Chapter 3
3,194 employees across Europe and North America: 50% women in senior management, 7.7% of European employees with disabilities, and a global Total Incident Rate of 0.74.
Own workforce
People are Truvant’s most important capital.
Impacts
Risks
Opportunities
Material topics from our double materiality assessment. Select a segment of the ring.
The majority of the company’s workforce consists of direct employees. Truvant also collaborates with temporary labor agencies to provide high flexibility to its customers. We maintain high standards related to this cooperation, checking the agency’s approach to employment practices and its compliance with local regulations and good responsible business practices.
Regardless of the form of employment, Truvant ensures that every person feels part of one team, functioning in a friendly and safe work environment. The agency’s employees actively participate in various campaigns and events organized by us that promote occupational health and safety principles.
| Europe | U.S. | Global | |
|---|---|---|---|
| Women | 1,446 | 436 | 1,882 |
| Men | 840 | 463 | 1,303 |
| Other / unknown | 0 | 9 | 9 |
| Total | 2,286 | 908 | 3,194 |
Professional and skills development
Employee development is one of Truvant’s core values and a key component of our social responsibility strategy.
Truvant leaders took part in the Leadership Development Program in 2025
training hours recorded in Europe’s HR system, 3.7 per employee
hours delivered by 15 internal trainers to 328 Trainer Academy participants
hours of annual food safety retraining for 418 employees at our U.S. food facility
We provide a broad range of training and development opportunities tailored to diverse employee groups and job-specific requirements, supporting both individual growth and organizational resilience. These programs ensure that employees have the knowledge and skills their responsibilities require, while fostering a culture of continuous learning and safety awareness.
Programs aimed at enhancing leadership, technical, and soft skills to support career progression.
Role-based onboarding and continuous learning to ensure operational excellence and safety.
Mandatory training on workplace safety, food safety, ergonomics, and regulatory compliance.
Initiatives that promote inclusive behaviors and equal opportunities across the organization.
Support for multilingual communication and integration in a diverse workforce.
Structured programs to foster knowledge sharing, leadership development, and employee engagement.
In 2025, we continued our strategic development initiative, the DNA of Leadership program, designed for leaders across various operational areas, including production supervisors, warehouse leads, shift managers, and maintenance department heads. The program equips leaders with practical tools to support effective decision-making, team management, and communication.
Since its launch in 2023, the DNA of Leadership program has been a cornerstone of our efforts to build a strong leadership culture across the organization. Its primary goal is to prepare leaders to fulfill their roles more effectively, enhance collaboration, and foster open communication within teams and across departments.
Program objectives
As part of the program, we regularly host feedback sessions with trainers to assess the effectiveness of our development efforts. These sessions explore areas where participants may need additional support or deeper learning; topics that were new, surprising, or challenging; and suggestions from trainers and participants on what can be improved, along with insights into organizational pain points that require attention. These insights help us identify the tools and support our employees need to thrive in their roles.
Thanks to this initiative, a significant number of our operational leaders have strengthened their soft skills, leading to improved team performance, stronger engagement, and more effective communication across the organization.
As part of our commitment to continuous improvement and empowering our workforce, we also ran a Leadership Training Program in North America in 2025 for managers, supervisors, and line leaders. It focused on leading through change, ethical and authentic leadership, and other key competencies aligned with our values and operational excellence goals. In the U.S., 60 employees participated. The program supports our broader ESG goals by enhancing employee engagement, promoting ethical leadership, and ensuring our teams are equipped to lead responsibly.
In 2025, we continued to invest in the growth, safety, and well-being of our workforce through structured training programs tailored to both company-wide and facility- and department-specific needs.
Annual food safety retraining
In our U.S. food facility, 418 employees participated in mandatory annual food safety retraining, accumulating 1,254 training hours. Each session covered critical topics to ensure compliance, safety, and operational excellence, reinforcing our commitment to the highest standards in food safety and workplace safety.
Development Days
Since 2024, our Łódź facility has hosted Development Days, open to all employees including production, and organized by the Continuous Skills Development (CSD) Pillar team. The event raises awareness of career paths, encourages participation in training, and identifies training needs through quizzes, contests, and interactive presentations. The first edition in 2024 attracted 645 participants; the second, in 2025, welcomed 515. In 2026, the company plans to expand the program to Stryków and Wrocław.
