b'BUILDING A CULTURE AND REPUTATION OF BEING A GREAT PLACE TO WORK OUR MANAGEMENT APPROACHalso evaluated by how well they are living and We conducted a detailed culture assessment in FY18demonstrating the company behaviors.and took those outcomes, along with our refreshedStreamlined our compensation and bonus plan set of company values and behaviors, and embeddedstructure, and as part of that initiative, adjustedthem in many aspects of our human resourceour performance metrics to be more closely programming, including our training initiatives, ouraligned with our core values and behaviors. performance review process and our peer-to-peerMembers of the Leadership Team embarked recognition program. We believe this concerted efforton listening exercises and developed action to thread our values and core behaviors throughplans for improvement based on the feedback everything we do has effectively brought them toreceived from employees, including actions for life. Employees tell us they appreciate the fact thatimprovement at their specific locations, as well we are serious about actively living our shared globalas for the overall organization. Employees were behaviors in our day-to-day roles and responsibilities.asked to think big and think about collaboration, how can we all win together, whether it be 2019 PEOPLE PERFORMANCEthrough a new shared services business model, HIGHLIGHTSthrough more cultural transformation, or other considerations suggested by our team.In FY19 we initiated the following activities to enhanceLaunched an employee peer-to-peer recognition our culture and reputation as a great place to work: program, where employees are encouraged to Identified leadership development as an area ofrecognize their peers when they demonstrate opportunity for the organization requiring greaterbehaviors and actions in alignment with Lindsays focus, especially given our goal of promotingcore values.internally over hiring externally for open positions. We launched a due diligence process to identifyRECOGNITIONS BY BEHAVIORcritical roles and positions where we need to develop leadership competencies.Checked in on our organizational health through our annual survey and we were pleased501 36% TOTAL 29% 399to see we made progress. This is an area ofONE LINDSAY RECOGNITIONS BUILD TRUSTcontinuous improvement for us, so we introduced1,380quarterly pulse surveys to help provide visibility which allows us to address items earlier, rather15% 212than waiting until the annual survey.268 20% UNLOCK CREATIVITYRevamped our performance review process toCUSTOMER-FIRSTincorporate a segment where employees are nowINNOVATION15'