Human Rights

Human Rights 2017-07-19T11:51:11+00:00

Strategy and progress

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.

Risks and opportunities GRI 103-1

Members of Colcafé’s Cohabitation Committee, Bogotá.

Any type of Human Rights violation, discrimination or harassment at the workplace, with their respective reputational 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 monitoring and aimed at ensuring respect for differences and inclusion.

These risks are minimized by means of a Human Rights management system that comprises actions implemented 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 possible violation cases and applying the due process. For its part, the Strategic Committee ensures the fulfillment of the work plans, submits a balance report to the employees on their management, and promotes a favorable environment for social discussion aimed at identifying improvement opportunities and achievements every year.

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


By 2020, Grupo Nutresa’s companies should be at the forefront in terms of diversity-related 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 promoters of a culture that values diversity in all its forms, and it will also continue to promote participation and discussion mechanisms with both employees and third parties in order to identify improvement opportunities. 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.

Success stories and acknowledgments GRI 103-3

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.

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

Progress achieved in 2016 GRI 103-3

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

Ensuring the Human Rights management system: incorporated the criteria defined in “Guías Colombia,” reporting 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.

This matrix is built with the Steering Committee of each Organization and validated by the Grupo Nutresa CEO. It is the responsibility of each President to implement and ensure the closure of gaps to safeguard business continuity. Likewise, it is complemented with the matrix to close sustainability gaps of the Business in the social dimension.

The results of risk identification allowed guiding the management in the following audiences with a greater probability of breach:

  • Employees
  • Unions
  • Collective Agreements
  • Suppliers and Contractors: Specialized service providers and commercial agents
  • Children in rural areas producing raw materials
  • Women, persons with disabilities and minorities in the Organization

In 2016, the Tactical and Strategic Human Rights Committees were consolidated. By the end of the year, 4 tactical and 2 strategic committees were held, fulfilling 100% of the work plans that had been defined and producing a very positive perception among the employees 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 occurring. [] The Organization has assurance mechanisms for screening suppliers and contractors in compliance with this policy by means of sustainability assessments and audits. GRI 407-1, GRI 408-1, GRI 409-1

Raising awareness and providing training in Human Rights: Grupo Nutresa consolidated the process of understanding by both employees and executive managers on how the Human Rights are applied in the Organization and the behaviors and practices to promote and respect them, and to remedy the situations when they are violated. 4.499 employees and 44 contractors and suppliers 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

Security personnel who received Human Rights training GRI 410-1

% of people who received training
Third-party personnel
Direct employees

Strengthening the reporting mechanisms for Human 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, promotion scenarios, special leaflets, calendars, among other.

The Ethics Line is led by Servicios Nutresa’s Internal Audit management, while the Cohabitation Committees are formed by representatives 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:

Colcafé employees with special capabilities.

Consolidating diversity-related and inclusion practices: the Organization made progress in the understanding and incorporation of gender equality practices and management of people with special capabilities, the leaders participated in awareness-raising activities focused on the importance of working on a leadership that values diversity and enables inclusion possibilities. To date, the Organization has hired 251 people with special capabilities in all its companies. Grupo Nutresa also strengthened the participation of both its employees and third parties in diverse employment opportunities, a fact that is exhibited by the following indicators: 129 internships, 129 applications to calls for entries, and 281 internal promotions.

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

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

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

2016 / 27.972
2016 / 10.192
2016 / 17.780
2015 / 27.586
2015 / 10.151
2015 / 17.435
Number of employees
Age range
Age range
Senior Employees
Age range
Operating Staff
Age range

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

Number of people with some type of disability / Direct employees
Number of people with some type of disability / Apprentices - Internship Student
Number of people with some type of disability / Other types of emplyment relation

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

Operating Staff

Senior employees


Promoting freedom of association and collective bargaining: 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 promoted diverse discussion, participation and joint construction environments. In 2016, 17,4% of the employees were members of unions and 44,8% were part of collective employee 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 access 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 shared its knowledge on trends of freedom of association models around the world and on interaction and cohabitation practices.

Involvement in the global discussions on Human Rights Grupo 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 Leadership 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.