier portal up and running,
procurement perspective, this can involve installing a as described earlier in this chapter. On an ongoing basis,
product for a customer, taking the product back when we will be distributing our Supplier Code of Conduct to
it’s no longer needed, and then making sure it gets back new suppliers to increase the number of green suppliers
to the supplier for reconditioning or re-use of parts. This that ERIKS works with, all while steadily transforming
is largely the role of our logistics team, but negotiating a into an organisation where the supply chain is organised
potential deal is driven by procurement. more centrally.

Human rights law is no longer a ‘nice to have’ marketing

topic, but a customer requirement. In the second quarter
of 2023, we will carry out an overall risk assessment
related to sourcing from higher-risk countries. This
will include looking at possible replacements for
higher-risk suppliers.

We recently began using a dynamic material

development dashboard, where we are closely
following material developments in response to
rising costs. Other focuses in 2023 include improving
risk management, supplier relationship management
and refining our customer delivery process to both
optimise stock and improve reliability.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Achieving more responsible procurement 56

How we ensure
responsible
business conduct
Responsible business conduct
Our employees are the key Our Code of Business Conduct is available in English,
French, Dutch and German and is provided to all
to our success and we are employees as part of their onboarding process, including
therefore committed to in the mandatory ‘welcome to ERIKS’ e-learning. A more
detailed classroom learning is available to anyone
attracting, developing, and wishing to reinforce their knowledge.
retaining the best people.
The Code outlines our ethics and compliance policies,
including fair competition, data protection, anti-bribery
We expect them to do their utmost to foster a & corruption, gifts & hospitality, and trade compliance
work environment based on respect and free of (sanctions and export controls).
harassment, intimidation, bias, or discrimination
of any kind. Our ethics and compliance efforts are supplemented by
a Speak Up system, where employees, business partners
Our commitment to the highest responsible business and third parties have the opportunity to voice concerns
standards is part of the ‘best in the basics’ building or report irregular behaviour at any time.
block of our sustainability strategy.
We also have a Code of Conduct for Business Partners
The values and policies all employees must comply to ensure our partners behaviour aligns with our values.
with are set out in the ERIKS Code of Business This Code applies to stakeholders such as our suppliers,
Conduct, which can be found on our corporate resellers and distributors and covers topics such as
website. This Code encourages our employees to environmental protection, health and safety, human rights
apply our values in their day-to-day business activities and reputational risk. It explains our commitment to good
and to be aware of their individual impact on our business without exception and what this means to us:
reputation – and thus our continued success. legal, ethical and honest business.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Achieving more responsible procurement 58

Section 7

Valuing our people:

employee learning
and development
 Our employees Our 2022 learning and
development performance
at a glance

4,700 26.6%
female
employees*

73.4%
male
21,414
learning
completions
€700,000
global learning
4,576
in Europe
and development
budget

21.5% 124
employee
turnover
in Asia
24%
of leadership positions
held by women (versus
33% target for 2030)

*calculated by head count on 31st December

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Valuing oursafety
people: employee learning and development 60
Valuing our people: employee learning and development
At ERIKS, we do our ERIKS has defined four learning and development
principles that we operate from:
best to attract and
• Learning for all: everybody at ERIKS has the
keep the brightest opportunity to learn and develop.
talents in the industry. • Digital first: to offer relevant content for everybody
any time. That’s why, where possible, we offer
digital learning options, including online courses
We encourage and support all of our employees and live digital sessions on demand.
to develop both personally and professionally.
• Self-directed learning: our employees are the
We strongly believe that as we learn as
owners of their own development. We want to
individuals, we grow and improve as a company.
empower them to initiate discussions around
By focusing on opportunities for continuous
learning, while managers are responsible for
learning, we will continue to be a high-
offering support and direction.
performing company that can truly make industry
work better every day. Our global learning and • We meet the learner where they are: we want
development budget of €700,000 shows our our people to be able to learn at the time, place
commitment to building the capacity of our staff. and pace that suits them. That is why we want
to make learning opportunities as close to the
The result of our 2021 materiality assessment specific need as possible.
also backs up our belief that the training and
development of our employees is highly valued
by all of our stakeholders.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Valuing our people: employee learning and development 61

 Our approach to learning
and development
Making learning and development (L&D) a priority is a
challenge at ERIKS, as it is for many other organisations,
due to competing operational priorities. Our global
learning and development team works hard to provide
the necessary training resources, but even more important
is building a strong learning culture where staff invest in
themselves and understand why doing so is valuable.

