Performance by dimension

Grupo Nutresa contributes to the human and territorial development of the countries where it operates in order to strengthen people’s potential, putting at the service of society and all allies its knowledge, practices and experiences by means of the collaboration and the implementation of relevant, effective and sustainable initiatives that have a positive impact on the improvement of the learning processes and drive the stakeholders’ competitiveness, the respect for Human Rights, as well as people’s nutrition, health and well-being. This will be fulfilled by acquiring new knowledge that allows developing high-impact and significantly relevant innovations

Offering products and menus that provide the consumers with alternatives that meet their nutrition and wellness expectations, and actively promoting healthy lifestyles by means of awareness-raising and education campaigns and programs withan emphasis on responsible consumption.

Grupo Nutresa’s portfolios evolve through healthy proposals based on the critical nutrient reformulation, the elimination of color additives and artificial preservative components, the incorporation of nutrients and functional ingredients, and with vegetable-based products that contribute to the consumers’ general health and wellness. The Company increasingly offers more product alternatives with recommended nutritional profiles within a balanced diet. Such alternatives include products made with natural raw materials that have undergone minimum processing.

For the development and scaling of these healthier proposals, the Organization maintains constant monitoring of the latest findings in the food-health relationship, identifies opportunities regarding new ingredients and evaluates emerging concerns. According to the available scientific evidence, the nutrients that currently gather most of the efforts are sugar, sodium and saturated fats.

With regard to the strategic initiative on innovation related to products focused on nutrition and health, and to evaluate their nutritional composition, Grupo Nutresa has analyzed several systems based on scientific knowledge, and selected the NutriScore standard. The reason for this selection is that such standard includes the constraint related to critical nutrients of interest in terms of public health, and the contribution of beneficial nutrients such as fiber and protein, as well as ingredients such as fruits, vegetables, dairy components, among other.

This standard includes the use of the algorithm developed in Great Britain in 2005 by a team of researchers from Oxford, which was adopted and subsequently adapted by France to create its front label system, and has been implemented by other European countries as well.

In furtherance of the nutrition policy with the aim of delivering quality of life to the consumers by means of product and menu alternatives that meet their nutrition, health and well-being aspirations, and fostering strategies for the promotion of healthy lifestyles and an informed decision-making process, the Company has implemented self-regulation guidelines regarding advertising and front-panel nutritional information for those countries that lack regulatory frameworks in this respect.

The disclosure of the nutritional values and functionality of the products must be aligned with the state of the art, in addition to observing stringent regulations that only allow making statements of nutritional properties, nutrient function or reduction of the risk of disease when there is sound scientific evidence to do so. The portfolios of Bénet, Kibo, Doria, Sello Rojo and all the products with added or reduced nutrient contents comply with the established guidelines.

In the case of calorie-free beverages, the Organization has a full portfolio of instant cold beverages, as well as dairy modifier alternatives with reduced calories and vegetable-based beverages with added sugar.

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Consolidating an inclusion-driven and diverse culture that fosters the comprehensive development of the human capital, thus achieving
availability, commitment, productivity and balance by means of safe and
healthy work environments.

In 2021, the strategies with the highest impact regarding human talent development were focused on the reconfiguration of capabilities that enable the achievement of the objectives set for 2030. The gaps addressed in the reskilling and upskilling process were focused on subjects such as leadership, adaptability, circular economy, new technologies, innovation, agile culture, diversity and gender equality, among other.

The leadership model and the Nutresa talents have also evolved, and will allow consolidating a more global, diverse and market-centered Company.

Moreover, talent attraction and commitment have become a major challenge. That is why, in 2021, the Company implemented initiatives such as the adoption of new technologies for seeking talent and strengthened the planning process by identifying high-potential women and men.

The ways of working were also transformed, turning the hybrid model into a flexible alternative for the employees, who have found options in telecommuting, remote work, work at home and gradual return to the office.

The care for both physical and mental health has always been a management focal point; however, in 2021, the Organization redefined new ways of contributing to people’s quality of life by meeting their needs and addressing the new realities emerging from the COVID-19 pandemic.

As challenging as the entire year was, the Organization consolidated itself as the best company to work for in the food sector in Colombia according to the Merco corporate monitor. Additionally, the Company obtained excellence-level results in the fields of organizational climate management and commitment. Moreover, Grupo Nutresa was able to protect jobs and create opportunities for young people and women, the population most affected by the pandemic. The Company will continue strengthening this initiative with the aim of contributing to the economic reactivation.

