Quality of life

QUALITY OF LIFE

G4-DMA

Purpose

Collaborators enjoying wellness spaces, Compañia Nacional de Chocolates. Rionegro plant, Colombia.

Collaborators enjoying wellness spaces, Compañia Nacional de Chocolates. Rionegro plant, Colombia.

 

To promote healthy lifestyles and develop a culture of self–care that contributes to employee welfare and balance, positively impacting productivity and commitment to the Organization.

Strategy and Progress 2015

Strategy Progress 2015
Consolidate the Responsible Family Company (Empresa Familiarmente Responsible, EFR) management system. ico_f_verde

Plans and programs were implemented to strengthen the six dimensions of the reconciliation of personal, family and work life.

Consolidate the Healthy Organizations management system. ico_f_verdeOscuro

It continued with the promotion of a culture of self-care and the development of healthy lifestyles in the employees.

Define the model to assess the level of maturity of the companies against the model of health and safety management in world–class organizations. ico_f_verdeA

The methodology to diagnose the level of maturity was defined; a plan will be implemented in 2016.

Relocate people with occupational disease in positions that minimize the progression of the disease. ico_f_amarillo

Of 274 people with occupational disease, 73% were relocated to other roles.

Segment employees according to their lifestyles, needs and preferences. ico_f_naranja

The Endomarketing Model was incorporated to manage wellness activities in two companies.

Encourage the process of self–knowledge and define the purpose and meaning of life in employees. ico_f_rojo

1,633 persons attended self–management workshops, such as the Interior Traveler and Live with Sense.

Implement new ways of working. ico_f_aguamarina

The telecommuting model was consolidated with 310 employees.

Manage contractors. ico_f_verdeAocuro

Auditing and monitoring indicators on accidents and absenteeism were incorporated into contractor management.

Risks and Opportunities

The food sector is susceptible to the risk of physical and psychosocial impairment of employees, due to the type of activities performed. For Grupo Nutresa, this may affect productivity due to employee absenteeism and accidents. Thus, the Organization manages safe work environments that motivate self–care and ensure the best working conditions, and – in turn – it updates the physical and psychosocial risk map to incorporate best practices. The risk of noncompliance of prevention standards and health and safety management by contractors makes the Organization work actively with third parties to address its extended responsibility.

Risks, such as the difficulty to attract and retain talent, could generate low commitment and sense of belonging to the Organization, a lack of purpose and direction of employees toward work and organizational climate deterioration. To minimize these risks, practices that facilitate reconciliation and balance – such as telecommuting, flexible hours, time coupons, quality of life and wellness practices, all focused on the needs and expectations of employees and the different generations they represent – have been incorporated.

Noel employees enjoying their free time in a rest area.

Noel employees enjoying their free time in a rest area.

Future Perspectives

By 2020 all companies will have incorporated management models to reconcile personal, family and work life, implementing the Responsible Family Company (Empresa Familiarmente Responsible, EFR) model. It will have also consolidated safety and health at work prevention and intervention systems, closing gaps identified in the diagnosis of world–class organizations that will be done in 2016.

The Company will continue carrying out the Reincorpórate Project, which intends to relocate employees diagnosed with occupational disease, to reduce the risk of progression of these diseases and maximize the productivity of these people.

Another challenge for 2020 will be to continue the implementation of investment plans for safe working conditions, through the application of a financial model that evaluates the return on investment to reduce illness and accident in high–risk processes.

We will continue the contractor management plan, to ensure the development of capacities in managing occupational safety and health systems, and in the incorporation of best practices.

A decrease in the accident frequency rate was proposed as an objective. This went from 2.62% in 2014 to 2.42% in 2015 to contractors the rate was 5.06% in 2015.

Health and Safety at Work G4-LA6 SDG 1 SDG 8

Gestionar cadena de valor_02
2013 - Direct employees
3.17
13.39
NA
NA
NA
18,425
NA
2014 - Direct employees
2.62
10.97
64
33.3
114.5
23,326
0.0115
2015
Direct employees
Contractors
2.42
5.06
Direct employees
Contractors
10.23
21.35
Direct employees
Contractors
77
36
Direct employees
Contractors
30.3
38.3
Direct employees
Contractors
114.1
391.5
Direct employees
Contractors
23,653
16,040
Direct employees
Contractors
0.0137
0.0095
2013
Direct employees
2014
Direct employees
2015
Direct employees
Contractors
Accident Rate: Number of accidents per total employees
3.17
2.62
Vinculados
Contratistas
2.42
5.06
LTIFR: Number of injuries with lost time for every one million hours worked
13.39
10.97
Vinculados
Contratistas
10.23
21.35
Number of days lost due to occupational diseases
NA
64
Vinculados
Contratistas
77
36
LDR: Rate of lost days
NA
33.3
Vinculados
Contratistas
30.3
38.3
AR: Absentee
NA
114.5
Vinculados
Contratistas
114.1
391.5
Annual average of workers exposed
18,425
23,326
Vinculados
Contratistas
23,653
16,040
OIFR: Number of occupationa diseases per million hours worked
NA
0.0115
Vinculados
Contratistas
0.0137
0.0095

