Chapter 1 - Our People

[T6; T7]

Buga facilities’ employees

At Alianza Team, our people and their talent are a corporate capability and a key lever for business growth. Being immersed in a context of global diversity and cultural richness, we enhance human development by promoting a network of entrepreneurial people working locally for global impact. From attraction and selection to development and succession, we work every day to ensure optimal conditions for our people so that they can develop their full personal and professional potential in safe and healthy work environments. The global risks reported in January 2023 by the World Economic Forum confirm that the challenges we face as a society -and as an organization- in relation to talent management, knowledge and occupational health and safety unleashed by the effects of COVID-19, the increase in the cost of living and the deterioration of social cohesion, among others, push us to continue innovating in our processes to fulfill our commitment to be a great place to work and an ally of our people.

At Alianza Team we are aware that collective leadership is our differential to achieve a real, sustained and transcendent impact. We have no doubt that our purpose makes more sense when we do it together with our allies. When together we seek solutions and the common good, when we promote collaborative spaces for co-creation, when we contribute to the development of our teams and when we generate collective well-being for society. Thanks to a human, empathetic and transforming leadership, we closed 2022 achieving great results and projects that reflect the fact that we are truly nurturing a better tomorrow, generating positive impacts in our surroundings

Top developments:

286 employees grew internally, filling 59% of vacancies with in-house talent.

We achieved that 84% of critical positions are filled with exceptional talent and 54% already have at least one successor in place; we achieved 70% of successions completed.

We advanced in the conditions for greater mobility and growth of talent with 1533 people with IDP, 391 with calibrated and ranked talent sessions, and 332 people with full apprenticeships.

We launched Level 3 of the Alianza Team Leadership School, increasing its coverage by 383 employees and 51 community leaders. In this way we are strengthening the generation of transformation projects throughout the organization, from social issues to productivity, efficiency, savings and environmental issues.

Prepare and accompany our talent, ensuring that each individual expresses their full potential.

[ODS 4.3; 4.4; 4.7; 8.2; 8.5; 9.2; 9.4; 10.2; 10.3]

At Alianza Team we are convinced that a healthy, positive and constructive relationship between the organization and its employees is a determining factor for business growth, based on respect, credibility and trust among all: organization – employee – union. We seek a comprehensive development of our people, so we work on different fronts to ensure the possibility of contributing to their maximum potential.

In 2022 we achieved our growth objectives as an organization and this is due to our people; thanks to their determination to win and to seek new ways of doing things, even in the most challenging moments. If we make people happier, we will have a fairer, more productive and healthier society. Committed to the comprehensive wellbeing of our 3,011 employees and their families, we made a special recognition to the 286 employees who managed to take their professional career to another level. Get to know the story of some of our employees by scanning the code.

We also commemorate the history and trajectory of more than 160 employees and their families for 5, 10, 15, 15, 20, 25, 30, 35 and even 40 years at Alianza Team. Each one of them has a story that during all these years has become ours as well, because every day we are building Alianza Team’s story. And there is no doubt that being part of Alianza Team for 40 years shows that for us and our people, the development, well-being and potential is what matters most.

In 2022 we accompany all our talent in the execution of the Talent Agenda and planning of the challenges to be met focused on its three pillars: believe, create, and grow. Development and performance management is declared annually in the organization, ensuring that employees at all levels enhance their development through their challenges, powerful conversations with their leader, and organizational efforts that we define every year such as: the Leadership School, the ReINNventar innovation recognition initiative, training, and corporate talent discussions. We closed the year with 1,533 employees with their Individual Development Plans (IDP) approved in Chile, Mexico and Colombia, corresponding to 99% of the target population to be impacted. In this way, the development and performance cycle is focused on maximizing the potential of our employees, leveraging the growth of the business. The talent agenda proposes a series of phases in which the employee empowers their process, making his or her development continuous, and is accompanied by their leader and talent during the cycle.

Achievements:

We created inspiring spaces for teams, guiding employees and their leaders on how to advance the talent agenda. We reached 886 employees in the assessment and planning phases, and in the development of the IDP.
We initiated the “IDP Workshop” to deepen its construction, with the participation of 373 employees .
Between 2021 and 2022, we accompanied 200 employees, who underwent evaluations to strengthen their self-knowledge, feedback sessions on their tests, as well as a session to build their IDP with a space to present it to their respective leader.

We accompanied the new recruits in a Welcome to the Talent Agenda, with the participation of 212 new employees.

