136 Integrated Report 2016

HUMAN RIGHTSPurpose STRATEGY GRI 103-2 PROGRESS GRI 103-3

Ensuring the Human Rights management system.

» Human Rights management was aligned with the Colombian Guidelines, which facilitates the communication of the progress with regard to the management.

» The matrix of risks related to Human Rights was supplemented with the incorporation of the non-Colombian companies.

» The Human Rights Strategic Committee held 14 discussion sessions with representatives of the employees, collective agreement teams and unions from the Colombian companies.

Raising awareness and providing training in Human Rights.

» 4.499 employees received training in the fields of agreement establishment, diversity and inclusion, leadership, labor relations and Human Rights.

» 44 contractors and suppliers received training in diversity and inclusion, and Human Rights.

Strengthening the reporting mechanisms for Human Rights matters.

» The Organization publicized the Ethics Line, the Cohabitation Committees and the Human Rights mailbox as formal means for reporting situations related to work harassment, sexual harassment, discrimination, fraud or violations.

» The Ethics Line addressed 8 cases and the Cohabitation Committees received 12 reports of possible harassment cases, which were subsequently addressed.

Consolidating diversity-related and inclusion practices.

» Grupo Nutresa continued to work on the management of work plans for closing gaps in gender equality practices.

» To date, the Organization has hired 251 people with special capabilities.

Promoting the freedom of association and collective bargaining.

» The Organization defined the strategy for managing the collective labor relations and bargaining with the participation of the companies’ CEOs and the people in charge of human talent management.

Consolidating an inclusive and diverse work culture by means of a management system that promotes respect for the Human Rights and good labor practices, and that contributes to the innovation, attraction and commitment of the human talent.

Building a better society

137

Risks and opportunities GRI 103-1

Any type of Human Rights violation, discrimination or harassment at the workplace, with their respective repu-tational impact, are some of the risks to which the Organization would be exposed if it did not have a structured management system, which is focused on promotion, prevention and monito-ring and aimed at ensuring respect for differences and inclusion.

These risks are minimized by means of a Human Rights management sys-tem that comprises actions imple-mented by the companies and their corresponding monitoring and support performed by two committees: one tactical and one strategic.

The Tactical Committee is in charge of identifying the risks, managing them and creating reporting mechanisms with the purpose of analyzing the pos-

Outlook

By 2020, Grupo Nutresa’s companies should be at the forefront in terms of diversity-rela-ted and inclusion practices, and they should be ensuring the incorporation of global talent, the strengthening of policies that promote gender equality and a broader participation of minorities in the workforce. Additionally, the Organization will intensify its work with allies from the value chain to make sure that suppliers, contractors and customers also incorporate practices in this regard.

Grupo Nutresa will continue to work on the training, empowerment and development of leaders so that they become the main pro-moters of a culture that values diversity in all its forms, and it will also continue to pro-mote participation and discussion mecha-nisms with both employees and third parties in order to identify improvement oppor-tunities. Another important challenge is to maintain the relevance of the complaints and reporting channels and mechanisms, and to encourage employees to use them, which will demonstrate the effectiveness of the strategies and the trust with regard to the management of said mechanisms.

sible violation cases and applying the due process. For its part, the Strategic Committee ensures the fulfillment of the work plans, submits a balance re-port to the employees on their mana-gement, and promotes a favorable en-vironment for social discussion aimed at identifying improvement opportuni-ties and achievements every year.

Success stories and acknowledgments GRI 103-3

Members of Colcafé’s Cohabitation Committee, Bogotá.

The management of this system has produced positive impacts on the engagement and commitment of the employees, which translates into a di-fferentiation opportunity with other market agents and invites to stren-gthen a leadership with a stronger regard for diversity and inclusion.

The company Sodexo presented an acknowledgment to the Biscuits, Chocolates, Coffee and Cold Cuts Businesses for allowing the hiring of demobilized and re-integrated ex-militants from armed groups in their companies through the “Soluciones” (Solutions) program since 2006.

The Government Secretariat of People with Disabilities from São Paulo, Brazil, awarded the “Organizational Culture” category accolade to Colcafé within the framework of successful global practices.

138 Integrated Report 2016

Progress achieved in 2016 GRI 103-3

Ensuring the Human Rights management system: Incorporated the criteria de-fined in “Guías Colombia,” re-porting guidelines issued by the “Ideas para la Paz” (Ideas for Peace) Foundation and the GRI, into the management and communication system. In 2017, the most relevant Human Rights management matters will be articulated in all the companies in such a way that all work plans will prioritize the same strategies.

Additionally, the Human Rights risk matrix was incorporated into the international operations and platforms. The working priorities will be the management of the supply chain, as well as the management of workplace safety and health for both direct employees and third parties.

In 2016, the Tactical and Strategic Human Rights Committees were consolidated. By the end of the year, 4 tactical and 2 strategic com-mittees were held, fulfilling 100% of the work plans that had been defined and producing a very positive perception among the employees

Raising awareness and provi-ding training in Human Rights: Grupo Nutresa consolidated the process of understanding by both employees and execu-tive managers on how the Hu-man Rights are applied in the Organization and the beha-viors and practices to promote and respect them, and to re-medy the situations when they are violated. 4.499 employees and 44 contractors and su-ppliers received training in Human Rights. This training has been provided since 2014 through different schools and it has been supplemented with an on-line training program. GRI 412-2

Discussion session on Human Rights with representatives of the employees,collective agreement teams and unions from Comercial Nutresa.

who attend the discussion sessions as environments for participation and a direct dialog with the Organization’ executive management.

