Nutresa Share

$ 27.300
Closed $ 27.200
Variation 0,37%

Our sustainability management

Sustainable development is the management framework of Grupo Nutresa, and in this sense is committed to contributing to the development of an economic model that goes hand in hand with social development, generating benefits for all of its stakeholders and in equilibrium with the environment.

2016 was a year of great challenges, we faced them with our corporate sustainability capabilities,

aware that behind this great uncertainty there are not only associated risks, but also important opportunities in the economic, social and environmental dimensions.

These capabilities, along with our commitment to Sustainable Development, were once again recognized as the Organization was included for the sixth consecutive year in the World Sustainability Index and in the 2016 Dow Jones Emerging Markets Index, and as we received for the third time the “Silver Category” Honor from RobecoSAM in its 2017 Sustainability Yearbook. Thus, Grupo Nutresa keeps on consolidating worldwide as the second best company in the food sector due to its sustainability management, achieving the maximum performance in the metrics variables of risk and crisis management, codes of conduct, customer relationship management, health and nutrition, environmental reporting, packaging, raw materials sourcing, water-related risk management, labor practices and Human Rights indicators, and social reporting.

Our sustainable development vision
proposes a responsible business management that empowers
the Organization to make progress and generate long-term value.
Grupo Nutresa recognizes its stakeholders, the Organization is always interested in knowing their expectations and needs in order to combine them with the Company’s aspects of interest. This allows us to define priorities, transform sustainability into our action framework and integrate it with our strategy.
In 2016, we actively participated in the first year of the implementation of the Sustainable Development Goals (SDGs), due to the fact that we were connected with the Advisory Group from the private sector of the United Nations Sustainable Development Goals Fund and with the Corporate Leadership Group created by The Global Reporting Initiative.
This allowed us to prioritize the SDGs on which we will focus our management and the associated metrics, and to engage suppliers from different locations so that they get involved in the achievement of these global challenges.

In addition to the position obtained on the Dow Jones Sustainability Index mentioned above, in 2016 the Organization was awarded the ALAS20 award in the categories of Leading Company in Sustainability, Leading Company in Relations with Investors and ALAS20 Colombia Company in acknowledgment of our sustainability management, consistency in the public disclosure of information on investor relations practices and our good corporate governance.
Finally, the business reputation monitoring organization “Merco Empresas,” in its 2016 publication,
Leadranked Grupo Nutresa as the second company with the best reputation in Colombia and the first in the food and beverage sector.

Stakeholder engagement model

It is very important to align our strategies with the needs of the environment and related groups, that is why we have an engagement model that allows us to serve and meet the concerns of these.

Shareholders

Employees

Costumers

Communities

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Shareholders

Purpose

To promote an atmosphere of trust among shareholders and investment analysts by means of a transparent and timely communication, with the aim of delivering relevant and reliable information for the investment decision-making process.

Relationship Mechanisms

  • Website. Permanent
  • Bulletin. Quarterly
  • E-mail.Eventual
  • Shareholders conference. Quarterly
  • Integrated report. Annual
  • Shareholders assembly. Annual
  • Ethics Line. Permanent
  • Social Networks. Permanently
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Employees

Purpose

To promote environments that foster an adequate communication and participation with the employees in order to connect their purposes with the Organization’s purposes; to create and strengthen trustworthy relations and build initiatives that con- tribute to the improvement of organizational practices that favor the employees’ quality of life in the work- place, as well as their development and productivity.

Relationship Mechanisms

  • Intranet, bulletins, bulletin boards, e-mail. Annual
  • Intranet, boletines, carteleras, correo electrónico. Permanent
  • Meetings with the Senior Management. Quarterly
  • Synergy communities. Recurring
  • Primary groups. Permanent
  • Occupational health peer committees. Recurring
  • Retirement interview. Eventual
  • Familiarly Responsible Company committees. Recurring
  • Human Rights committees. Recurring
  • Cohabitation committees. Recurring
  • Suggestion boxes. Permanent
  • Grievance mechanisms: Ethics Line and Human Rights mailbox. Permanent
  • Psycho-social risk measurement survey. Annual
  • Employee development management. Permanent
  • Leadership measurement. Annual
  • Collective bargaining processes. Two-yearly
  • Integrated report. Annual
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Costumers

Purpose

To provide the customers with differentiated value propositions consisting of reliable products and leading brands that enable their growth, satisfaction and loyalty.

Relationship Mechanisms

  • Commercial network. Permanent
  • Customers web portal. Permanent
  • Service line. Permanent
  • Ethics Line. Permanent
  • Customer school. Permanent
  • Satisfaction and loyalty measurement. Annual
  • Meetings with businesspeople from alternative channels. Recurring
  • Website. Permanent
  • E-mail. Eventual
  • Social networks. Permanent
  • Loyalty and engagement programs. Permanent
  • Integrated report. Annual
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Communities

Purpose

To ensure the development of capabilities as a tool for achieving their sustainability and supporting their well-being by means of the allocation of tangible and intangible resources.

Relationship Mechanisms

  • Work sessions. Recurring
  • Website. Permanent
  • E-mail. Eventual
  • Participation in forums and congresses. Eventual
  • Training groups. Annual
  • Ethics Line. Permanent
  • Meeting with farmers. Annual
  • National Education Congress. Two-yearly
  • Education Secretariats Network. Annual
  • Public-private committees and networks. Recurring
  • Integrated report. Annual

Consumers and shoppers

Government

Suppliers

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Consumers and shoppers

Purpose

To contribute to the improvement of their quality of life by means of memorable brand experi- ences and differentiated value propositions that meet their nutrition, well- being and enjoyment needs, cre- ating thus a connection with their motivations and purposes in a sustainable way.

Relationship Mechanisms

  • Ethics Line. Permanent
  • Consumer service line. Permanent
  • Websites. Permanent
  • E-mail. Eventual
  • Social networks. Permanent
  • Market research. Eventual
  • Communication through mass media. Permanent
  • Points of sale. Permanent
  • Brand/product activations. Recurring
  • Integrated report. Annual
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Government

Purpose

To contribute to the development of col- laborative proposals for public policies that favor the progress of the entire society.

Relationship Mechanisms

  • Participation environments where the improvement of public policies is promoted. Eventual
  • Control reports and meetings. Recurring
  • Surveying. Eventual
  • Industry sector participation channels. Recurring
  • Integrated report. Annual
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Suppliers

Purpose

To achieve the reinforcement and develop- ment of suppliers and contractors as partners in the sourcing chain with the aim of enabling their growth and ensuring an adequate and timely supply for the Organization.

Relationship Mechanisms:

  • On-line business portal. Permanent
  • Supplier service line. Permanent
  • Development and promotion programs. Permanent
  • Management conference. Annual
  • Assessment visits. Permanent
  • Exemplary Supplier acknowledgment event. Annual
  • Website. Permanent
  • Ethics Line. Permanent
  • Integrated report. Annual