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We will continue to strengthen the IDP, ensuring full coverage of the organization, strengthening the culture around development for new recruits, continuous feedback between leader and employee, with greater support for the development of new people in the organization and those who are in transition due to internal promotion.

We also fostered spaces for conversation with employees by conducting focus groups with the different areas of the facilities, identifying the needs of our employees and recognizing them. The talent pipeline also increased to 391 talents identified as key through the talent discussion, and finally, the apprenticeship program has managed to expand its scope from 132 people when it started in 2020, to 332 by the end of 2022. We continue on the path of increasing the visibility of our key talents in the organization, making clear the importance of the requirement in calibration, to face the current conditions, to keep our people in flow to accompany their growth.

ReINNventar

Reinnventar 2022

Innovation being one of the three levers of growth of the organization, we designed ReINNventar, a space generated to promote and recognize in our employees the skills of curiosity, creativity and entrepreneurship for a positive impact, so that together we can create the future of the organization based on incremental and disruptive innovation. This year, more than 40 projects were submitted, including product, process and business model innovations from all countries. Evaluated on four fronts for their potential impact on growth, digital effort, people and environment, the winning project was BredenMaster Mi Almacén Digital (My Digital Store), followed by the automation of the facilities in Buga with the SARA project and in third place, UBUNTU, the supply chain monitoring and verification system. With the specialized support of our partner Rockstart, we assisted the teams with the development of the story, from the name of the project to the delivery of the message in a striking and inspiring way. We congratulate all participants and invite all those who are working on innovative initiatives to apply for the next cycle of ReINNventar.

Leadership School: The triple footprint of collective leadership with social, environmental, economic and governance impact.

[404-2;401-2].

Participants Leadership School

We know that social development and great transformations are achieved with a solid and vigorous business fabric. That is why, as an active part in the construction of the social fabric, we want to train transformational leaders who put their skills in conscious leadership at the service of all, impacting the organization and their surroundings. Therefore, from the Leadership School we are transforming through experiential and far-reaching training, where we address the development of the leader at an individual level, generating self-awareness, their team, their community and supply chain. From 2019 to date, more than 380 employee leaders and 51 members of the community have been trained with modules framed in diversity, conscious capitalism, resilience, collective leadership and transcendence for the construction of the social fabric. This School is oriented to continue developing the entrepreneurial spirit, agility, reliability, and flexibility to strengthen the participants comprehensively in soft skills, making them more sensitive to the impact we generate in our daily lives.

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In 2022, 229 leaders participated, including Alianza Team employees and community leaders in our areas of influence:

Learning how to deal better with difficult and emerging conversations.
Promoting collective leadership.
Enhancinging diversity to drive performance.
Graduation in 2023-1 of the first group that began its training 3 years ago, and we will continue to move forward with the following groups and new participants.

We know that we have people with extraordinary skills, so we prepare our employees to continue developing the talents that support the growth of the organization and represent the DNA of Alianza Team by training our current and future leaders.

Promoting an inclusive, equitable, safe, healthy and respectful of human rights work environment.

[405-2;T9]

[ODS 5.1; 5.2; 5.5; 8.5; 8.6; 8.8; 10.2; 10.3]

Employees Barranquilla facilities

At Alianza Team, every day we nurture a better tomorrow and build a great place to work. We firmly believe in our talent and seek a balance in which all people have the same opportunities. In our organization we do not have labels, that is, we do not discriminate based on any factor, be it type of position, age, race, gender, nationality or sexual preference, among others. From our Policy Guidelines we promote diversity and inclusion with our attitudes, behaviors and decisions on a daily basis, finding in them opportunities for collective construction. Likewise, declaring zero tolerance to cases of harassment –sexual, non-sexual or of any kind– towards any person part of the organization or indirectly related. We work on raising awareness of its relevance from our leadership, selection and hiring processes, as an organizational culture and corporate strategy. As a mechanism for denouncing and reporting any violation related to these aspects, we have the Corporate Integrity Line described in the first section of this report.

In terms of compensation, we maintain a detailed record of salary parity between men and women by role level, which helps us to make timely decisions. We seek to ensure competitive salary conditions in the labor market by following a rigorous procedure for determining the remuneration of the different positions, which allows us to comply with our internal policies. We have made significant progress in gender equity, achieving in Colombia in 2022 the fifth place in Great Place to Work for women. We perform this measurement every two years, so we expect the 2023 results to reflect the internal progress we have made on all fronts.