Grupo Nutresa’s Human Rights policy promotes practices in both its companies and the companies from the value chain with which the Organization has any kind of connection in order to ensure there is no type of employment of minors and forced labor occu-rring.[https://www.gruponutresa.com/wp-content/uploads/2016/02/derechos_humanos_2013b.pdf] The Organization has assurance mechanisms for screening suppliers and contractors in compliance with this poli-cy by means of sustainability assessments and audits. GRI 407-1, GRI 408-1, GRI 409-1

81%78%

99%

18%

56%

0%

Direct employees

0

20

40

60

80

100

2014 2015 2016

Perc

enta

ge o

f pe

ople

who

rec

eive

d tr

aini

ng

Third-party personnel

Security personnel who receivedHuman Rights training GRI 410-1

Building a better society

139

Strengthening the reporting mechanisms for Hu-man Rights matters: the Organization organized campaigns to promote the mechanisms through which the employees, suppliers and contractors are able to report frauds, harassment, discrimination or any act of violation. The formal mechanisms are the Ethics Line, the Cohabitation Committees and the Human Rights mailbox, which guarantee absolute confidentiality, impartiality and accessibility. These mechanisms have been publicized through diverse channels: intranets, bulletins, virtual bulletin boards,

Consolidating diversity-related and inclu-sion practices: the Organization made pro-gress in the understanding and incorporation of gender equality practices and manage-ment of people with special capabilities, the leaders participated in awareness-raising activities focused on the importance of wor-king on a leadership that values diversity and enables inclusion possibilities. To date, the Organization has hired 251 people with spe-cial capabilities in all its companies. Grupo Nutresa also strengthened the participation of both its employees and third parties in di-verse employment opportunities, a fact that is exhibited by the following indicators: 129 internships, 129 applications to calls for en-tries, and 281 internal promotions.

Colcafé employees with special capabilities.

2014 2015 2016

Number of discrimination cases reported

9 1 2

Number of cases in which the Organization has analyzed and managed the situation

9 1 2

Number of cases closed 9 1 2

Number of discrimination cases GRI 406-1 [SDG 5] [SDG 8] [SDG 16]

812 1

promotion scenarios, special leaflets, calen-dars, among other.The Ethics Line is led by Servicios Nutresa’s Internal Audit management, while the Co-habitation Committees are formed by re-presentatives of both the employees and the Company and both mechanisms operate autonomously. For its part, the Human Rights mailbox is managed by the Tactical Human Rights Committee. In 2016, these reporting channels received the following cases:

Ethics LineCountrywide: 01800 051 8188In Medellín: 444 3699lineaetica@gruponutresa.com

Human Rights mailboxcomitederechoshumanos@gruponutresa.com

Cohabitation Committee

140 Integrated Report 2016

Senior Employees

2016 / 27.9722015 / 27.586

>50<30 30-50 >50<30 30-50 >50<30 30-50 >50<30 30-50

2016

17.7802015 / 17.435

2016

10.1922015 / 10.151

Num

ber

of e

mpl

oyee

s

MenWomen

0

5.000

10.000

15.000

20.000

0 82 58

1 26 5

1.310

4.604

985

1.042

2.919

314

3.754

5.384

1.603

2.471

2.857

557

5.064

10.070

2.646

3.514

5.802

876

Management Operating Sta� TotalAge range

Employee gender distribution GRI 102-8 GRI 405-1 [SDG 8]

0

50

100

150

200

250

300

92106

127

22 2434 37

85 90

151

215

251

2014 2015 2016

Number of peoplewith some type ofdisability / Direct

employees

Number of people with some type of

disability / Apprentices -internship Student

Number of peoplewith some type of

disability / Other typesof employment relation

Total

Number of people with some type of disability GRI 102-8 GRI 405-1 [SDG 8]

Building a better society

141

Involvement in the global discussions on Human RightsGrupo Nutresa participated in the fifth GRI Global Conference in Amsterdam with the purpose of discovering the best sustainability practices, innovations and trends that guide business decisions.

Within the framework of the Conference, the second laboratory of the Corporate Lea-dership Groups was carried out. The purpose of this laboratory is to address the challenges related to Human Rights and their impact on the companies’ value chain. These challenges include the following: the growing regulations with regard to Human Rights, their impact on the operations, the change towards a model of risk internalization within the capital costs, and the transparency in the communication.

Promoting freedom of association and collective bargai-ning: in 2016, 6 collective labor agreements and 2 collective covenants were signed, thanks to which direct agreements were reached with the leaders who represent the employees in the negotiations. Additionally, the Organization also pro-moted diverse discussion, participation and joint construc-tion environments. In 2016, 17,4% of the employees were members of unions and 44,8% were part of collective emplo-yee covenants. GRI 102-41

Collective covenant and union representatives participated in the Strategic Human Rights Committee, where they had the chance to share their perceptions and propose measures to mitigate the risks of violation. The Committee also has ac-cess to the information on high-impact projects, enabling to identify mitigation measures and benefits for the employees in the processes of change. Said information comprises an agenda with work and communication time tables along with key messages GRI 402-1

In a discussion conference, the Senior Management sha-red its knowledge on trends of freedom of association mo-dels around the world and on interaction and cohabitation practices.

SeniorEmployees Management

1,20 1,56 0,38

1,40 1,11 NA

1,56 1,58 1,61

0,98 1,03 1,59

1,11 1,00 NA

1,52 1,24 1,32

1,41 0,93 1,35

0,83 0,94 1,17Mexico

Peru

Operating Sta

1,12 1,26 NA

NA 1,25 NA

NA 0,86 NA NA 1,82 NA

Guatemala

El SalvadorPanama

Ecuador

Colombia

Costa Rica

Nicaragua

Dominican Republic

United States

Salary ratio between men and women GRI 405-2 [SDG 5] [SDG 8] [SDG 10]