One way we achieve this is utilising the direct correlation

between L&D programme intensity and a larger role
for managers. Managers need to show their colleagues
that learning is important by providing them time for it,
but also by setting an example and dedicating time to
learning themselves. A learning culture also means that
we create a workplace where you can learn, experiment,
and try again.

We also focus on practicality with ‘just in time’ learning.

This approach closely aligns learning to when it’s needed
for work, an example being a manager learning how to
provide quality feedback just before annual performance
reviews. This makes learning feel like less of an add-on
and more intrinsically linked to work by helping to make
smarter decisions.

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Valuing oursafety
people: employee learning and development 62
Impact story

ERIKS Learning
We send our monthly learning newsletter,
Bloom, to inspire employees to learn. It provides
helpful resources while sharing with employees
what their colleagues are learning.

Fridays at ERIKS are #FridayLearnDay, where we

recommend a course every week on Yammer.
We also offer employees the opportunity to
create learning content for their colleagues.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Valuing our people: employee learning and development 63

 What we focused on in 2022
ERIKS sales training LinkedIn learning
This was our big priority in 2022. We wanted to We have a three-year contract with LinkedIn that began
improve the ability of external sales people to explain in 2021, so after developing a democratic learning
what ERIKS does, what we can offer and what our culture in 2021, our focus in 2022 moved towards
added value looks like for customers. This has the adoption, creating awareness and continually making
added benefit of helping salespeople become it easier for our staff to learn.
involved with customer problem-solving. The
training is delivered partly by internal and partly by LinkedIn has over 30,000 e-courses in multiple
external trainers. languages, but because so much choice can be
overwhelming, we started helping employees
Essential manager skills choose what to focus on in 2022 with monthly
In 2021, we launched three modules to compose our themes. Each month, we promoted a course on
‘Managers Essentials’ modules so that ERIKS’ managers a relevant sub-topic every week on Yammer.
have the necessary skills to bring out the best in At the end of the month, we organised a learn
their employees. These modules are development and connect session where course participants
conversations, essential conversation skills and could join a virtual meeting and discuss what they
providing constructive feedback. In 2022, we added learned throughout the month and where they
two new modules: prioritise for impact and lead fruitful recognised opportunities to enhance learning. These
team meetings. These modules are available to all discussions created a social aspect that e-learning
managers and can be taken in any order at any time, lacks because most courses are carried out individually.
sticking to our ‘just in time’ principle.

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Valuing oursafety
people: employee learning and development 64
 We also used the monthly theme topics to enhance Talent development programmes
the well-being aspect. For example, the theme in In 2022, we reactivated our talent development
August 2022 focused on improving work-life programmes that were initiated before the COVID-19
balance, which we carried forward from 2021. pandemic to enhance our pool of specialist talent within
Sub-topics included managing energy, maintaining the company. These programmes are called
mental health, sleeping well and raising awareness that RISE and ELEVATE.
learning is in fact healthy for the brain.
Specialism training
In April 2023, we will be focusing on sustainability. ERIKS’ focus on specialism is what generates our
ERIKS has a goal to train 80% of its workforce in competitive advantage, so we made a concerted
sustainability by 2025 and e-learning makes this effort to help our experts deliver exceptional training
target much more achievable. Our progress towards to their colleagues by focusing on unlocking and
this goal will be bolstered in Q1 of 2023 by a distributing their knowledge in a digestible way.
mandatory e-learning describing sustainability at
ERIKS, including an explanatory animation and an The challenge for specialists is that they’re pulled
overview of how colleagues in different business in different directions across the company, so
functions can contribute. they can struggle to find the time to prepare
comprehensive training materials. That’s why we
organised a ‘trainerthon’ for our product managers,
bringing our experts together for three days to produce
new learning content. For a company like ERIKS that
operates in multiple countries, language is a big
challenge in L&D, so we’re proud of our achievement
to provide specialist training in multiple languages.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Valuing our people: employee learning and development 65