Trainer Academy
A development program operating in Poland since 2019, with rollout to U.S. locations planned for the near future. It builds technical, soft, and communication skills and is open to all employees. Sessions are delivered by internal trainers who follow a dedicated development path. In 2025, 15 internal trainers delivered 1,767 hours of training to 328 participants. Trainer Academy supports our sustainability goals by developing competencies, promoting inclusiveness, and increasing engagement.
Trainer Academy topics in 2025
| Europe | |
|---|---|
| Total | 8,559 |
| Per employee | 3.7 |
* Includes only hours recorded in the HR system for external trainings, online ready-made courses, and internal Trainer Academy trainings. Excludes onboarding, instructional or job-specific trainings, health and safety trainings, coaching, webinars, and company co-financed postgraduate studies. Hours per employee use average headcount in Truvant Europe. Comparable data is not available in the U.S.
Our company has a succession planning system designed to identify individuals with leadership potential and support their development through structured actions such as training, mentoring, and gradually expanding responsibilities. This approach ensures both continuity within teams and the growth of future leaders’ competencies.
Career paths and succession processes are individualized. Each employee develops at his or her own pace and in a direction aligned with their skills, interests, and professional goals. We do not apply a rigid, one-size-fits-all development model. Instead, we focus on a personalized approach that reflects each person’s potential and motivation. Development and career path discussions take place between employees and their direct managers, considering both the employee’s preferences (e.g., expert or managerial track) and the organization’s current needs. These conversations also define areas for growth and possible advancement opportunities.
Through our Talent Review process, we foster employee engagement, enable skill development, and address risks related to the loss of key and critical talent, which is essential for ensuring organizational continuity and achieving business objectives. This program also supports decision-making related to succession and individual promotions within the organization, with all decisions reviewed and agreed upon by the senior leadership team.
Our European internship program is a key component of our human capital development strategy and our commitment to supporting local communities. In 2025, 12 interns participated in the program, and 8 of them have continued working with us.
Its purpose is to help young people enter the job market, develop their skills, and build career paths within our organization. Through the program, interns experience our company culture and, when organizational opportunities allow, may continue working with us and start their professional careers.
The program supports students and graduates from local universities in gaining practical, hands-on experience. Interns develop their skills in areas such as Procurement, Operations, Warehousing, Quality, Packaging Development, as well as Engineering and Business Technology. Each participant is paired with a buddy who provides guidance and helps them integrate into the team. During the internship, students take part in a training cycle designed to foster collaboration among participants and ease their transition into the workplace.
We believe that meaningful work and clear objectives are essential for engagement, motivation, and professional fulfillment. Setting goals helps employees understand priorities, organize tasks effectively, and achieve high-quality results. It also fosters a sense of security and accomplishment by providing clarity on expectations and progress.
The process of defining individual goals aligned with organizational objectives takes place annually. Employees that undergo this process meet with their direct supervisors to evaluate their performance and set goals for the next year. These goals serve as a roadmap, enabling them to plan stages of work, manage timelines, and maintain focus on what matters most. By knowing what we aim to achieve, employees can better structure their work and contribute to overall business success.
Performance and career development reviews in North America
In the U.S., all employees participate in regular performance and career development reviews to support continuous growth, skill improvement, and alignment with company standards. Performance for hourly production employees is assessed at three stages: during on-the-job training to evaluate skills and safety readiness, after the 90-day orientation period to review attendance, quality, productivity, and compliance, and through an annual review focused on communication, adaptability, job knowledge, and overall performance.
Salaried (administrative and leadership) employees take part in an Annual Performance and Talent Review, focusing on individual performance, goals achievement, leadership competencies, and career development planning. Through these processes, we ensure that employees have clear priorities, understand their progress, and receive feedback that supports skill development and career growth.
Health and safety at work
Truvant applies a systematic and proactive approach to workplace safety through two structured audit processes that exceed regulatory requirements and are embedded in daily operations.
Total Incident Rate (TIR), global, 2025
No fatal incidents occurred in Europe or the U.S. during the reporting year.
| Europe | U.S. | Global | |
|---|---|---|---|
| Recordable incidents | 7 | 24 | 32 |
| Total Incident Rate (TIR)* | 0.22 | 2.27 | 0.74 |
* The number of recordable incidents during the reporting period divided by the total number of hours worked, multiplied by 200,000. There may be some differences in local reporting requirements for recordable incidents between Europe and the U.S.; the data was consolidated at the global level.
