to the concepts of leadership before they have full line responsibility for a team. Taking all programmes into consideration, 1,292 managers took part in the leadership programmes since the launch in 2015. Expanding learning opportunities During 2021, we added LinkedIn Learning to offer ‘just-in-time’ training to many more of our employees across all locations when and where they need it, and we are following a phased plan to reach more of them. In 2021, 3,000 employees joined and we also introduced the role of Learning Champions who facilitate training for their entire team. By December 2021 there were 2,066 activated users and 71 Learning Champions. Local training continued to complement our global initiatives. The starting point is often a performance discussion, and development can be mentoring or on-the-job training for an employee’s career path. For example, we have specific mentoring initiatives and trainee programmes for flavourists, in operations, and for management trainees. There is also a sales academy in Taste & Wellbeing and the Givaudan Perfumery School in Fragrance & Beauty. In addition, a new initiative in 2021 was the ‘Sharpist Coaching’ piloted in Zurich, with about 10 employees taking part in a pilot that featured one-to-one video calls with a professional coach and individually curated learning content that complemented many of our programmes. Local efforts also provide customised initiatives. In India, for example, the human resource teams designed and introduced a training plan and calendar customised to the local employees. And in China, the local team ran workshops to help employees develop a growth mindset, which brought both personal and business benefits. As well as the workshops, employees were provided resources such as videos, audio books and live streams to apply a growth mindset around the topics including self- awareness, enhancing capacity and cultivating learning as a habit. Underlining the importance of equipping employees with skillsets to help them succeed in the changing environment, an ‘Upskilling Yourself’ programme was introduced by Fragrance & Beauty in Asia Pacific. A survey in the region identified three skills that employees wanted to focus on: communication in a virtual environment, influencing stakeholders remotely, and engaging teams virtually. Nearly 400 training seats were provided to Fragrance & Beauty employees in the region. Targeting new talent With the move to virtual working, we also redesigned our onboarding training, the ONE Givaudan programme. It supports new joiners to better understand our culture and business and builds networks that will be vital to their success. The programme changed from a two-day, in-person training to a four-week, virtual experience that can be implemented regionally. As part of this redesign, the content was updated and enhanced to align with our purpose and 2025 strategy. With ONE Givaudan as the core for onboarding, we add specific training to integrate employees who have joined as a result of acquisitions: we added toolkits and training in topics such as in compensation and benefits; and we have a consistent approach and structured framework to align the way we bring these new employees into our people management practices. In the past three years, about 3,500 people have been integrated into our Company. Talent acquisition followed a similar virtual path with more than 4,073 video interviews undertaken in 2021. In recruitment marketing, we piloted tools that will help us create more impactful and inclusive job advertisements to attract, engage and assess top talent faster, in line with being a more balanced and inclusive company. Building a place where we all love to be and grow We have evolved our employee listening approach in order to measure progress against our ambition to be a place where we all love to be and grow. We revamped our Employee Engagement Survey in 2021, randomly selecting 2,000 employees during the year to gain their views about the Company with additional questions including inclusion so we can obtain a benchmark for measuring progress in this ambition. We plan to conduct a full Employee Engagement Survey in 2022 and to hold them more regularly than the usual three-year interval. The 2021 sample survey results were generally positive and show we are moving in the right direction. Overall, we have a strong engagement and an increase across all areas. We are analysing the survey data and will share the results with employees, and will create initiatives for 2022 and beyond. Since the launch of our leadership programmes in 2015, a total of 1﹐292 of 2﹐300 targeted managers have been trained ¹ – of w hich 50 % are in our leadership pool. 1. This programme was piloted in late 2014 with 35 participants, and in 2021 we r edefined and focussed the scope of the targeted population. Givaudan fi 2021 Integrated Annual Report 90 Acting as a force for good Pe ople Wo rking for a company that does well – and does good