 Coaching platform The coach platform is just one way that we
We work with an external provider to offer personalised encourage ‘on the job’ L&D instead of a typical
digital coaching, including limitless one-to-one sessions, classroom format, which is crucial to producing
for selected ERIKS employees through a platform real world learnings. An example of this is assigning
called CoachHub. We also recommend that every a more challenging project to a manager to help
ERIKS employee develops an individual development improve their stakeholder management skills.
programme (IDP) at the beginning of each year. This
is produced in collaboration with managers so that
all relevant parties are aware of the employee’s L&D
targets to work towards throughout the year.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Valuing our people: employee learning and development 66

Diversity and inclusion at ERIKS
ERIKS is committed to allowing every • International Women’s Day: our local and global
activities were designed to create awareness and
employee to grow and cultivating a drive actions to break barriers, with a special focus
culture of respect and engagement, on gender bias.

where the thoughts, ideas, and voices • Inclusion Week: we used this week as an
opportunity to build our inclusion capability
of every single employee are valued. with webinars, workshops and other activities
with our employees, themed around topics like
inclusive leadership, bias in the workplace and
We are focusing on:
inclusive writing.
Diverse representation
• Pride Month: we built awareness on challenges for
Based on our progress in representation of women
the LGBTQ+ community and ran training on how to
in leadership positions over the last few years,
stand up and be an ally.
moving from 8% in 2019 to 24% by the end of 2022,
we increased our target from 25% representation by • Movember: throughout November, we ran weekly
2030 to 33% by 2030. webinars where experts spoke about men’s health.
We encouraged employees to grow a moustache
Provide a safe and inclusive environment
if possible, include extra movement in their daily
for all our workforce
life and donate to our company ‘Mo’ page.
In 2022, we focused on #breakingbias during our four
impact moments. Our impact moments are events
where we raise awareness of important topics through
methods including webinars, panels, training sessions
and communication campaigns. Our four impact
moments in 2022 were:

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Valuing our people: employee learning and development 67

 These moments provided the opportunity for all
employees to challenge how we think. In addition,
we raised awareness on other key topics that
support our D&I strategy and worked to ensure
all our employees contribute to building a more
inclusive workplace. We expect that our investment
in these areas will continue to have a positive impact
on our progress.

We measure inclusion annually via our employee

engagement survey, which includes an inclusion
index. Our result this year was 7.7, which is above
the external benchmark of 7.4. There is room for
improvement, but this high score tells us that our
employees overall feel accepted at work and able to
be their authentic selves.

We also track inclusion-related data related to our

focus areas such as promotion and hire rates, pay
data and exits.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Valuing our people: employee learning and development 68

Impact story

Employee
Engagement Survey
At ERIKS, we are committed to building a high-
performing organisation. This starts with creating
the right environment that encourages employees
to live up to their full potential, feel that their opinions
matter, and feel confident that we are listening.

Every year, we conduct an employee engagement

survey to gain a clearer understanding of what
motivates our teams and create a space for our
Survey results were shared in October 2022, followed
employees to give us feedback on where we
by team discussions to review the results and build
can improve.
action plans together.

The results of this survey provide us with specific

The survey participation rate was 77%, offering an
and valuable insights that we can all work on,
accurate representation of the wider organisation.
enabling us to take action to make ERIKS a better
The primary conclusion of the survey was that
place to work.
while there is a pleasant working environment at
ERIKS (with highlights including inclusion, leadership
This survey is administered by an external partner
and role clarity), harnessing it to generate results
called Effectory that specialises in employee
can be difficult (with areas for development including
engagement. Effectory’s involvement helps ensure
tools, cross-functional cooperation and change
that all responses are completely confidential.
management support).