Grupo Nutresa remains committed to the promotion of the respect for Human Rights and the contribution to inclusion and diversity in all its forms; therefore, the Organization keeps working on initiatives that allow achieving increasingly better inclusion indicators targeting 2030.

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Ensuring the satisfaction, well-being and nutrition of consumers with safe and
high-quality products under strict compliance with the legal framework based on the quality management and food safety systems.

Grupo Nutresa holds 273 up-to-date certifications for its operation centers. In 2021, 91,8% of the production took place in plants certified under food management standards. [GRI G4 FP5]
The Company did not receive any warnings due to non-compliance with voluntary codes related to food security and labeling. This confirms the adequate management of the control measures that have been put in place.

Food safety culture
The Organization trained 16.994 employees who support quality systems in areas such as risk and opportunity management, good manufacturing and maintenance practices, HACCP or critical control points, food safety, microbiology, allergens, FSSC 22000, food defense and food fraud, among other.

Supplier Development [FB-PF-430a.1]
Grupo Nutresa trained 251 suppliers and more than 5.000 people in the use of agrochemicals, technical requirements for supplies, agronomic management of crops and plantations, allergens and good agricultural and manufacturing practices. For the top 16 commodity categories that make up the commodity pareto, there was an approximate certification percentage of 40%.

Sustainability-related risks assessed [FB-FR-430a.3]
The Organization manages the sourcing risks and addresses major emerging sustainability challenges by means of the assessment and commitment to the suppliers, the implementation of sustainable sourcing guidelines and the increase in transparency throughout the supply chain. In addition, the Company works on the geographies where it operates to manage the risks it is exposed to, such as:

  • Environmental risks: Alteraciones en el recurso hídrico, el suelo y la atmósfera; dependencia de recursos no renovables; inadecuada gestión de residuos; incumplimiento normativo ambiental; pérdida de biodiversidad; uso y gestión inadecuada de sustancias peligrosas, y variabilidad climática en niveles significativos e intolerables.
  • Social risks: Inadequate work environment, product contamination, child labor, violation of the freedom of association right and of the collective bargaining right at significant and intolerable levels.


Animal welfare
[FB-RN-430a.3] [FB-MP-410a.1] [FB-MP-410a.2]
Through its Cold Cuts Business, the Company has sustainable sourcing initiatives in place that ensure 15,5% of the pork is produced without using gestation crates. The commitment for 2027 is to ensure all the Organization’s own farms are crate-free.

In addition, Grupo Nutresa controls the use of medicines such as antibiotics and anti-inflammatories, as well as the times of use and withdrawal in order to protect the quality of the meat, the health of its own herd and that of third parties. Additionally, the Company monitors the meat cut residual levels are at zero, and prohibits the use of growth-promoting substances.

In the context of eggs produced in cage-free environments, the Organization has defined an animal welfare policy that includes this aspect. Additionally, the regional egg supply capacities are analyzed with the purpose of identifying new suppliers with sustainable practices.

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Designing and undertaking initiatives focused on eradicating hunger and malnutrition, creating healthy food consumption possibilities through the development of sustainable agricultural
capabilities.

The Organization continued developing strategies focused on boosting the production and consumption of healthy food in communities at risk of food insecurity. With the implementation of the ‘Germinar’ program, 2.371 families benefited from the construction of sustainable nourishment systems in five Colombian states. Thus, 20.822 kilograms of food were produced, which are equivalent to 52.055 fruit and vegetable servings received by the families involved in the processes.

Moreover, the effective innovation processes proposed by the Organization were implemented in the food security programs. In 2021, the methodology of the ‘Germinar’ program underwent a transformation process that included the adoption of new overarching practices, such as the agro-ecological practices, which will allow having a model that is articulated with scenarios focused on conservation and the inclusion of environmental care.

Finally, 2.857 Grupo Nutresa volunteers were key actors in the processes related to food security. In this context, 7.941 food packages were delivered to 8.229 families within the framework of the celebration of the International Volunteer Day under the strategy called “Tus Pasos Contra el Hambre” (Your steps against hunger), which is part of the “Poder de Mil” (Power of a thousand) platform. Thus, 348.291.674 million steps translated into food well-being for Mexican, Chilean, Dominican, Costa Rican, Peruvian, Panamanian, Guatemalan, Nicaraguan, Ecuadorian and Colombian families.

