Report 2023
* Of our 2,838 employees, 2,645 have an indefinite-term contract, while 193 have a fixed-term contract.
* Union representation has maintained a stable trend, with variations due to gradual disaffiliations.
Total number of employees with apprenticeship, temporary and outsourced contracts:
* The company's foray into new categories in mature markets such as Panama, thanks to the development of a spreadable margarine that does not require refrigeration, and the opening of new geographies such as Curacao.
Operations and businesses have been guided by a deep conviction to do things well and in the most responsible way possible for all parties involved. Today, these corporate values and principles persist, synthesized in a purpose that connects, inspires and moves us to nurture a better tomorrow.
From four strategic business groups -Team Foods, Team Caribe, Team Solutions and BredenMaster-we bring products and solutions to homes, industries and businesses in more than 19 countries, reaching millions of people directly through our brands or our customers' brands and businesses. Through highly innovative products and technological solutions, we add value to diverse product categories. We have 5 PhDs and 24 professionals with master's degrees who form a highly qualified team that makes innovation a lever for the growth of our businesses. We have 44 patents granted, 31 pending, covering a total of 21 families of inventions and in 2023 we invested 2.53% of annual sales to activities related to research and development.
In addition, through our albora open innovation platform, we seek to accelerate knowledge capture and technology adoption. During the last year, we launched 10 corporate challenges in response to specific needs, and as a result, we have carried out 4 pilot projects that have allowed us to validate market hypotheses and technologies.
To learn more about our brands and businesses and their progress,
visit and follow their social networks:
We know that we are not alone in the world, so we continuously monitor our external and internal environment based on the needs and expectations of our stakeholders, global and market trends, and current and pending regulatory and legal changes. At the end of 2022 we conducted our latest corporate materiality analysis with a double materiality approach, identifying the most relevant issues for our different stakeholders, both internal and external, as well as for us as an organization.
Material issues
1. Climate change management
2. Traceability and supply chain
3. Hydrological resource
4. Country risk
5. Economic risk
6. Talent management
7. Knowledge management
8. R&D capabilities
9. Nutrition and healthy lifestyle
10. Circularity
11. Product safety
12. Development of the social environment and social inclusion
13. Health and safety of our people
Efficient management issues
14. Biodiversity and ecosystem services
15. Client and consumer experience
16. Integrity and Governance
We complement the analysis by incorporating our performance in S&P Global's identification of material issues for the food industry. For some of the highest priority issues we are working out the opportunities and challenges as follows:
| Subject | Context | Target | Target year | Progress |
|---|---|---|---|---|
| Climate change management | Representing one of the greatest risks to our businesses due to potential interruptions to the supply chain or disruption in the provision of critical services such as energy or water in our facilities, we know that we have to act forcefully, so setting targets backed by science under SBTi is consistent with our corporate objectives, principles and values. | 46% reduction in Scope 1 and 2 emissions (base year 2019)* | 2030 | Advance |
|
30% reduction in scope 3 emissions from agriculture
(base year Advanced 2021)*
*Pending SBTi approval for both
|
2030 | |||
| Supply chain and traceability | We need to know not only where our raw materials come from, but also how they were produced in relation to environmental, social and economic aspects. This is a differentiating element for our businesses that we work from the Responsible Sourcing Strategy, ensuring compliance with our commitments and global standards. | 100% traceability to origin for palm and soybeans. | 2025 | Advance |
| 100% deforestation-free for palm and soybean. | 2025 | |||
| Fulfillment of declared commitments in 100% of our prioritized chains. | 2030 | |||
| Water resources | Being an indispensable resource in our operations and agricultural supply chains, we are working on both scopes -internal and in the chain- to strengthen processes, improve practices and accompany watershed conservation and regeneration efforts at the local level, prioritizing areas where evidence of high or moderate water stress already exists. | Identification and assessment of main water risks and implementation of management measures when necessary. | 2025 | In progress |
| Reduce the amount of water withdrawn per packed ton by 15% for all operations. | 2030 | |||
| Implementation of good practices of regenerative agriculture that contribute to the improvement of water use. | 2030 | |||
| Circularity | We have a great responsibility with the packaging and containers used for our products as we move towards more circular models and practices that allow us to optimize the use of resources and minimize our environmental impact. From the Corporate Packaging Committee we are strengthening our processes to move forward on three fronts: REduce, REthink, and REsponsibilize. | Evaluate 100% of packaging by identifying opportunities around the three pillars of engagement. | 2025 | In progress |
| 100% compostable, recyclable or biodegradable packaging | 2030 | |||
| Talent and knowledge management | We prioritize strategic talent management in order to face current and future challenges, guaranteeing diversity and equal opportunities, while emphasizing the respect for human rights at all times to provide the best experience for our employees. Through our processes we seek to attract, train, develop and retain people in an increasingly complex context due to the dynamics of the labor markets. | Fill 75% of vacancies with internal talent. | 2030 | Very advanced |
| Achieve 100% of the successions. | 2030 | Advance | ||
| Filling 100% of key positions with key talent. | 2030 | Advance |
Context
Representing one of the greatest risks to our businesses due to potential interruptions to the supply chain or disruption in the provision of critical services such as energy or water in our facilities, we know that we have to act forcefully, so setting targets backed by science under SBTi is consistent with our corporate objectives, principles and values.
