To manage strategies aimed at promoting, identifying and monitoring behaviors that violate human rights by leaders, direct employees and contractors in a structured manner, in order to consolidate a work culture that appreciates diversity in all its forms, that is inclusive and that capitalizes on difference to benefit innovation, attraction and commitment of the best talent.
|Train leaders and work teams in human rights, diversity and inclusion.||
We trained 7,668 employees and leaders. [G4-HR2]
|Consolidate grievance mechanisms for human rights abuses and discrimination.||
Different mechanisms, such as the Ethics Hotline, Coexistence Committees and the Human Rights eMailbox, were disclosed.
A total of 40 cases of possible human rights abuses and discrimination were reported.
|Strengthen the Human Rights Strategic Committee and the Tactical Committee.||
The Human Rights Strategic Committee led 21 conversations, with the participation of employee and union representatives from the companies in Colombia, Mexico and Peru.
|Update the Grupo Nutresa Human Rights Risk Matrix and build matrices of the principal international operations.||
We updated the corporate risk matrix and built matrices in Central America, Mexico, Peru, Chile and Ecuador.
|Promote diversity and inclusion practices.||
We incorporated the Equipares gender–equality management system in Servicios Nutresa.
We disclosed the “And Who Wins Here” strategy as an awareness tool in discrimination.
Research was conducted on changes in the workforce according to the new generations and leaders were trained.
We incorporated 100 handicapped employees in the different companies.
Risks, such as the effect on reputation, makes attracting talent and employee commitment difficult; for this reason, the Organization manages strategies and programs that help strengthen the employer brand in a structured manner.
Due to the high risk of violation of human rights and discrimination by bosses or co–workers, strategies are focused on raising awareness and incorporating inclusion and diversity practices. Complementing this work, contractors were involved through audits on labor standards, which helped identify risks and build roadmaps to mitigate them.
The risk of noncompliance of labor standards has labor and criminal lawsuits as possible consequences, so Grupo Nutresa has grievance mechanisms and conversations with employee and union representatives that allow for transparent, trustworthy relationships.
Diversity in the workforce generates a culture open to change and innovation, so the Organization has incorporated global practices of inclusion and diversity.
In the process of consolidating the human rights management system, Grupo Nutresa continues with challenges identified in conversations with employees and unions, in grievance mechanisms and in the risk matrix. Today we have a work plan to mitigate these challenges by 2020.
The foci of work identified are: continue training in human rights and diversity and inclusion in all the companies in Colombia and abroad; consolidate grievance mechanisms for violation or discrimination; incorporate the gender–equality seal in all companies to close existing gaps in managing gender equality; sensitize and educate employees about the implications of the post–conflict in Colombia and their role as citizens in this process; and develop skills in contractors to manage human rights.
The results of the Dow Jones Sustainability Index 2015 positioned Grupo Nutresa with the highest ranking in managing human rights and labor practices, and ranked it as a world leader in the field.
Servicios Nutresa obtained the seal of gender equality Equipares, awarded by the Ministry of Labour, UNDP and the Presidential Council for Women Equity; because of the oincorporation and consolidation of practices for equity, promoting equal opportunities for men and women in the labor sphere.
The Grupo Nutresa human rights management system has been aimed at mitigating risks and consolidating a culture focused on diversity, inclusion and equality, with the conviction that respect for people drives the commitment to the Organization and strengthens its social capital, reflected in improved reputation and employer brand.
Because of the key role of the Company’s human capital in managing this issue, in 2015 work was aimed at training leaders and work teams in matters related to human rights, diversity and inclusion. This training was carried out through workshops and communication strategies that illustrated to employees the situations and behaviors that may violate these rights. G4-HR2
Structuring and defining grievance mechanisms helped create greater awareness on the issue in employees and activated the possibility of making cases of possible infringement visible, which was reflected in the increase in grievances, going from nine cases reported in 2014 to 40 in 2015, which were addressed and managed by those responsible in each business.
The management of the Human Rights Strategic Committee was consolidated; for the third year, it held conversations with employee and union representatives to socialize the practices that promote respect for human rights and situations that may violate them.
We held 21 meetings, where aspects that will be incorporated into future work plans – aimed at strengthening grievance mechanisms, training middle management, promoting calls to fill vacancies, developing capabilities of the members of the Coexistence Committee, and assuring the alignment of contractors with the Grupo Nutresa philosophy of action – were identified.
Progress was made in international operations in Mexico, Peru, Costa Rica, Chile and Ecuador, where conversations were held with employee and union representatives, risk matrices were developed and employees were trained in human rights.
Within the Tactical Committee’s work plan, training continued in human rights for security personnel, to ensure that their behavior conforms to the Organization’s vision and values.
To strengthen social capital and address extended responsibility, in 2015 an auditing plan was structured in labor standards for contractors, which defined actions to minimize the risk of human rights violations and enabled them to develop skills inspired in the Grupo Nutresa philosophy. Likewise, in contracts with third parties there is an express commitment to promote and respect human rights in their operations. In 2015 one significant contract was signed with this clause G4-HR1 SDG 16. Consistent with the principles of the Global Compact, Grupo Nutresa and its contractors do not hire minors and do not permit any type of forced labor, which seeks to ensure that these risks do not arise in the Organization’s workplaces.
In connection with suppliers, potential risks of child labor have been identified in the supply of cocoa, corrugated materials, fruits and vegetables, wheat, eggs, milk and substitutes, so the supplier is evaluated to see if it has control mechanisms. Also, during on–site visits, it is ascertained that there are no children working and resumes and social security reports are requested. G4-11 SDG 8 G4-HR5 SDG 8 SDG 16 G4-HR6 SDG 8
Grupo Nutresa includes the participation of union organizations and collective agreements of employees as a mechanism of association to construct agreements that benefit employees. In 2015, 14.3% of employees were affiliated to unions and 50.8% to collective agreements of employees. These associations are heard through different mechanisms, such as the Human Rights Committees, which report on the changes that impact workers in the companies, so that they are involved in an agenda of change that enables them to successfully migrate to new realities. G4-LA4 SDG 8
In the human rights assessments made in the Organization in recent years, we have found a low risk of violating freedom of association and the right to collective bargaining. In dairy products, fruits and vegetables, and assembly services, potential risks were identified, for which the assessment of the existence of freedom of association, unions, collective agreements and other mechanisms. G4-HR4 SDG 8