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Valuing our people: employee learning and development 69

Ensuring every employee
has a voice
In addition to our annual employee engagement
survey, we listen to our employees’ worries and
suggestions by maintaining a ‘Speak Up’ whistleblower
system. Speak Up offers our employees an additional
channel, alongside speaking to a manager or HR
representative, to confidentially raise concerns that
they believe could harm the company, a co-worker
or themselves.

Employees can report a concern to the Speak Up

platform via phone, using a free helpline specific
to their country. To ensure everyone understands
the option of raising concerns through Speak Up,
information can be found on wall displays, flyers and
ERIKS’ intranet.

In 2022, we had 16 Speak Up cases and 15 ethics

and compliance cases directly reported to the
department. After all cases were investigated
properly, 20 of the cases were substantiated and
7 were not, while the rest were partially substantiated
or unable to be investigated.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Valuing our people: employee learning and development 70

 What we will be
focusing on in 2023

During September-
December 2022, we ran
a sales training pilot to
refine the training process
that will be rolled out
across all ERIKS’ countries
of operation in 2023.

We contended with numerous staff

changes in multiple countries last year,
meaning that maintaining what we
achieved across all our L&D programmes
in 2023 will be an achievement in itself.
With this in mind, resources dedicated
to developing new programmes will be
limited, but we believe in the value of the
schemes that we’ve already devoted so
much time and energy towards.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Health and

Valuing oursafety
people: employee learning and development 71
Section 8

Reducing our energy

consumption and
GHG emissions
 Our 2022 energy performance at a glance

11,530 10,760 16.25

T CO2 T CO2E MWH
2022 carbon footprint Scope 1 GHG total renewable
versus 2030 goal of 11,328 t emissions energy use
CO2 (30% reduction*)

770 2,716,549 2.6

T CO2E Litres MWH
Scope 2 GHG of fuel used total non-renewable
emissions (gasoline & diesel) energy use
(grey electricity)

*using our 2018 emissions of 16,183 tCO2 as a baseline

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Reducing our energy consumption and greenhouse gas emissions 73

 Reducing our energy
consumption and
greenhouse gas emissions
Over the past year, we have made
strides to further reduce our own energy
consumption and greenhouse gas
emissions. We monitor and measure our
direct emissions from ERIKS owned or
controlled sources (Scope 1 emissions),
as well as our indirect emissions from the
purchase of energy (Scope 2 emissions).

“We are pleased to be projected to

achieve our 2030 target of a 30%
reduction in our CO2 emissions
significantly ahead of schedule”
Stepan Breedveld, ERIKS CEO

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Reducing our energy consumption and greenhouse gas emissions 74

Progress towards 2030

Despite many global challenges in 2022, we

continued to reduce our emissions. In 2022, this
was partly driven by the high energy prices as
businesses became more aware of what they
could do to save energy costs. We also had a
relatively warm winter in Europe, meaning gas
consumption was lower than usual. Combined
with our initiatives that you will read about in this
chapter, we were able to reduce carbon emissions
across ERIKS’ operations.

We therefore continued to make strong progress

towards our 2030 target of reducing CO2
emissions by 30% from our 2018 baseline level.
We are ahead of schedule and already close As well as our determined efforts, structural
to reaching our target. A 30% reduction means changes to our business also impacted our
reducing our emissions to 11,328 tCO2 by 2030, footprint in 2022. For example, ERIKS sold its US
compared to our 2018 baseline of 16,183. Our 2022 business in the first quarter of 2022, which naturally
footprint was 11,530 tCO2. The difference from brought down our overall footprint significantly.
2021 to 2022 is reasonably small, but a significant However, this divestment does not contribute
portion of 2021 was impacted by coronavirus travel to our reduction ambition, as we adjust our 2018
restrictions so its footprint was naturally smaller. baseline accordingly.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Reducing our energy consumption and greenhouse gas emissions 75

Impact story

New environmental footprint reporting tool

Going into 2022, we knew that we needed to and automatically processes our electricity and
improve the accuracy of our footprint reporting. gas invoices, and thus our footprint. This reduces
Before carbon emissions can be reduced, the workload for our reporting specialists. They
measured data needs to be accurate. still need to report manually for some sources
of emissions, such as our gasoline and diesel
At the end of 2022 Q1, we implemented a new consumption. For those sources they need to
tool developed by Schneider Electric that collects upload the proof to ensure our data receives
our footprint data semi-automatically. It collects assurance by an external auditor.

