Development of our people

DEVELOPMENT OF OUR PEOPLE

G4-DMA

Purpose

Collaborators Compañia de Galletas Noel. Medellín, Colombia.

Collaborators Compañia de Galletas Noel. Medellín, Colombia.

 

To promote the comprehensive development of human capital in order to achieve the availability, commitment and productivity of individuals, ensuring skills and talents in the short, medium and long term to achieve the objectives of the Organization.

Strategy and Progress 2015

Strategy Progress 2015
Update the leadership model and define the talents of the Grupo Nutresa employee. ico_f_verde

The leadership and personnel talent model was introduced in the Grupo Nutresa businesses.

Implement the development and training plan for Nutresa talents. ico_f_verdeOscuro

A total of 372 employees were trained in Nutresa leadership talents and 949 employees in transversal talents. G4-LA9

Implement the SuccessFactors talent information system. ico_f_verdeA

The selection, succession and development, and management of objectives (performance, compensation and learning) models were implemented.

Strengthen talent development practices. ico_f_amarillo

99 internships for employees in other roles were executed; 20.306 employees attended external training programs in Colombia and abroad. G4-LA9

Update the international mobility policy for Grupo Nutresa employees. ico_f_naranja

The policy with coverage throughout the strategic region was implemented.

Manage organizational climate and commitment. ico_f_rojo

Measurements were made and we worked on constructing plans to close gaps.

The indicator G4-LA9 is linked to the goals SDG 4 SDG 5 SDG 8

Risks and Opportunities

Since human talent is a key factor of success in the results of the Organization, Grupo Nutresa’s practices are aimed at strengthening a culture that encourages the development, growth and achievement of employees’ personal and professional projects in sync with the needs of the Company to achieve results.

Identified risks, which permanently become management challenges, are: low capacity to attract and engage the best talent, limited availability of employees with the skills required by the Organization in the medium and long term, low productivity and performance, a labor environment unfavorable for development, the lack of inspirational leadership, and brain drain.

The short– and medium–term work plans that contribute to the 2020 goals minimize these risks based on strengthening the employer brand in all the countries where it operates, identifying innovative recruiting networks to attract the best talent, and in developing a leadership platform that encourages innovation, diversity and the sense of achievement and progress in people. In addition, strengthening warm, close, work environments generates an affective relationship with employees and a high commitment to the performance and sustainability of the Organization.

Future Perspectives

The work strategy to develop people by 2020 will be focused on incorporating and closing gaps in transversal talents and leadership in all Grupo Nutresa employees, with a high emphasis on clients and consumers, innovation and sustainable development. Another focus will be the consolidation of SuccessFactors as a tool for comprehensive talent management that achieves the identification of the level of performance of each employee and their contribution to the Organization’s results.

Likewise, an increase in the number of employees in internships in other roles and international companies has been proposed, strengthening their participation in equal opportunities in filling vacancies in all the companies.

In addition, management of the organizational climate will continue, maintaining the standard set by Grupo Nutresa at a level of excellence and the development of leadership as a tool to strengthen the organizational culture.

Remarkable Achievements

icono estrella calidad

gcv_logoMercoTalentoThe third best company to work in Colombia and the first in the food sector, according to the results of MERCO Talent 2015.

Human Resource Management team of the Pastas Business receiving the Gold 2015 Award.

Human Resource Management team of the Pastas Business receiving the Gold 2015 Award.

 

The 2015 Gold Award in the category “Companies that Cross Boundaries,” awarded by Legis Colombia, which highlights the cultural management model of Productos Alimenticios Doria S.A.S.

gcv_logoCincel
Recognition awarded by CINCEL (the Organizational Behavior Research Center) to Servicios Nutresa, Colcafé, Cordialsa Ecuador, Compañía Nacional de Chocolates Costa Rica and Molinos Santa Marta, for their excellent management in organizational climate and commitment to employees.

Progress 2015

Sales team for Cold Cuts Business. Ibagué, Colombia.

Sales team for Cold Cuts Business. Ibagué, Colombia.

 

During 2015, it was possible to consolidate and strengthen human capital management practices that leveraged the achievement of the Grupo Nutresa objectives. The most significant results were:

  • Updating the Grupo Nutresa leadership model and defining seven transversal talents:

 

The disclosure and communication of talents and behaviors associated with all Grupo Nutresa employees was conducted.

