Page 40 - Loomis Annual Report 2017

36 Employees
Loomis Annual Report 2017
with customers. For Loomis this means that our contacts with customers are about problem-solving, commitment, “going the extra mile” and maintaining high ethical and moral standards.
The group-wide processes in the Loomis Model include HR processes. As HR is an integrated part of the business model, Loomis has created the best possible conditions for a constant fo- cus on strengthening customer con dence in the Company and taking care of customer relations.
Implementation of the Code of Conduct continues
Loomis’ values are closely linked to the Code of Conduct, which includes the principle that every Loomis employee is to do his or her part to ensure that Loomis is the most attractive employer in the industry, help to reduce the Company’s environmental impact and never accept unethical behavior. In 2017 Loomis updated and revised the Code of Conduct for the purpose of clarifying internal as well as external perspectives on how everyone is expected to work and act based on our Code of Conduct – all for the purpose of retaining and strengthening customer con dence.
During the year a global online education and training plat- form was implemented to facilitate more e cient training in the Code of Conduct, other policy documents etc. Loomis calls this the Loomis Academy. All employees will have access to this platform for training and development. The training focusing on the upda- ted Code of Conduct is one example of a course that will ensure that everyone within Loomis not only meets customer require- ments, but also exceeds their expectations, thereby securing our competitiveness now and in the future.
Group-wide HR processes
As a service company Loomis’ success is largely dependent on the e orts of the employees. Their professional skills and ability to gain the trust of the customers are crucial factors for the Company. Loomis therefore places great emphasis on attracting and recrui- ting the right employees, and on developing and retaining employ- ees within the Group. To this end, Loomis has established group-wide processes for recruitment, wage determination, employee surveys, as well as evaluation and follow-up.
The processes for leadership development and succession planning are aimed at ensuring that the right leadership skills are available locally based on the business and market requirements in each country. One of several important aspects of leadership is understanding and working successfully according to the Loomis Model. Managers within Loomis are also expected to ensure conti- nuity and minimize risk through succession planning for key roles. This process focuses on identifying, motivating, development and retaining talented employees who are considered to have the abili- ty, commitment and skills to work in key positions.
In 2017 the Company also developed a method and work pro- cess linked to Loomis’ upcoming acquisitions. This involves key people at the companies Loomis acquires undergoing an evalua- tion process where their skills and other relevant factors are iden- ti ed and analyzed to ensure that their full potential is explored and to facilitate the process of matching the right people with the right roles within Loomis over time.
Loomis’ Code of Conduct
All Loomis employees are to do their part to ensure that Loomis is the most attractive employer in the industry, help to reduce the Com- pany’s environmental impact and never accept unethical behavior.
People
Loomis is committed to developing quality people and treating everyone with respect.
Service
Loomis strives for exceptional quality, innovative capacity, added value for customers and exceeding customer expectations.
Integrity
Loomis performs with honesty, vigilance and high ethics and morals.