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Managing and promoting high-impact innovation bycollaborating with the global science, technology and innovation ecosystem in order to gain new knowledge that allows researching and developing products, services,
experiences and business models.

Managing and promoting high-impact innovation by collaborating with the global science, technology and innovation ecosystem in order to gain new knowledge that allows researching and developing products, services, experiences and business models. Grupo Nutresa makes progress in the fulfillment of its goal of doubling the 2020 sales by 2030, as well as the goal of reaching 20% of innovation-driven sales and 50% of product launches focused on health and nutrition. In alignment with these strategic definitions, innovation has been an enabler that boosts the creation of new products, services, business models, channels and experiences.

In 2021, the Organization obtained high-impact results across the multiple pillars of the Imagix Model.

Portfolio management:
COP 2.003.050.838.864 in innovation-driven sales throughout 2021. 1.104 product innovations, 2.325 processes, 343 experiences, and 276 services launched into the market.

Training
More than 350 employees and leaders received training in innovation methodologies.

Ecosystem
10 projects submitted to calls for entries, representing tax benefits for COP 1.505.335.141 in 2021 and COP 1.289.234.192 in 2022. The financing obtained for 2022 amounts to COP 122.544.849.

Open innovation
Development of 53 open innovation projects in collaboration with actors external to the Company. The Nutresa Ventures fund invested in four entrepreneurship projects, thus setting up connections with companies through technologies and propositions that will be of great relevance for future innovations.

Innovations related to health
Launches with a specialized health and nutrition proposition that showcase the continuous research and innovation efforts carried out by Grupo Nutresa to consolidate its products, in addition to other benefits and a high nutritional value.

Intellectual property
It is increasingly relevant within the Imagix Innovation Model because it protects and preserves the knowledge produced, identifies fundamental technological trends in the forward planning exercises, reduces the risks related to the infringement of third-party intellectual property copyrights, and maintains the competitive advantages. In 2021, 48 brands and 2 patents were secured by the Organization. The Company is pending to be granted 126 brands, 3 patents and one industrial design.

Resources

  • COP 167.396 million invested in R&D+i, which are equivalent to 1,43% of the Company’s sales invested in innovation.
    344 people exclusively dedicated to R&D+i throughout the Organization.
  • In the future, the strengthening of the corporate entrepreneurship will be essential for Grupo Nutresa’s transformation and for the generation of new layers of growth. Additionally, incremental innovation will remain an important focus of the strategy to guarantee the dynamism of the brands toward the consumer. Moreover, the management of the portfolios will be key in guaranteeing a positive impact and efficiency in the use of resources at the service of these projects. The strengthening of Grupo Nutresa’s digital capabilities, the creation of products focused on health and nutrition, and the exploration and utilization of international ecosystems will be drivers of development and evolution for the Company.

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Implementingcomprehens actions that guarantee the development of capabilities
and the connection of base-level communities with real opportunities in terms of employment, entrepreneurship and educational continuity.

Grupo Nutresa continued contributing value to its communities based on capability development strategies through Fundación Nutresa. Focused on four strategic pillars —Education for Society, Strategic Volunteering, Healthy Communities and Sustainable Value Chain— and social investments amounting to COP 159.656.190.051, the Organization produced a positive impact on more than 10.267.066 people in all the countries from the strategic region.

Thanks to programs that contribute to building a better society, such as the leadership and education quality program known as ‘Líderes Siglo XXI’ (21st Century Leaders), 1.800 academic directors from more than 158 Colombian education institutions developed their capabilities for improving climate, leadership and management indicators. Furthermore, the identification and management of synergies of education strategies to create employment and entrepreneurship opportunities for young people and women strengthened and broadened the impact on these populations in the region.

With the purpose of contributing value to communities that connect directly with their value chain, Grupo Nutresa implemented programs and projects for the development of the capabilities of 11.292 customers and 6.936 suppliers. In addition, the Company strengthened engagement scenarios by means of virtual training platforms, which is how it managed to become closer to its communities in the countries where it operates.

Corporate volunteering was maintained as the human capital mobilization scenario for building the capacities of both communities and employees. In this context, 8.122 voluntary actions were organized, with 12.166 employees supporting development activities in the community. These actions benefited 311.910 people in Colombia, Chile, Ecuador, Peru, Mexico, the United States, Central America (CAM), the Dominican Republic and the Caribbean.

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