Responsible culture:

Our people

At SIG, we offer a unique combination of development, collaboration, and entrepreneurial freedom that enables our people to deliver better and create lasting value for customers, consumers and the world. Appealing working conditions attract talent and contribute to economic development.

We strive to create an inclusive culture, embrace diversity and foster a positive working environment. We invest in training and development to help employees achieve their goals and build their careers with SIG. We listen and respond to our people, and we recognize and reward the work they do.

Our commitments

We are committed to providing an inclusive working environment where everyone can bring their true selves to work.

We do not tolerate discrimination based on race, religion, national origin, political affiliation, gender, sexual orientation, disability, age, or any other relevant category. Physical abuse or discipline, the threat of physical abuse, sexual or other harassment and verbal abuse or any form of intimidation are strictly prohibited.

Improving gender balance, particularly at senior levels of the business, is a priority and we aim to do so through enhanced efforts to attract, develop and retain female employees and leaders.

We aim to provide opportunities for our people through investment in training and development, approachable leadership, continuous learning, development opportunities, coaching and mentoring.

We strive to promote from within where appropriate as part of our commitment to developing and promoting talent at SIG.

We are committed to creating positive working conditions and an open, engaging and energizing work environment for our people where:

• their ideas, needs and concerns are heard and valued
• they are recognized and rewarded for what they do (including through our Short-Term Incentive Plan)
• they understand how their work contributes to our purpose and to the success of the business

In certain countries there may be a higher risk of inequality and discrimination based on gender, race, religion, political affiliation and sexual orientation in our supply chain. We aim to avoid all such negative impacts through implementation of our Supplier Code of Conduct and of our policies.

Issues or concerns may be reported through any available channel, including supervisors and managers, representatives of People & Culture, Legal & Compliance, Internal Audit, or the Integrity & Compliance Hotline. We investigated all reports received and took disciplinary action, as appropriate. No incidents of discrimination were substantiated in 2024.

Our commitment to positive working conditions

Our approach

Upholding our commitments delivers positive impact for our people and our business. It helps us to:

• recruit and retain the best talent
• develop the skills we need now, and in the future
• maintain strong levels of job satisfaction, motivation, engagement and productivity
• support our diverse customers
• foster innovation
• meet expectations from investors and other stakeholders

Our most recent employee survey in 2023¹ showed strong levels of engagement and we outperformed the industry benchmark² across all categories.

Diversity, equity and inclusion (DE&I)

Employees by nationality in 2024

Attracting and hiring diverse talent

The number of women in leadership positions was 25% in 2024.

Women in management (%)

We remain firmly committed to increasing the percentage of women in leadership positions. In 2024, 19 more women joined our Women Acceleration program, which aims to help close the gender gap in leadership positions by supporting ambitious women to develop leadership skills, gain visibility and sponsorship from leaders, and widen their networks. By the end of 2024, a significant number of participants who completed the program had experienced career progression, such as receiving promotions, taking on expanded roles with more responsibilities, or making lateral career moves.

Our revised recruitment practices include updating our job advertisements to avoid gendered language, introducing standardized interview questions, and aiming for diverse interview panels where possible. We continued to train recruiters and hiring managers on unconscious bias and cultural awareness, emphasizing our commitment to select the best person for each job regardless of gender, ethnicity, age, or any other relevant category.

SIG cooperates with universities and other organizations via websites and campaigns or through networks and communities, to attract female engineers and better engage with women to understand what matters most to them. Local initiatives to attract diverse talent include:

• a talent pool of people with disabilities and people of color in the Americas South region
• joining school career fairs to encourage more young women into engineering roles in Europe

Creating an inclusive culture

Together we have celebrated and raised awareness of DE&I at a global and local level on several international celebration days such as:

• International Women’s Day
• World Day for Cultural Diversity and Dialogue
• Pride month
• Women Engineering Day
• Hispanic Heritage Months
• International Yoga Day
• International Day of Friendship
• The World Day for Cultural Diversity for Dialogue and Development

In 2024 we started to implement an interconnected modular learning journey with topics such as unconscious bias and cultural awareness, and psychological safety. Combining the various aspects of DE&I into one cohesive program provides leaders with a more robust and thorough understanding. This cohesive training program lays the groundwork for seamless integration of future modules, such as cultural intelligence training or effective communication in diverse teams.

