In 2024, 23 graduates were part of our Global Graduate Programme, which offers young professionals opportunities to develop their personal and professional skills over a two-year journey across our entire global organisation. Talent retention efforts are focused on the business areas with the highest turnover rates. For those areas impacted by higher turnover rates, we have developed strategic initiatives to address specific challenges.

During 2024, we strengthened the follow-up activities, following the presentation of the survey results, on specific action planning for all teams around the world. We also laid the foundation for what we call the Leadership Compass, which serves as a framework that emphasizes five essential pillars of leadership: purpose, development, performance, belonging and personal awareness. These pillars highlight the key areas that leaders need to focus on and accelerate. In 2025, we will introduce the Leadership Compass for all leaders at Demant, which will be implemented through a leadership development programme, focusing on learning journeys within each of the five pillars. The five pillars are also reflected in the Pulse survey, which enables our leaders to measure progress. Furthermore, we have been working on establishing a global standard and a new platform for how we capture and report on HR data, driven by a global effort to standardise key HR processes, such as recruitment, promotion and performance. In 2025, the new platform will be rolled out in our biggest countries (by number of employees) Poland, USA, Denmark, France, Canada, Germany, Australia and United Kingdom and the rest of the world will follow consecutively. In 2025, we will develop and implement a Global Policy on Remuneration and Rewards. Through this Policy, we aim to establish a salary philosophy and ensure that we provide guidance for the organisation. We identify and assess our impacts on human rights on an ongoing basis. In the second half of 2024, we carried out a corporate wide human rights assessment, covering the full value chain of activities. The assessment included a review of our own operations, with consideration of the geographies where we operate and the industries we work in. We also mapped actual and potential impacts in our value chain.