Safety audits
Safety Audits are conducted by certified Health and Safety specialists in collaboration with the owner of the audited area. They focus on workplace conditions, environmental safety, and employee behaviors, and are performed daily in production areas and at a lower frequency in warehouses and other facilities. All findings are documented in a register, reviewed during team meetings, and tracked to ensure timely implementation of corrective actions. This closed-loop process ensures accountability and continuous improvement.
Behavior Observation System (BOS) audits
BOS Audits follow a scheduled plan developed by the Health and Safety team but engage auditors from various departments and organizational levels, including department managers and plant directors. They use a standardized checklist in production and warehouse areas to observe employee adherence to safety rules and established practices. Involving personnel outside the Health and Safety function broadens awareness, fosters shared accountability, and introduces fresh perspectives.
Both audit processes have proven effective in preventing hazardous situations, promoting proactive observation, and embedding a culture of mutual responsibility where employees recognize risks and take action rather than remain indifferent. These audits evolve based on lessons learned, incident analysis, and employee feedback, which keeps our safety programs relevant and impactful.
In the fall of 2025, Truvant organized its annual Safety Days across all Polish locations, coordinated by the Health and Safety teams together with external experts. The events raised awareness of safe work practices, promoted personal responsibility, and encouraged consistent use of personal protective equipment where required. Each site tailored its program to its operations, combining educational and interactive elements such as games, quizzes, and safety-themed challenges.
External specialists delivered hands-on sessions, including first aid workshops, practical fire safety exercises using extinguishing equipment, ergonomics classes, and physiologist-led workshops on physical well-being. Employees could also consult a dermatologist or undergo a spirometry examination. By combining knowledge-sharing with practical experience, Safety Days strengthen our safety culture and help embed safe and ergonomic work habits across all levels of the organization.
employees engaged
employees in live fire safety drills
completed first aid training
Diversity, equity and inclusion
Diversity and equal treatment form an established part of Truvant’s corporate values and organizational policies. The company recognizes that diverse perspectives improve decision-making quality and broaden the organization’s collective knowledge. Truvant ensures that all employees are treated fairly and respectfully, with a consistent commitment to equal opportunities regardless of age, gender, origin, or disability. Responsibility for maintaining an inclusive work environment is embedded across all levels of the organization.
of the Truvant workforce are women
of senior managerial positions are held by women
of Truvant Europe Board Members are women
of employees have disabilities (Europe 7.7%)
Truvant employs individuals with official “person with disability” status, representing a wide range of conditions, including deafness, hearing impairment, and other non-visible disabilities. Our priority is to provide optimal working conditions and a supportive environment, ensuring that every employee has equal access to development and advancement opportunities.
In 2017, Truvant Europe launched the No Barriers program, which remains a cornerstone of our inclusion efforts and continues to expand across all operational areas. The initiative benefits all employees and has had a measurable impact on both the company and our workforce. Employees have strengthened collaboration, communication, and daily interaction skills when working with colleagues with disabilities, and these experiences also enhance awareness in their personal lives. The program increases understanding of barriers that may affect not only individuals with permanent disabilities but also those facing temporary physical, mental, or social challenges. To ensure a safe working environment and compliance with legal requirements, we run an internal training program for employees, supervisors, and managers.
At the end of 2025, Truvant Europe employed 175 employees with disabilities across office and production roles, over 7.7% of our total workforce in Europe. Support extends beyond workplace inclusion: employees with disabilities receive an enhanced package of private medical and rehabilitation services and a monthly financial allowance for medication and treatment-related items. We also collaborate with the Polish Association of the Deaf and the Migam.pl platform to organize meetings and training sessions for deaf and hard-of-hearing employees, ensuring appropriate communication support.
In 2025, we launched the program in Dallas in partnership with Best Buddies International, a global non-profit organization dedicated to creating opportunities for individuals with intellectual and developmental disabilities (IDD). Through this collaboration, we welcomed our first employee with disabilities as part of the program. The initiative builds on our European No Barriers program and extends its principles to our U.S. operations, supporting inclusive employment, professional development and meaningful workplace integration.