Remarkable Achievements

Occupational Health team, Compañia Nacional de Chocolates. Rionegro plant, Colombia.

Occupational Health team, Compañia Nacional de Chocolates. Rionegro plant, Colombia.

 

icono estrella calidad
Compañía Nacional de Chocolates received the Excellence Prize, awarded by ARL SURA, which highlights best practices in health and safety at work at the national level (Colombia).

Winning companies receiving the 2015 Responsible Hearts Award.

Winning companies receiving the 2015 Responsible Hearts Award.

 

icono estrella calidad
Compañía de Galletas Noel, Servicios Nutresa, Compañía Nacional de Chocolates and Colcafé took first place in the 2015 Responsible Hearts Award, bestowed by the Colombian Heart Foundation (Fundación Colombiana del Corazón), which highlights the efforts and results in the prevention and intervention of cardiovascular disease.

icono estrella calidad
Colcafé received the REINTEGRO Prize, awarded by ARL SURA, which highlights the proper management of the return–to–work process of employees who have been incapacitated by health problems.

Progress 2015

Bambinitos Party with the collaborators' children. Pastas Doria.

Bambinitos Party with the collaborators’ children. Pastas Doria.

 

During 2015, the plan aimed at promoting quality of life at work, balance and wellness was supported in management systems that contributed method, indicators, standards and assurance of the impact of actions to satisfy employees. Several Grupo Nutresa companies consolidated Responsible Family Company (EFR) practices in their management systems, developing capacities in the intervention of this six dimensions to reconcile personal, family and work life: quality employment, family support, professional development, equal opportunities, work–space flexibility and leadership. For each of these dimensions, the companies created plans, programs and measures, and designed communication strategies to invite employees to use these benefits.

The results of the MERCO Talent Survey 2015 showed the impact of this strategy on the satisfaction and perception of the Company’s human capital and other related groups, placing Grupo Nutresa as the third best employer in Colombia and first in the food sector. The highest rated dimension in this measurement refers to the possibilities that the Organization provides people to reconcile their family, personal and work life. In this regard, the employer brand continues to strengthen and give the Organization the possibility to attract and retain the best human capital.

As for the promotion of a culture of self–care and the development of healthy lifestyles, the companies that consolidated the Healthy Organizations management system in 2015 improved indicators on cardiovascular risk, waist circumference, weight, increase in physical activity and a decrease of tobacco consumption by employees, continuing the challenge of improving habits and preventing illnesses or fatalities related to cardiovascular causes.

 

Employees in Health Brigade, Compañia Nacional de Chocolates. Rionegro plant, Colombia.

Employees in Health Brigade, Compañia Nacional de Chocolates. Rionegro plant, Colombia.

 

For the management of employee safety and health, Primary Committees (Comités Paritarios) were formed, with members elected democratically with the contribution of union organizations, through an election system that ensures participation and transparency. G4-LA8 SDG 8

The work of these committees is aimed at health promotion at all levels of the Company, seeking agreements with managers and program managers based on the achievement of goals and objectives. In addition, they ensure regular inspection of workplaces, report on the existence of risk factors and support the analysis of causes of occupational accidents and illnesses, promoting corrective actions. G4-SO1

The management of occupational disease was another of the challenges in 2015. In this regard, very significant progress was made in identifying and relocating people diagnosed with occupational diseases and who had some periods of disability. The Reincorpórate Project, for example, facilitated the relocation of 200 employees in other roles, which positively impacted productivity and the sense of dignity and importance of these people. G4-LA7 SDG 1 SDG 8

During 2015, Grupo Nutresa also advanced in other work arrangements, such as flextime and telecommuting, aspects that have contributed to a better quality of life and balance of more than 331 employees. The aim is to increase this figure each year; in the case of teleworkers, this would represent an increase of 10% by 2020, in positions favorable for this kind of work.