  • Strengthening the attendance and virtual training platform in strategic topics for Grupo Nutresa. Altogether, 759 employees from the different companies attended training events on issues such as Digital Marketing, Diversity and Inclusion, Social Business for Productivity, Change Management, Client–Centered Innovation, Intercultural Negotiation, Business Environment, Development and Leadership for Diversity. A total of 581.403 hours were dedicated to training with an investment of COP 8.901 millions. G4-LA9

Employee Training G4-LA9

MANAGEMENT

Number of People
Men
Women
101
32
Men
Women
34
9
Men
Women
5
2

Number of Hours
Men
Women
4,314
1,065
Men
Women
73
38

Investment (COP Million)
Men
Women
1,298
370
Men
Women
18
16
Men
Women
36
0
PERSONNEL OF CONFIDENCE

Number of People
Men
Women
5,222
3,329
Men
Women
3,529
1,961
Men
Women
123
83

Number of Hours
Men
Women
198,616
130,608
Men
Women
36,435
14,630

Investment (COP Million)
Men
Women
2,932
1,663
Men
Women
151
80
Men
Women
283
144
OPERATING OPERATING

Number of People
Men
Women
8,417
3,205
Men
Women
6,807
2,221
Men
Women
34
3

Number of Hours
Men
Women
206,336
40,466
Men
Women
78,919
12,537

Investment (COP Million)
Men
Women
2,083
555
Men
Women
477
111
Men
Women
9
0
TOTAL

Number of People
20,306
14,561
250

Number of Hours
581,404
142,632

Investment (COP Million)
8,901
852
473
MANAGEMENT
MANAGEMENT
Men
Women
PERSONNEL OF CONFIDENCE
Men
Women
OPERATING PERSONNEL
Men
Women
TOTAL

Number of People
Training and Education
101
32
5,222
3,329
8,417
3,205
20,306
Occupational Health and Safety
34
9
3,529
1,961
6,807
2,221
14,561
Higher Education
5
2
123
83
34
3
250

Number of Hours
Training and Education
4,314
1,065
198,616
130,608
206,336
40,466
581,404
Occupational Health and Safety
73
38
36,435
14,630
78,919
12,537
142,632

Investment (COP Million)
Training and Education
1,298
370
2,932
1,663
2,083
555
8,901
Occupational Health and Safety
18
16
151
80
477
111
852
Higher Education
36
0
283
144
9
0
473
  • Implementation of the SuccessFactors talent management technological tool, with modules on: Recruiting and Selection, Succession and Development, Goals Management, Learning and Compensation.

gcv_logoSuccesFactor

Regular Performance Evaluations G4-LA11 SDG 5 SDG 8

ico_porcentajeHombres

PERCENTAGE OF MEN
who regularly receive performance evaluations and professional development

64.2%

PERCENTAGE OF WOMEN
who regularly receive performance evaluations and professional development

53.4%

PERCENTAGE OF EMPLOYEES
who regularly receive performance evaluations and professional development

60.9%

Skills and Training Management Programs G4-LA10 SDG 8

Program Name Objective
Sales School Training aimed at developing skills in human rights.
Diversity and Inclusion Diploma course directed to the sales team of Comercial Pozuelo which brought them strength, security and strategy, also directed to create work plans that will allow them to renew their image and that of the company, with its direct and indirect customers.
Protection factors for healthy living To motivate people towards a healthy lifestyle free of addictions, improving productivity and quality of life, preventing risks in the family and work environment based on the belief on itself.
Money Laundering and Financing of Terrorism Management for the prevention and control of risk of Money Laundering and Financing of Terrorism (ML / TF) in order to avoid the risks associated with these issues.
Course in nutrition Program taken by 79 employees through theSDLabs strategy that leverages the development of the capabilities of Biscuits Business (nutrition).
Prospective Training in prospective tools that will visualize the future of the businesses.
Intercultural negotiation Understanding the concept of multicultural intelligence, which goes beyond memorizing the habits and traditions, and covers the fundamental dimensions that underlie the culture and give valuable tips to interpret the meaning and effective communication tracks.
Knowledge management as a source of co-creation Take advantage of the knowledge generated as a contact point that allows new relationships for creating projects and initiatives within the organization.
Business environment, threats to sustainability Developing analytical capacity of the business world as a frame of sustainability.
Customer service Understanding the customer as the beginning and end of the actions of the Organisation oriented service, which contribute loyalty and satisfaction.
Customer-focused innovation Understanding the customer as a source of ideas and important initiatives for the generation and development of new products and services.
Management of Change as an opportunity to itself rethink Observing the processes of change as an opportunity that enable to the individual and the Organization evaluate, resume and modify positions, given the opportunity to think in a different environment.
Diversity and inclusion Beyond raising awareness about the importance of the concepts of diversity and inclusion, providing practical tools that make these concepts become reality.
I believe in my working retirement Guidance and support to personnel of direction close to retirement in the dimensions of being, doing, having and transcend.
  • Development of 99 professional internships from the different companies in other roles, businesses and regions.
  • Consolidation of the policy to publish vacancies by launching 300 calls that permitted the participation of employees in other positions of greater responsibility.
  • Strengthening an inclusive business culture that provides employment opportunities and which, in 2015, incorporated 4.884 direct employees with a growth of 21.5% compared to 2014.

