development of our people - informe integrado...

102 Integrated Report 2016

DEVELOPMENT OF OUR PEOPLEPurpose

STRATEGY GRI 103-2 PROGRESS GRI 103-3

Embracing and incorporating the Nutresa Talents of the Being into the Development Management process.

» The Organization consolidated the knowledge on the talents of its em-ployees and they were incorporated into the Development Management Model in order to measure them. This measurement was supplemented with the performance indicators related to the corresponding positions.

Implementing the training plan for the development of the Nutresa Talents of the Being.

» Ten training modules were developed with 3.223 participants, 230 total hours and a satisfaction indicator of 4,55.

Consolidating practices to plan and develop the human talent.

» 129 internships, 438 promotions, 5.265 call for entries and nominations were carried out.

Strengthening the talent recruitment and engagement channels and strategies.

» Grupo Nutresa was active in the social networks as an employer, which re-sulted in 40.868 interactions and 1% candidates from these media.

Developing capabilities focused on the management of the supply chain.

» A Contractor Management diploma course was organized with the participation of 30 employees. It consisted in 100 hours of training and the satisfaction level of its participants was 3,8.

Managing the organizational climate and the commitment of Grupo Nutresa’s companies.

» 18 measurements were conducted, which produced a result of 83,4%, with respect to a goal that had been established at 83,2%.

Promoting the comprehensive development of the human capital with the purpose of achieving the availability, commitment and productivity of the employees, guaranteeing their capabilities and talents in the short, medium and long term to secure the achievement of the Organization’s goals.

Managing the value chain responsibly

103

Risks and opportunities GRI 103-1

The development of the employees is a key business factor. Therefore, the development management strategies are focused on achieving the commit-ment, productivity and comprehensive growth of the employees, minimizing the risks of a high level of personnel rotation and low availability of suitable talent to ensure the Organization’s sustainability.

Currently, it is essential to maintain a work culture that is appealing to all generations, as well as socially inclusive and diverse, a work culture that fosters the balance between work and personal life, driving thus the construction of an employer brand and a leadership platform favorable for the development of the human talent.

Outlook

Furthering the programs for training and development of leaders and people in critical roles for the Organization, with a flexible curricular program focused on the transverse talents of the Nutresa Being and key business matters, such as: innovation, sustainability, digital culture, supply chain, customer-consumer-buyer, transformative leadership, business continuity and bilingualism.

Indicator: Number of participantsGoal: Training 100% of the leaders and people in critical roles.

Strengthening the talent planning process by updating the key talent map in all Grupo Nutresa’s companies and supplementing it with preparation plans and career development routes.

Indicator: qualified talent vs. key roles.Goal: Identifying 100% of the talent.

Servicios Nutresa employees, Medellín.

Consolidating the Organization’s inclusion strategy by identifying and incorporating diverse talents in new projects and responsibilities by means of practices that strengthen gender equality, and the hiring of people with special capabilities and talent coming from different geographic origins, among other.

Indicator: number of internships, foreign internship students, people from other regions and people from minority groups.

Evolving the measurement and the understanding of the organizational climate toward a more comprehensive model that incorporates other perceptions of the employees regarding organizational health, such as management, leadership, culture, responsibility, coordination and control, capabilities, motivation, external guidance, innovation and learning.

IIndicator: Organizational Health Index (OHI).

Finally, developing new talent-hiring methods with the aim of achieving a greater flexibility and attraction of specialized professionals, apart from promoting the participation of external and internal entrepreneurs as a strategy to develop high-value projects for the Organization.


Success stories and acknowledgments GRI 103-3

The Organizational Behavior Research Center (abbreviated CINCEL in Spanish) acknowled-ged several of Grupo Nutresa’s companies due to their outstan-ding improvement and organiza-tional climate management.

Compañía Nacional de Cho-colates was ranked in the first place in terms of organizational climate with an outstanding sco-re of 90,4%, from a group of 57 companies with more than 500 employees from Colombia and abroad, which were evaluated by CINCEL in 2016.

Comercial Pozuelo El Salva-dor was acknowledged as the foreign company with the best organizational climate.

Grupo Nutresa was acknowledged as the second best company to work for in Colombia and the first from the food sector.

In Chile, Tresmontes Lucchetti stood out in “Merco Talento 2016,” getting the second place in the ranking in the food sector. For the third consecutive year, TMLUC has been acknowledged as one of the top companies in terms of talent attraction and retention.

TALENTO

Pozuelo employees, Costa Rica.

CINCEL acknowledged several of Grupo Nutresa’s companies due to their excellent organizational climate management.

