Sustainability Strategy

Sustainability is Grupo Nutresa’s framework of action, and it is based on the search for people’s progress through the comprehensive development of their capabilities, food security and inclusion-driven businesses, as well as on the preservation of our planet by means of circular solutions, eco-efficiency and responsible sourcing. The preservation of the natural capital and the progress of the social capital are major priorities for Grupo Nutresa and they are directly related to the Organization’s ability to manage the businesses while meeting the expectations and needs of all stakeholders.

 

In this sense, the Organization manages the risks, capitalizes on the opportunities, constantly strengthens its value chain, improves the quality of its products, enhances the experiences and services it provides, and achieves a level of excellence in its corporate governance practices.

 

Board Of Directors Senior Management team

Materiality is a fundamental part of Grupo Nutresa’s sustainability management system and represents a tool for the formulation of the corporate strategies. Therefore, since 2011, the Organization has been conducting its materiality analysis to identify and confirm the subjects and trends that might have a major impact on its ability to generate value in the short, medium and long term.

 

In 2021, based on the belief that materiality is a dynamic and evolving exercise that must be adapted to the new trends and challenges emerging from the sustainability context and the industry, the Company updated its materiality analysis, which establishes the basis for managing environmental, social and governance issues, thus becoming the Organization’s road map for 2030.

 

The materiality analysis has been developed by focusing on the double materiality or perspective approach; it integrates the impact on the environment or the society, as well as the risks and opportunities of the business setting that could affect the Company’s ability to create value in the long term, in addition to the economic performance.

Materiality chart

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Materiality analysis Sustainability strategy governance Grupo Nutresa substantiates the formulation of its corporate strategy on its materiality analysis. This exercise has been performed since 2011 with the aim of being aware and prioritizing the topics and trends that may have the deepest impact on its capacity to create value over time. In 2021, after updating the exer - cise in 2013, 2015 and 2017-2018, the Organization incorporated in fuller detail the vision and interests of both the investors and the capital markets. This is how the Compa - ny improved the vision of how non-financial matters affect its ability to create value for itself and its financial yield. The materiality analysis was developed based on the double materiality approach. It integrates the environmental and social im - pacts on the environment or society, as well as the risks and opportunities of the business setting that could affect the Com - panys ability to create value in the long term, in addition to its econom - ic performance. The methodology that was used allowed integrating three dimensions into the analysis: Environment and society. Social, environmental and economic impacts of the Companys activities, products and services, including the supply chain. Organization. Risks that may have an impact on the fulfillment of the strategic goals and on the financial performance of the Organization. Influence of the topics on the expectations of the stakeholders. Grupo Nutresa identified 18 material topics were identified and subsequently grouped into each one of the Organizations three strategic priorities as follows: High | Intermediate | Low People Planet Prosperity Impact on the environment and society Impact on and opportunities for the Organization Genetically modified organisms Animal welfare Food security Biodiversity and ecosystemic services Food loss and waste Traceability, quality and safety of products Development of territories and social inclusion Human talent management and inclusion Water resource management Integrity and corporate governance Circularity Emissions and climate change mitigation Nutrition and healthy lifestyle Climate change adaptation Responsible marketing and sales Innovation Digital transformation Economic and sociopolitical setting Profitable growth in the markets Availability and volatility of commodities Cooperating with people, allies, and society Preserving the planet Inspiring development, growth, and innovation Grupo Nutresa has implemented leading corpo - rate governance practices focused on managing, among other matters, the Organizations sustain - ability strategy. These practices are led by the CEO and supported by the Board of Directors and the Sustainable Development Vice Presidents Office. The Board of Directors is formed by seven main members, three of whom are independent, and it has established four support committees that provide support for the furtherance of its duties, namely: the Corporate Governance and Board Matters Committee; the Audit Committee; the Ap - pointment and Remuneration Committee; and the Strategic Planning and Sustainability Committee. The latter oversees the organizational programs and policies that promote the strengthening of sustainability and its alignment with the strategy. The purpose of the Sustainable Development Vice Presidents Office is to execute the corporate policies and guidelines that seek to compensate the social and economic components of the sus - tainability strategy, and to balance the optimal use of natural resources and the Companys finan - cial needs. It also verifies that the management of risks and opportunities emerging from the mate - riality analysis is integrated into all of the Organi - zations processes. This structure enhances the decision-making process based on the integrated management of the main financial and non-financial risks, as well as the identification of social, environmental and economic opportunities to be adequately man - aged and disclosed in order to create value for the stakeholders. With regard to the matters that could eventu - ally affect the creation of value, the Board of Di - rectors oversees, among other, the following: The climate change strategy, verifying the inclusion of both risk and opportunity management and the analysis of the associat - ed financial impacts. [GRI 2-9] [GRI 2-12] [GRI 2-13] [GRI 2-29] [GRI 3-1] [GRI 3-2] [GRI 3-3] See the Climate Change Policy. Scan the code See the Cybersecurity Policy Scan the code See the Occupational health and safety Policy. Scan the code See the Health and Nutrition Policy. Scan the code