Geographic Distribution of Direct Employees by Country and Gender G4-10 SDG 8

Employees 2015/Apprentices and/or student interns 2015
Employees 2014/Apprentices and/or student interns 2014

  • Updating and formalizing the expatriation policy. So far, there are 32 ex–pat employees in the strategic region.

 

Proportion of senior management hired from the local community G4-EC6 SDG 8

For Grupo Nutresa, it is, and will continue to be, a challenge to maintain the organizational climate and commitment of all the companies at a level of excellence. In 2015, the consolidated results were 84.4%, against a goal of 83.2%.

Ratios of standard entry level wage by gender compared to local minimum wage G4-EC5 SDG 1 SDG 5 SDG 8

MEN WOMEN
ico_b_colombiaColombia 1.89 1.35
ico_b_costaRicaCosta Rica 1.77 1.21
ico_b_mexicoMexico 2.61 2.64
ico_b_peru Peru 2.08 1.92
ico_b_panama Panama 1.22 1.19
ico_b_republicaDominicana Dominican Republic 1.58 2.01
ico_b_usa United States 1.48 1.14
ico_b_chile Chile 2.32 1.71

Hirings and Rotation Index G4-LA1 SDG 8

Formación de colaboradores [G4-LA9]
RANGO DE EDAD
<30
Men
Women
3,112
2,806
Men
Women
34
9
Men
Women
5
2
Men
Women
4,314
1,065
Men
Women
73
38
Men
Women
1,298
370
Men
Women
18
16
Men
Women
36
0
Men
Women
36
0
30-50
Men
Women
5,222
3,329
Men
Women
3,529
1,961
Men
Women
123
83
Men
Women
198,616
130,608
Men
Women
36,435
14,630
Men
Women
2,932
1,663
Men
Women
151
80
Men
Women
283
144
Men
Women
36
0
>50
Men
Women
8,417
3,205
Men
Women
6,807
2,221
Men
Women
34
3
Men
Women
206,336
40,466
Men
Women
78,919
12,537
Men
Women
2,083
555
Men
Women
477
111
Men
Women
9
0
Men
Women
36
0
TOTAL
20,306
14,561
250
581,404
142,632
8,901
852
473
473
AGE RANGE
<30
30-50
>50
TOTAL

New employees
3,112
2,806
1,428
1,157
90
48
8,641
New employees by employer substition
36
29
68
64
15
5
217
Voluntary employees
1,596
1,667
872
843
77
42
5,097
Fired employees
900
672
837
463
121
34
3,027
Retired employees
0
0
3
0
52
26
81
Deceased employees
5
1
3
2
3
0
14
Leaving employees by employer substitution
28
16
52
48
12
4
160
Total leaving and retired employees
2,501
2,340
1,715
1,308
253
102
8,219
Rate of employees turnover
12.2%
12.7%
-2.9%
-2.6%
-6.7%
-7.2%
1.5%

Note: new employees does not include new acquisitions.

Colaboradores Compañía de Galletas Noel. Medellín, Colombia.

Colaboradores Compañía de Galletas Noel. Medellín, Colombia.

Progress has been made in accompanying contractors, in order to develop talent management skills in them. In 2015, training activities and the transfer of best practices were carried out with 108 contractors who have the greatest impact on Grupo Nutresa companies. Also, audits on labor standards were conducted to identify risks of noncompliance, combined with support in defining a plan to close gaps to ensure they make the best partners in managing human capital.

The above strategies allowed Grupo Nutresa to occupy third place as the best employer in Colombia and first place in the food sector.