Molinos Santa Marta was ranked first among the companies with more than 100 employees in Colombia.

Productos Alimenticios Doria stood out in the category with the most significant improvements in terms of organizational climate management.


105

Progress archived in 2016 GRI 103-3

In 2016, all the employees embraced and in-corporated the Nutresa Talents of the Being: Thinking without borders; Sustainable vision; Achievement-driven inspiration; Passion for customers, consumers and buyers; Sense of collectivism; Innovation and change manage-ment; and Development of both the self and other people. The purpose consisted in achie-ving the understanding and remembrance of the behaviors associated with said talents and incorporating them into the Development Ma-nagement Model, which derives from a com-prehensive management by the employee,

52,3

2015* 2016

33,1

45,2

58,6

42,6

52,8

who are regularly assessed for performance and professional development.

PERCENTAGE OF MEN

PERCENTAGE OF WOMEN

PERCENTAGE OF EMPLOYEES



*The 2015 data were recalculated to have comparability.

Nutresa Nuestra Academy for sales Assistants, Comercial Nutresa.

giving equal importance to the fulfillment of business indicators and to the talent maturity level. Additiona-lly, this model was implemented in Success Factors, an information platform that supports the human talent management. 14.773 performance management as-sessments were carried out over the year as part of this system, which has the purpose of ensuring the contribution of the employees to the Organization’s performance and productivity.

Regular performance assessments GRI 404-3 [SDG 5] [SDG 8]


Program name Business Goal

“Prejubilo” (Pre-retirement)

Coffee

Facilitating reflective and educational processes that prepare the employees to face the changes related to this new stage of their lives, achieving thus their adaptation to change and full enjoyment of their retirement.

“Adultez Plena” (Plentiful Adulthood) Program

Cold Cuts

Preparing two years in advance the people who are reaching the age of retirement and fulfilling the corresponding requirements with the purpose of providing them with tools so that they start assimilating the change and enjoying the new lifestyle.

“Jubilados” (Retirees) Ice Cream

Understanding the process of making the transition to retirement and anticipating actions focused on making it a successful new stage, securing the personal contribution and the satisfaction in the new status.

Mentorship in preparation for retirement

BiscuitsComprehensive follow-up and support that allow an adequate labor disengagement process.

“Jubilados” (Retirees) BiscuitsIdentifying guidelines and strategies that contribute to the process of adapting to the change in the retirement stage according to the expectations, interests, needs and personal motivations.

“Competencias comerciales” (Commercial Capabilities)

Ice CreamFacilitating tools for the employees to learn about profitability, negotiation, service and communication matters.

Working capabilities certifications

BiscuitsSupporting the operating staff for them to get certified in three applicable standards with regard to their capabilities.

Excel 2010- Level II Ice Cream Providing tools that facilitate tasks and optimize execution times.

“Buenas prácticas de manipulación” BPM (Good Handling Practices)

Retail FoodAchieving the levels of the Common European Framework, developing the employees’ skills of interaction with people from other regions of the world where Grupo Nutresa operates.

English LabServicios Nutresa

Achieving the levels of the Common European Framework, developing the employees’ skills of interaction with people from other regions of the world where Grupo Nutresa operates.

The strategies focused on training and deve-loping the Nutresa Talents of the Being were defined within the context of the Schools for Leaders, Employees, Customers and Strategic Allies, where the following modules were taught: agreement establishment, comprehensive con-tractor management, diversity and inclusion,

Skills and training management programs GRI 404-2 [SDG 8]

business environment, knowledge management, pro-tection of free competition, indirect service model, la-bor relations, consumer-focused pricing, digital marke-ting, productivity-aimed conversations, Human Rights and Familiarly Responsible Companies, with the partici-pation of 3.223 people, a total of 230 hours of training, and a satisfaction rating of 4,55.


107

The reinforcement of practices and scenarios for the development and training of professionals was made by means of 129 employee internships in all the companies and organizatio-nal processes both in Colombia and abroad, 438 promotions and the pu-blication of 5.265 call for entries to fill open positions. In addition, 35.675 people enrolled in external training programs that represented an invest-ment of COP 8,9 billion. GRI 404-1

MANAGEMENT SENIOR EMPLOYEES OPERATING STAFFTOTAL

Men Women Men Women Men Women

Num

ber

of p

eopl

e

Education and training 114 27 7.058 4.491 14.280 9.705 35.675

Occupational health and safety 25 11 3.934 2.323 7.611 2.536 16.440

Higher education 2 1 0 0 109 25 137

Tota

l ho

urs

Education and training 3.049 1.372 237.090 159.631 256.552 83.904 741.598

Occupational health and safety 116 65 37.139 15.131 86.156 14.671 153.278

Inve

stm

ent

(CO

P m

illio

ns)