One other major benefit is that the tool is able to

make accurate estimations based on historical
data and fill the gaps in the dataset. This is
needed when invoices are sometimes received
and processed late, meaning there are missing
data points.

Overall, having implemented this tool is crucial

in helping us prepare for the fast-approaching
Corporate Sustainability Reporting Directive
(CSRD) in 2025.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Reducing our energy consumption and greenhouse gas emissions 76

Impact story

ERIKS UK&I Energy

Reduction Campaign
In 2022, our energy-saving initiatives included the
use of LED lighting, solar panels, heat pumps, smart
metering and electric alternatives where possible.
Soaring gas and electricity prices meant that
there was a strong business case for this energy
reduction alongside its environmental basis.
Compared to €3 million in 2021, ERIKS spent over
€5 million on gas and electricity in 2022.

• Heating e.g. change timers to adjust to weekend

ERIKS has a wide range of initiatives to achieve
working times and switch off during Bank Holidays
a significant reduction in energy use, ranging
from lowering all thermostats in ERIKS offices to • Lighting e.g. make sure windows are not blocked
19 degrees to adhere to the European Union’s by objects to allow natural light in
guidelines for reducing gas demand by 15%, to
• Office e.g. switch off any unused or infrequently
ERIKS UK & Ireland’s (UK&I) energy reduction
used electrical items
campaign. ERIKS UK&I produced a detailed energy
reduction presentation with suggestions on • Production equipment e.g. change filters regularly
how their initiatives could be scaled to all ERIKS and add this to regular maintenance schedules
countries, including:

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Reducing our energy consumption and greenhouse gas emissions 77

 Impact story

Green electricity
In 2022, we found that 83% of our electricity
consumption came from green sources. All
ERIKS’ countries run on green electricity
except for France, Slovakia and those in
Asia-Pacific (China, Malaysia and Singapore).

“Using green electricity is one simple,

effective way we can reduce ERIKS’
carbon footprint.”
Ruben Janssen, Global Sustainability Manager, ERIKS

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Reducing our energy consumption and greenhouse gas emissions 78

Challenges in 2022

In addition to switching to green

electricity where possible and
energy reduction at our sites,
the other key area we wanted to
focus on in 2022 was the further
electrification of our vehicles.

While the volatility in energy prices and resulting

awareness helped us reduce our overall carbon
emissions, it made the business case for switching
to electric vehicles challenging.

Our car fleet is a significant part of our total

emissions and improving infrastructure in many
countries means that switching to electric will
become more feasible. Electric vehicles are in the
lease car portfolio of some of our countries of
operation, but some long-distance journeys remain
unfeasible for them.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Reducing our energy consumption and greenhouse gas emissions 79

 Looking ahead
As we move into 2023 Q2, we
hope that energy prices will stabilise
so we can reevaluate the business
case of electrifying our fleet.

Further reducing the energy consumption in

our buildings will remain a challenge in 2023
because we have so many locations that all
have different setups. However, with more
initiatives like ERIKS UK&I’s reduction campaign,
we aim to produce additional transferrable
learnings that can be applied across ERIKS.

We have not assessed risks and opportunities

surrounding climate change mitigation and
adaptation yet, but this will be part of the
double materiality assessment that we will be
doing in 2023. An example of a risk is that our
supply chains can be quite long, particularly our
products that are sourced from Asia. As a result
of global warming, we anticipate more severe
weather events creating potential significant
disruptions to our supply chains. We must
prepare to be agile in response to these.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Reducing our energy consumption and greenhouse gas emissions 80