We introduced clear goals on panel representation in the hiring process to have at least one female interviewer at the final stage of the interview process.

We run diversity sourcing sessions at a regional level to help teams increase the number of female candidates, particularly in areas where they are under-represented.

Employee resource groups help people with shared characteristics or experiences to connect – including groups for parents, new mothers, and alumni of our Women Acceleration program.

Developing talent

Leadership development

Involvement in our global mentoring programs continued to increase, with a total of 111 mentors and 131 mentees by the end of 2024. A reverse mentoring program was launched globally, attracting 19 participants by the end of 2024. We continued to offer coaching at various levels globally, with support from external providers such as Bettercoach.

Leaders received training on Job Architecture, with 468 participants, and on Talent Management, with 509 participants.

The Leadership and Wellbeing Podcast features monthly interviews and thought-provoking discussions with leaders who share valuable insights from their experiences. These conversations aim to inspire employees to enhance their leadership skills, drive business success, and foster wellbeing. 1,308 people tuned in to 13 episodes aired in 2024.

• Our New Leaders Development Program, which provides workshops and coaching for first-time leaders to help them build management and leadership skills. In 2024, 11 newly appointed leaders took part.
• Our Transformational Leadership Program, which analyzes the approach of each leader and their team to help them work together to take their performance to the next level. 125 employees completed the global program in 2024, and a further 20 workshops for this cohort are planned for 2025.
• Leading with Presence: Storytelling, a program to help leaders build skills to deliver impactful presentations, create inspirational visions and narratives, and enhance their presence when presenting at executive meetings. We rolled out the program globally and 21 employees completed the program.
• The Talent Coffee Break with our GEB offers a platform where employees can be heard, recognized, and valued by senior leadership, fostering a stronger connection between talents and the GEB.

Training and development

• The SIG Academy – a digital platform that provides online training, live webinars, and face-to-face sessions to keep employees informed, including a sales module for those in customer-facing roles and a new interactive module on sustainability. Currently, there are 35 e-training modules available to all employees.
• Commercial capabilities – 120 employees worldwide participated in training sessions to develop and enhance their sales skills.
• Upskill sessions – a global initiative, available to all employees globally, to familiarize employees with key competencies through online sessions. We provided a total of 71 sessions in 2024 for 4,813 participants, covering 37 topics.
• The Bookboon e-library – an on-demand learning service used by more than 624 people in 2024 to access over 4,153 units of content, including eBooks, audio learning, and virtual classes.
• Learning & Development news channel – a monthly subscription-based internal news channel with free and curated learning resources, highlighting both internally and externally available learning opportunities. Since its launch in January 2024 more than 256 employees have subscribed.
• 54 employees used SPEEX, our online language learning platform.

We provided regular performance and career development reviews to 68% of employees. 75% of employees responding to our 2023 survey agreed they are very satisfied with learning and development opportunities, nine points above the industry benchmark.¹

Average hours of training¹

Creation of a job architecture framework

We have developed a job architecture framework with the aim of providing a Company-wide common language and understanding of roles and their contribution across the organization. Built on the concepts of job families, sub job families, career levels and generic jobs, the architecture ensures consistency and standardization across all roles within the organization, irrespective of their geographical location or business lines.

Engaging employees

We communicate regularly via one-to-one and townhall meetings to keep employees informed about our progress and our plans. Local leaders consult with employees to gather feedback and give them the opportunity to voice questions and concerns.

We have focused on improving our organizational structure to enhance efficiency and collaboration within teams and take full advantage of our product portfolio and global footprint.

Our internal news app – known as the SIGer app – fosters a sense of community across SIG and helps colleagues in different parts of the business share their stories and learn from each other. By the end of 2024, more than 5,175 (54%) of our employees were active users, engaging with global and regional communications and initiatives.

We hosted activities throughout the year to unite and engage employees across the business, including our #InspireInclusion campaign for International Women’s Day 2024, Coffee Roulettes and a Cultural Quiz for the World Day for Cultural Diversity for Dialogue and Development. We also introduced a new initiative SipConnect, where we randomly match two employees with each other for a 25-minute call for them to exchange views. The goal is to build a stronger community, expand networks within the organization and foster inclusion.