Truvant has been repeatedly recognized in local competitions evaluating employment practices and the creation of an inclusive workplace for deaf and disabled individuals. In 2025, Truvant Europe was honored as a laureate of the ‘Employer Worthy of Trust’ (Pracodawca Godny Zaufania) award for fostering a supportive environment for people with disabilities.
Scale 0–10%.
Truvant provides an inclusive and supportive workplace for foreign nationals and migrant workers, ensuring equitable treatment and access to opportunities. In 2025, over 400 Ukrainian colleagues were part of the Truvant Europe workforce. Training materials and key documents, including the Code of Ethics and the whistleblowing mechanism, are provided in Ukrainian to ensure full inclusion, transparency, and trust.
The share of Ukrainian employees at Truvant Europe (about 20% of the workforce) exceeds the national market average, reflecting the company’s openness to individuals who arrived in Poland following the outbreak of the war in Ukraine. In the U.S., Truvant offers employment to migrant workers. We believe that diverse teams where everyone feels seen and accepted are more effective, leading to higher performance and better results.
| Europe | U.S. | Global | |
|---|---|---|---|
| Total | 480 | 96 | 576 |
| Percentage | 21.0% | 10.6% | 18.0% |
Truvant provides an open and accessible workplace for employees of all ages, demonstrating our commitment to intergenerational diversity and inclusion.
Truvant actively fosters a workplace where women can grow and succeed, even without a formal empowerment program.
The unadjusted gender pay gap largely reflects the company’s employment structure and the differing gender representation across particular areas of operations. The largest group of employees is in positions with relatively lower pay levels, where the share of women is higher. In the next two largest operational areas, Maintenance and Warehouse, a higher share of employees are men, which is characteristic of many organizations in manufacturing and logistics.
After taking into account the comparability of roles and scope of responsibilities, the adjusted gender pay gap amounts to 3.15%. It is calculated as the weighted average of the mean remuneration within position buckets, in which roles corresponding to the same work or work of equal value are grouped, based on objective and non-discriminatory criteria such as scope of responsibility, required competencies and the role’s level in the organizational structure.
The company applies the principle of equal pay for the same work or work of equal value, and remuneration levels are regularly reviewed. The level of the adjusted indicator suggests that pay differences between employees performing work of comparable value remain limited. We continue to monitor pay equality indicators and support initiatives promoting diversity and equal treatment.
* The difference between the average gross earnings of men and the average gross earnings of women, divided by the average gross earnings of men, expressed as a percentage.
Employee and social engagement
Employee feedback continues to be a cornerstone of our commitment to a positive and inclusive workplace culture.
2025 global engagement survey
All employees were invited to take part. 2030 goal: an average engagement score of at least 75%.
What employees value
Where we need more focus
Actions we have implemented in response
In February 2025, we launched a global Excellence Awards Program to celebrate employees who exemplify our strategic pillars and leadership behaviors, strengthening our culture of recognition, collaboration, and growth. We presented 43 awards to employees in Europe and the U.S. to recognize teams and individuals for their contributions to advancing our strategy and demonstrating leadership.
In 2025, we strengthened our social engagement through a coherent set of initiatives combining employee involvement with community impact.
In Poland we supported the Wielka Orkiestra Świątecznej Pomocy and continued long-term partnerships with Przytulisko Głowno and Stowarzyszenie Ochrony Zwierząt EKOSTRAŻ, engaging employees in volunteer activities that reinforced local cooperation and team integration. Our holiday campaigns, “Letters to Santa” and “Paczuszka dla maluszka”, mobilized 186 employees to prepare personalized gifts for seniors and care packages for infants. We also advanced empowerment and well-being initiatives, including participation in the Women’s Fulfilment Academy and the Multisport Summer Game, during which several employees donated their prizes to charity. Our Running Team took part in numerous charitable sports events.
Sustainability Report 2025
Start here
CEO statement, business model, sustainability strategy, ESG goals tracker, governance and the double materiality assessment.
Read the overview
Chapter 2
Energy, GHG emissions, materials and packaging, waste, water and the TruGreen programme.
Read the chapter
Chapter 4
Business conduct, anti-corruption, suppliers, product safety, automation, data security and TES.
Read the chapterAttachments
The PDF edition includes everything on this page plus two attachments: the ESRS and SASB index, and the independent attestation of our Scope 1, 2 and 3 carbon footprint.
Attachment 1
ESRS and SASB index
Attachment 2
Attestation of carbon footprint