 Internally, we want to build on 83% of our electricity Our Scope 1 and 2 emissions are relatively small,
being green by ensuring any new electricity contracts but helping our industrial customers become more
are environmentally friendly. But externally, one thing sustainable is where we can make a big impact. We
we need to improve is embedding sustainability further have the tools, services and products to help reduce
into our sales approach while building a greener their CO2 emissions and become more efficient.
product portfolio for our customers. This includes
offering products that have less environmental impact, Scope 3 emissions
but also how we communicate that to our customers In 2022, we also started tracking our Scope 3 emissions.
through our webshop or in marketing material while This is a complex puzzle as it evaluates the emissions in our
making sustainability easier to understand. complete value chain (both upstream and downstream). In
the coming years, we will continue improving the accuracy
of our Scope 3 model while starting initiatives to reduce
our Scope 3 emissions as well.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Reducing our energy consumption and greenhouse gas emissions 81

Section 9

Closing statement
 Our mission to make industry work more
innovatively and more sustainably
For many industries, and the companies in these We quickly get to the heart of the issue and move
industries, a net-zero journey is just a dream, or a desire from sketching to prototyping, with support from our
expressed on paper and in the occasional Powerpoint Centres Of Expertise and their use of sophisticated
presentation. However, when you apply the passion, technologies. These prototypes then become
expertise and specialism of a company like ours, this indispensable everyday products that make industry
ambition becomes more tangible and attainable. work better. One of the most important aspects of
successful innovation is the ability to scale rapidly,
At ERIKS, we have a proud passion for industry and and our 80 years of experience and supplier
tradition of specialism. When combined with our deep relationships enable us to do just that. Our most
experience and innovation mindset, then amplified by ambitious innovation projects are currently in
the endless pursuit of our specialists to create added Europe, with a strong echo in the APAC region for
value, something truly special emerges. our strategic customers.

Every product development process starts with a Circularity is becoming a bigger and bigger part of
drawing, whether the challenge is creating a higher our business. It is a powerful concept that sits at the
melting point for automotive manufacturing, a faster core of lessening human impact on our planet’s health.
semicon for lithography machinery, a blue line in our Together with our suppliers, we work to understand
food processes, or simply the next generation of green our exposure to dangerous chemicals like PFAS,
hydrogen valves. exploring alternatives and shaping the industry towards
becoming more resource efficient and less energy
intensive. That is how we define circularity.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Closing statement 83

 Last but not least, energy reduction. This topic took “We look back with pride to the
on particular importance for our customers in 2022 execution and further embedment of
given the turbulent energy market developments we our sustainability strategy in each of our
all have seen. With the depth and breadth of expertise employees, and the greater value chain
we have in-house, we have proven to be a capable of the industries we serve. Thanks to
partner in helping our customers to reduce their these steps, we are in the position to
energy consumption while accelerating their return on look courageously into the future and
investment on our solutions. We anticipate that this will
embrace our role as fiduciaries for our
continue to be a high-priority topic going forward as,
planet for the generations to come. We
apart from the related cost savings, energy reduction
will also be indirectly driven through new legislation
do this very deliberately: we are on a
like the Corporate Sustainability Reporting Directive,
mission to make industry work more
which stimulates companies to be more transparent innovatively and more sustainably.”
Sampo von Raesfeld, Director of Sustainability & Innovation, ERIKS
on their environmental footprint.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Closing statement 84

 We look forward to
finalising our Scope
3 assessment in
2023 and engaging
with our network
of valued partners
and stakeholders to
become the change
we want to see.

Our community of practitioners collaborating

for a more sustainable planet continues to
grow and strengthen. We see this network as
essential to creating shared prosperity and a
sustainable future.

We are in this together, and we are forging a

new path with every step we take. Thanks for
taking this journey with us.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Closing statement 85

Section 10

About this report

Scope of the report The reporting framework
This report applies only to The report was developed in
the geographical markets reference to the reporting principles
where ERIKS N.V operated defined by the Global Reporting
for the entirety of 2022. Initiative (GRI) Standards.

In the first quarter of 2022, ERIKS divested its GRI is an independent international organisation
activities in North America. In the fourth quarter that helps businesses, governments and other
of 2022, ERIKS acquired GEMOTEC GmbH & Co. organisations understand and communicate their
KG, a company located in the south of Germany sustainability impacts.
that specialises in electric drive technology.
The report is built around ERIKS’ areas of most
ERIKS publishes its sustainability report on a significant impact and its six most material topics.
yearly basis. This report was published on 10th The process for defining these material topics and
May, 2023. a full list of the topics assessed appears on page
18 of this report. The GRI Content Index can be
If you have any questions about this report, found on ERIKS’ corporate website.
please contact ERIKS’ Global Sustainability
Manager Ruben Janssen via email at ruben.
[email protected].