Likewise, we know that not all compensation is monetary, so we have different schemes designed to suit the teams, businesses and operations that allow a better work-life balance, recognition, benefits and activities for employees and their families, among others. We contribute with specific actions to the construction of a fairer and more equitable society.

Achievements:

Development of an inclusive recruitment program together with the Wazu Foundation in Chile.
A technical course for people with hearing disabilities was opened at the Buga Facility, reinforcing the inclusion component with the population already involved.
We have 17% of our employees who are over 50 years old, ensuring their continued relevance in the labor market.
The number of female employees increased by 40% with respect to 2021.
Legal certification in Inclusion and Gender Model and empowerment of 7 leaders of the Talent Development areas in our facilities.

2023 Commitments:

Conduct training on issues related to diversity and inclusion.
Identify the population which is relevant to include within the commitments.
Develop process and operational awareness skills on inclusion and diversity issues.
Strengthen the Policy Guidelines with specific aspects of diversity and inclusion.

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We work under the conviction that all people have the same job opportunities, always seeking respect and professional development for each one. In Team Foods Chile we work to enable favorable contexts for personal and professional development, developing an inclusive and affordable recruitment program hand in hand with our ally Fundación Wazu, the first labor inclusion incubator for technicians and professionals with disabilities. To adapt to today’s world, we improved our facilities in order to guarantee access for employees with physical disabilities. We also worked on raising awareness among all our teams in order to create an adequate work environment for everyone. Additionally, we are generating a support network for all those employees who have family members with disabilities.

In BredenMaster -under the framework of Law 21.015 that encourages and promotes labor inclusion- we will reinforce our procedures for all employees and/or people who provide services to the company, as well as the recruitment and selection processes, where emphasis will be given to the competencies of people regardless of their physical characteristics, religion, political options, gender, age, ethnicity, sexual orientation, gender identity, disability, diseases or other characteristics. We seek to give visibility not only to inclusion, but also to diversity and equity, in order to promote an environment of equal rights and respect, avoiding any type of discrimination. The purpose of the inclusion policy is to promote a diverse and inclusive environment and culture, where all employees can better contribute to the business, enhancing and/or developing their capabilities, ensuring equal conditions and respect in terms of treatment, compensation, and fairness.

At Alianza Team we come together to reduce gaps; we firmly believe that employability is the engine that allows people to achieve adequate social integration, improve their quality of life, enhance their leadership and personal empowerment.

How do we do it?

Construction of action plans with the leader and the team.
Follow-up of Work Climate and Work Environment action plans.
Engagement with immediate family.
Endomarketing of wellness plans.
Balance between time, health, family, personal life, leisure, personal growth and education, through activities, benefits and agreements that address the needs and aspirations of each employee.

Key indicators of Talent and Occupational Health and Safety.

[401-1;T13; T14; 403-9]

[ODS 8.8]

In line with the results of the corporate materiality update, talent and knowledge management together with the health and safety of our people is a priority. Our 2022 results show the challenges we face as an organization and as employees, as we need to work together to strengthen the culture of self-care and safety. Likewise, the voluntary turnover rate -that is, unwanted turnover- increased at the corporate level and in all operations except Team Foods Chile, which is a clear sign of the knowledge management risks to which we are increasingly exposed.

BredenMaster Partners

*Legend with formulas: LTIFR: (Cases/HHT)*1,000,000; ISA: (Days/HHT)*1,000,000; Absenteeism: (Days of PSL (paid sick leave) /Total days worked)*100.
*Hours worked were 9,681,060.
*For the OHS indicators, employees, contractors and outsourcing personnel are included.
*Total and voluntary turnover rates are periodically analyzed and broken down by type of position, type of departure, area, age and gender in order to delve deeper into the reasons for departures and take targeted actions accordingly.
* The hiring rate is broken down by age and gender.

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Actions to prevent accidents, absenteeism and fatalities:

[401-1;T13; T14; 403-9]

Alianza Team Chile Employees

We promote the Safety and Wellbeing of our personnel and contractors, therefore we implement an Occupational Health and Safety Management System at Work (OHSMS) in each of the facilities. Our OHSMS has been promoted from a concept around Comprehensive Health and the strategy has been approached with a 360° approach, based on four spheres of influence towards the employee.