Target: 46% reduction in Scope 1 and 2 emissions (base year 2019)*
*Pending SBTi approval for both
Target Year: 2030
Target: 30% reduction in scope 3 emissions from agriculture (base year Advanced 2021)*
*Pending SBTi approval for both
Target Year: 2030
Context
We need to know not only where our raw materials come from, but also how they were produced in relation to environmental, social and economic aspects. This is a differentiating element for our businesses that we work from the Responsible Sourcing Strategy, ensuring compliance with our commitments and global standards.
Target: 100% traceability to origin for palm and soybeans
Target Year: 2025
Target: 100% deforestation-free for palm and soybeans
Target Year: 2025
Target: Fulfillment of declared commitments in 100% of our prioritized chains
Target Year: 2030
Context
Being an indispensable resource in our operations and agricultural supply chains, we are working on both scopes -internal and in the chain- to strengthen processes, improve practices and accompany watershed conservation and regeneration efforts at the local level, prioritizing areas where evidence of high or moderate water stress already exists.
Target: Identification and assessment of main water risks and implementation of management measures when necessary
Target Year: 2025
Target: Reduce the amount of water withdrawn per packed ton by 15% for all operations
Target Year: 2030
Target: Implementation of good practices of regenerative agriculture that contribute to the improvement of water use.
Target Year: 2030
Context
We have a great responsibility with the packaging and containers used for our products as we move towards more circular models and practices that allow us to optimize the use of resources and minimize our environmental impact. From the Corporate Packaging Committee we are strengthening our processes to move forward on three fronts: REduce, REthink, and REsponsibilize.
Target: Evaluate 100% of packaging by identifying opportunities around the three pillars of engagement.
Target Year: 2025
Target: 1100% compostable, recyclable or biodegradable packaging
Target Year: 2030
Context
We prioritize strategic talent management in order to face current and future challenges, guaranteeing diversity and equal opportunities, while emphasizing the respect for human rights at all times to provide the best experience for our employees. Through our processes we seek to attract, train, develop and retain people in an increasingly complex context due to the dynamics of the labor markets.
Target: Fill 75% of vacancies with internal talent.
Target Year: 2030
Target: Achieve 100% of successions
Target Year: 2030
Target: Filling 100% of key positions with key talent
Target Year: 2030
Scale of advancement: 50 > In progress; 51-70 Advanced; 71< Very advanced;
We align ourselves with various global frameworks and standards to be at the forefront of market trends, practices, demands and expectations, strengthening our performance and keeping us in constant adaptation and evolution. Part of this alignment is with the United Nations Sustainable Development Agenda, through which we identified that as part of our business operations, we are contributing directly and indirectly to 39 of the 169 different 169 different Sustainable Development Goals (SDGs). . We also implement them in our facilities along with more demanding international management systems in the global industry, such as FSSC22,000, SMETA 4 Pillars, ISO 14001 and 9001, RSPO and a robust occupational health and safety system aligned to ISO 45001. In our Comprehensive Management Policy we detail the specific guidelines under which our facilities operate and for further details of our credentials, visit Our Certifications.
Visit Our CertificationsDeveloped under the ISO 31000:2018 framework and the COSO ERM:2017 model, our Integrated Risk Management System (SIAR) supports processes by facilitating the identification, measurement, control and monitoring of the risks to which businesses are exposed, allowing us to counteract internal and external factors and uncertainties that may divert operations. See Risk Management and Administration Policy for more details on corporate guidelines. Likewise, consult the full PDF version of this report for more information about:
How we are training our employees in risk management culture.
The 10 emerging risks and 8 strategic risks we are currently monitoring.
More information on how we are incorporating preventive and more detailed management specifically related to climate change and cybersecurity.
More detail on how we are strengthening our corporate compliance process and some of the year's key milestones.