ERIKS 1 2 3 4 5 6 7 8 9 10 11 About this report 87

Data and external assurance
The reported data was generated with DEFRA and IEA as our emission factors sources. We
the highest level of reliability possible. track our CO2, CH4, N2O and NF3 emissions and
include CO2, CH4 and N2O in the calculation of our
reported footprint. ERIKS’ consolidation approach for
The qualitative information was provided by the its emissions is based on financial control. It does not
staff members responsible for the various topics. account for GHG emissions from any operations it does
This information was derived from our businesses’ not have financial control over.
local measurement systems then consolidated and
checked at group level. We calculate our emissions using a tool called
Schneider Electric – Resource Advisor (SE) which helps
This report has not been externally assured. We are us to understand our emissions down to the building
preparing for the requirements of the Corporate level. The data is auditable because proof is uploaded
Sustainability Reporting Directive (CSRD) and to support reported emissions and anyone who has
therefore plan to seek external assurance for future entered, uploaded or deleted a data point is identified.
sustainability reports. Our electricity and gas consumption are processed
automatically using invoice collection. Other emission
To capture our carbon footprint, we measure the sources are collected and reported by our in-country
Scope 1 and Scope 2 emissions arising from our reporting specialists.
operations. In 2022 Q4 we initiated a project to
calculate our Scope 3 emissions. We expect that this Our emissions calculations include some assumptions.
project will be finalised in the second quarter of 2023. For example, when a data point is missing, SE makes
an assumption based on historical data. Once the data
The calculation of our carbon dioxide equivalent becomes available, the assumption is overwritten with
emissions is based on the GHG protocol using the actual data. At the end of the year, the reporting
global warming potential (GWP). We use UNFCCC, closes so no new information can be added.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Closingthis
About statement
report 88
Section 11

Key figures
in the report
Health and safety is our How we ensure responsible
top priority business conduct
The number of fatalities 0 Total number of 16 Speak Up cases and
as a result of work-related injury Speak Up reports 15 E&C cases directly
reported to the department
The number of 1 (31 cases in total)
high-consequence work-related
injuries (excluding fatalities) The proportion of Speak Up 20 substantiated
reports which were substantiated (64.5%)
The number of recordable 42 and led to further investigation
work-related injuries

Total recordable case 1.10

frequency (TRCF)

The number of near misses 324

LTI in terms of workdays 236

The main types of Production area

work-related injury (hand/finger injury)

The number of hours worked 8,324,430

Percentage of employees who Not available in 2022,

have completed Health and available from
Safety training 2023 onwards

Number of safety visits by management 359

Total number of incidents of 0

non-compliance with regulations
and/or voluntary codes concerning
the health and safety impacts of
products and services

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Key figures in the report 90

Valuing our people: Reducing our energy
employee learning consumption and
and development greenhouse gas emissions
Number of employees, calculated by 4,700 employees Total fuel consumption within 2,716,549 litres
headcount on 31st December 2022 in total the organisation

Gender breakdown of employees, 26.6% female, Total fuel consumption within Renewable: 16.25 MWH
as of 31st December 2022* 73.4% male the organisation from renewable (green electricity)
and non-renewable sources Non-renewable: 2.6 MWH
Geographical breakdown of employees, 4,576 employees (grey electricity)
as of 31st December 2022 in Europe
124 employees Scope 1 GHG emissions in t CO2e 10,760
in Asia
Scope 2 GHG emissions in t CO2e 770
Proportion of leadership positions 24%
held by women Number of training completions 21,414
Employee turnover 21.5%

Global learning and €700,000

development budget

Number of training completions 21,414

*Based on the responses of 4,619 employees, as some employees chose

not to report their gender.

ERIKS 1 2 3 4 5 6 7 8 9 10 11 Closing
Key figures
statement
in the report 91