In the first sphere, we seek actions that facilitate a controlled physical work environment, where the probability of suffering an occupational accident or acquiring an occupational disease is remote. The main strategic initiative in this first sphere is the reporting and closure of substandard conditions and as complementary programs, in each of the facilities we advance the identification of hazards, risk assessment and establishment of controls to prioritize and integrate action plans with quantified goals to address such risks. In addition to identifying legal requirements and verifying compliance status, we are constantly identifying our own vulnerabilities that could affect our facilities. We implemented measures to train and prepare personnel to respond to emergencies, extending this culture of prevention to contractors, temporary and outsourcing personnel through manuals and procedures for high-risk work documented in our digital platform Gestiona.

The second sphere of influence is related to the control of psychosocial risks and the promotion of mental health, which is under a preventive approach and oriented to the early detection of cases. We have applied tools to determine the level of psychosocial risk in each of the facilities and implemented a virtual psychosocial counseling line for Colombia. The focus in this area is to strengthen promotion and prevention activities and comprehensive mental health care. These initiatives were complemented with the application of the Health and Wellness survey with our partner GRESSA in Colombia, Mexico and Chile, which provided us with important inputs to improve the progress made in each of the facilities.

The third area is related to personal health resources aimed at strengthening healthy lifestyle habits. We leverage our higher purpose of nurturing a better tomorrow and make it visible through the implementation of activities aimed at cardiovascular risk control, physical fitness, healthy eating and sleep hygiene. For this area, our strategy is framed within the Health+ Program, which we reinforce with our OHS week in October 2022 by carrying out monthly activities aligned to the Pan American Health Organization’s schedule, promoting self-care and healthy lifestyles throughout the year. The Buga facilities completed two Health+ Cohorts in 2022 with more than 50 employees participating, while the Barranquilla and Bogotá facilities started the first cohort with 22 and 25 employees, respectively.

In the fourth and final area of action, we focus on taking these programs to the community, starting with the families of our employees, involving them in wellness, promotion and accident and disease prevention activities. We are also working through the Contractors School with our partners, impacting the community. Together with Talent Development, Integrated Management Systems, Quality and Resource Protection teams, in 2022 we were able to carry out a pilot program with contractors in which 12 companies participated and developed activities for the management of chemical substances, documenting their safety data sheets and, based on their hazards and risks, control measures were established for their safe handling.

We have an Operations Committee where we communicate monthly the results obtained in occupational health and safety issues at the corporate level. We also have a Safety and Hygiene Committee that oversees compliance with occupational health and safety procedures. In each forum with the operating areas, we discuss the results in safety issues and continuously communicate the actions taken to prevent accidents and injuries (safety inspections, OSH training to employees and third parties, as well as the results of investigations of accidents, injuries, illnesses and work-related incidents). As achievements in 2022 we highlight a reduction of 28 accidents in 2021 vs. 9 in 2022, and that we had no occupational diseases, which shows that preventive activities in occupational health issues are being effective.

Commitments 2023:

Expand the Contractors School to all facilities and include transportation companies.
Train the remaining leaders in Buga and initiate the Safe Habits and Behavior Program in the other facilities.
Articulate the activities carried out in each of the facilities with the intention of expanding the coverage and participation of the employees .
We have set quantitative targets for the improvement of Occupational Health and Safety metrics and therefore we are committed to: increasing the number of reports and closure of substandard conditions with respect to the year 2022 and at corporate level; reduce the frequency of accidents to each country’s national rates of each country as a minimum and maintain 0 fatalities during 2023.

In 2022 and since 2018, we have been carrying out risk assessments in accordance with the Industrial Hygiene Master Plans for each of the facilities, which include the identification, evaluation and control of risks.

At the BredenMaster facilities, we implemented machinery safety measures that were successfully reflected in the reduction of accidents. With this we were able to reduce the overall accident rate by 8% and the number of days lost due to accidents by 28%.

Working hand in hand with the management teams of each area, we were able to guarantee comfortable, safe and healthy work environments, which operate within the limits of permissible values. Additionally, we complemented with occupational medicine activities and occupational medical evaluations that allowed us to identify in a timely manner the health conditions of occupationally exposed employees.

In remote working (home office), workplace inspections are carried out, achieving more than 98% coverage of the almost 340 administrative employees in Colombia, ensuring the delivery of 100% of the required ergonomic elements and the participation of 95% of the personnel in the induction and re-induction process of the Occupational Health and Safety Management System. In Mexico, 53 employees work remotely, of which 100% received economic support for internet use; 98% received computer equipment, 81% received the required ergonomic elements and finally, there was 100% participation of personnel in the process of induction and reinduction of the Occupational Health and Safety Management System.