Education and training 359 308 3.046 2.326 2.235 661 8.935

Occupational health and safety 10 11 167 74 465 86 813

Higher education 6 0 330 105 175 17 633

Employee training GRI 404-1

Grupo Nutresa’s presence as an employer in social networks was consolidated, achieving 40.868 interactions and 1% of candidates resul-ting from Facebook, Twitter and LinkedIn. This evidences a high capacity to attract talent di-

rectly and a strong employer brand positioning, which in turn opens employment possibilities in all the regions where the Organization operates and provides the glo-bal talent with opportunities to participate in the re-cruitment processes to fill the open positions.

Meals de Colombia employees, Bogotá


Geographic distribution of direct employeesaccording to their gender and country of originGRI 102-8

28.857

27.972 / 885

27.586 / 815

18.18763%

10.67037%

2,3%

397 / 0397 / 0

653 / 5 601 / 2

401 / 1355 / 2

252 / 4246 / 0

Mexico: 4,3%

35 / 045 / 0

488 / 3517 / 8

746 / 3728 / 6

1,4%

301 / 0294 / 0

96 / 0103 / 0

173 / 0 194/ 0

0,1%

18.957 / 81418.191 / 732

22 / 030 / 0

13 / 015 / 0

0,6%

62 / 067 / 0

111 / 0127 / 0

68,5%

12.853 / 37312.222 / 304

6.104 / 4415.969 / 428

Peru 2,7%

782 / 4659 / 5

480 / 2408 / 5

302 / 2 251 / 0

Chile 6,7%

1.911 / 292.304 / 24

1.324 / 16 1.602 / 8

587 / 13 702 / 16

2,4%

676 / 27768 / 37

494 / 12572 / 12

182 / 15196 / 25

2,0%

1.234 / 6 1.245 / 14

377 / 0352 / 0

203 / 0194 / 0

7,4%

2.139 /02.214 / 0

924 / 0 953 / 0

1.215 / 01.261 / 0

580 / 0546 / 0

0,8%

239 / 0 222 / 0

181 / 0171 / 0

58 / 051 / 0

0,7%

196 / 0187 / 0

78 / 072 / 0

118 / 0115 / 0

Employees (2016) / internship students (2016)


109

97,1%

78,6%

44,4%

75%

50%

85,7%

50%

100%

0

20

40

60

80

100

Colombia Costa Rica

Mexico Peru Panama Dominican Republic

UnitedStates

Chile

Executive managers from the local community GRI 202-2

The Organization continues to settle on a level of excellence with regard to the mana-gement of the organizational climate after getting a consolidated result of 83,4%, with respect to a goal that had been established at 83,2%. The most outstanding variables were the following: organizational clarity, teamwork, stability, interpersonal relations, resource avai-lability and respect.

Grupo Nutresa was acknowledged within the framework of Merco Talento 2016 in Colom-bia as the top company to work for in the food sector. While in Chile, Tresmontes Lucchetti was ranked among the top companies to work for in its sector, according to the local version of the same study.

The foregoing supports healthy indicators in terms of personnel rotation, which closed 2016 at 17,4% for the productive operations. Additio-nally, the Organization has put in place other talent retention strategies such as professionals mobility practices in project assignment, inter-nships, participation in internal call for entries, employability training, and a salary policy that ensures competitiveness and fairness. Another aspect worth highlighting is the Organization’s

Hiring of personnel and rotation ratio GRI 401-1 [SDG 8]

Production operations Distribution and commercialization Retail food

New employees 4.063 775 4.451

Rotation ratio 17,4% 11,1% 63,4%

technical system for salary assessment, which determines the salaries according to the dimen-sion of the contribution from the people with re-gard to their positions, and in which gender is not considered as a criterion for salary allocation.

Novaventa’s commercial team, Medellín.


Relation between the initial salary and the local minimum salary GRI 202-1

All the management actions and facts described above drive to the consolida-tion of the human capital as one of the differentiators of Grupo Nutresa’s busi-ness model.

MENS WOMEN

Colombia 1,78 1,27

Costa Rica 1,72 1,10

Ecuador 1,25 1,11

Mexico 5,13 3,68

Panama 1,14 1,17

Peru 1,98 1,78

Dominican Republic

1,62 1,95

U.S. 1,31 1,08

Chile 1,93 1,27

Colcafé employees enjoying a cup of coffee.

development of our people - informe integrado...

Documents