International volunteering day

Volunteerism is a cornerstone of our company’s values, underscoring our commitment to social responsibility and environmental stewardship. International Volunteer Day, recognized by the United Nations on December 5, provided an opportunity to highlight these efforts.

We invited SIGers to share their volunteer experiences and the impactful contributions they have made. We held a community celebration within SIG, featuring an upskill session with our volunteers for them to share their engagement and learnings and to potentially motivate more people to start volunteering for good causes, to further enhance their engagement and development.

Employee satisfaction

We continually work to improve the frequency and quality of feedback and appraisal sessions to support employee engagement, development and performance.

Feedback from our annual employee survey provides a holistic view of our employees’ experience at SIG and serves as a foundation for further improvements.

The latest employee survey was shifted from September 2024 to early 2025 in order to allow time for action plans arising from the previous survey to be completed. These included ensuring people have the necessary work equipment and resources for exceptional performance; enhancing physical working conditions; increasing recommendations for SIG as a great place to work; and further emphasis on non-monetary recognition. In each of our regions, we focused on addressing the issues most relevant and important to employees locally.

Engagement in the 2023 survey was strong at 85%, up from 83% the previous year and two points above the 2023 industry benchmark.² Results from the 2024 survey will be published in the 2025 Annual Report.

Our voluntary turnover rate remained low at 5.6% in 2024, remaining consistent with the 2023 rate of 5.6%.³

Reward and recognition

In line with our five-year fair pay roadmap, we continued to review pay and benefits to ensure they remain competitive within each local market. We also conducted an in-depth review of two markets in 2024 to assess fair pay, gender pay gap and living wages. We will use the findings to identify and implement any remediation measures needed, and further develop and strengthen our fair pay approach across the Group. At the end of 2024, 28.7% of our global workforce was covered by a pay and living wage analysis.

Shine Awards: We kicked off the year with the Shine Awards, part of our robust rewards and recognition initiatives. These awards celebrate individuals and teams driving progress and success across all categories and locations at SIG.

Our workforce in 2024

Governance bodies by age group in 2024

Board of Directors

Group Executive Board

Hiring in 2024

Employee turnover in 2024

Our targets and performance

Targets, progress and performance

The results here are from last year’s survey. We will run a new survey from mid-January to mid-February in 2025.

KPIs

Key KPI trends

We remain committed to increasing the percentage of women in leadership positions. We are therefore introducing an additional KPI to measure women in senior positions based on the newly implemented level structure which is part of the job architecture program (see above). The target group will include all roles on a senior level with either direct or functional responsibility. On this basis, the share of women in senior level positions was 27.9% in 2024. In our 2025 report, when our current target will expire, we will introduce a new target for this new gender diversity KPI.

In addition, the newly implemented job architecture, organized by job families, enables us to analyze additional layers of female representation within the Company beyond women in leadership roles. This year, we introduced tracking for Women in STEM roles, who made up 6.6% of this group in 2024, as well as Women in Revenue-Generating Functions, at 22.2% in 2024.

Our positive impact

Positive contribution to the United Nations Sustainable Development Goals 5, 8, and 10.

Outlook

Regional recognition programs will be bolstered by a digital Recognition Toolkit for managers, a collection of online tools and resources available to ensure that our appreciation for hard work is consistently expressed across all levels.

A global recognition platform will be rolled out, offering a unified and transparent way to acknowledge the hard work and achievements of employees across all regions, fostering a sense of appreciation and belonging.

In addition to time and priority management training, psychological safety training will make a further contribution to our wellbeing roadmap. Whilst SIG has invested heavily in improving inclusion, diversity and wellbeing, there is a recognition that there is still more to do to ensure everyone at SIG feels safe to speak up and act in service of performance and mutual support. In 2025, we will further roll out our eTraining program to help leaders foster psychological safety in the workplace across the leadership levels of the organization.

1 Results from the 2024 survey will only be available after publication of this report.

2 Industry benchmark defined as norms for manufacturing companies participating in the Willis Towers Watson employee engagement survey.

3 Voluntary turnover 2023 excludes employees in our bag-in-box and spouted pouch business, whereas the 2024 rate includes them.