We strengthen the culture of prevention through the Safe Habits and Behavior Program, for this we conducted a pilot at the Buga facilities, which will be replicated at other facilities in 2023. This pilot was carried out with the support of ARL SURA through technical support in the field and tours to observe the behavior and calibration of their vision of OSH risks.

Preliminary result: two months with 0 accidents and training to the 5 leaders of the different processes of the facilities.

Contribute to improve the quality of life of our employees and their families.

Buga facility employees

Benefits and allowances; welfare programs:

[ODS 1.4; 5.5; 10.3; 11.1; 11.3]

Consistent with our principles and values, at Alianza Team we permanently promote the integral wellbeing of our employees and their families, through an extensive range of benefits aligned with their needs, tastes and lifestyles, seeking a balance between personal, work and family life. We are convinced that if our people and their families are well, we will be well.

We work for the well-being of our employees within the framework of a good working environment, strengthening their trust, commitment and sense of belonging to the organization, focusing on the pillars of social, physical, financial and emotional wellbeing. We celebrate with commemorative activities such as Women’s Day, Mother’s Day, Family Day, Love and Friendship, and birthday celebrations, among others. We also carry out initiatives such as the school for mothers, support for pre-pensioners, recreational activities with the children of our employees and celebration of special dates, cultural events and year-end parties.

In total, we invested COP $1,995,800,049 in benefits for our employees. We highlight that in the last three years, we have granted close to 4,000 requests for educational assistance for employees and their children in Colombia and Mexico, and more than 105 requests for loans for home purchase or remodeling for an amount of COP $1,894,000,000 also in Colombia, thus demonstrating one of the ways in which we are allies for our people.

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Total investment in employee benefits

[T8]

In Bogota, we promoted the empowerment of more than 80% of our employees who are working remotely from home through recreational and integration activities such as bowling, wine tasting and bonuses to share with the whole family, including pets. All of the above allowed us to be nominated in the category of Merit for Corporate Social Responsibility, where our leadership in contributing to the economic and social reactivation of the region and our commitment to remain competitive in today’s market was highlighted.

Mothers’ School: Christmas crafts and decorations workshop in which more than 70 mothers and/or wives of our employees in Barranquilla and Buga participated in order to generate additional income to that earned by their family members in Alianza Team.

In BredenMaster we lived a day full of joy and excitement with our little ones, as we were visited by more than 200 mini master bakers. Children between 5 and 12 years old accompanied by their parents, aunts, uncles or grandparents enjoyed a magical baking workshop: pastries, cakes and cookies. In addition, they learned how our Happy Donuts are brought to life in a tour of our donut line.

In Mexico, a socioeconomic study was conducted on 269 employees in order to have a better understanding of the quality of life of employees and to map the employees who are below the welfare line. In 2023, action plans will be generated by linking employees with government programs for social development and decent housing. We conducted personalized coaching sessions for 48 employees in which we offer advice on financial management and future savings plans to ensure their long-term sound money management. The program began in September 2022 and ends in December 2023. We promote training and links with institutions that allow us to improve the quality of life through retirement and housing savings. We also held 4 Benefits Fairs in which 8 different companies participated with the goal of presenting economic benefits for employees such as discounts on products or memberships. All employees of the Morelia facilities were invited to the four events. Additionally, Alianza Team paid for the participation of those employees who have personal businesses in the “Bazar Naranja” (Orange Bazaar); a municipal forum open to the public, whose objective is to promote local commerce and make emerging businesses in Morelia visible.

With the You are worth + Program in Mexico, we seek to increase the recognition of value and identify employees who constantly propose and participate in innovative ideas that help increase productivity, and reduce time and/or costs within their work area. In 2022, 123 Team Foods Mexico employees participated, 576 stars were awarded for participation in social programs and improvement ideas that impact time, productivity and costs, with an investment equivalent to COP $2,923,050. In order to empower and contribute to the economic and personal development of our people, we created the Empleateam program, with which an open call is made to family members of employees to train in various trades such as: educational assistance, office automation, food and beverages, graphic arts, bakery and foreign languages, among others. In 2022, two members of employees’ families enrolled, providing them with knowledge that will help them to become entrepreneurs and generate new income for their homes.