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Copyright © 2020 Grupo Nutresa. All rights reserved. Medellín, Colombia.
Design, press editing, development and montage: Taller de Edición.
Materiality is part of Grupo Nutresa’s sustainability management system and represents a decisive tool for refining 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 the Company’s ability to generate value in the short, medium and long term.
For the determination of materiality, Grupo Nutresa considers the opinions and priorities of its most relevant stakeholders, as well as the global risks and the emerging issues from the food, restaurants and omni-channel company sectors. Additionally, the Organization performs benchmarking exercises with international peers from the industry and considers assessment criteria established by different sustainability monitors and rankings. The connection with the multiple stakeholders, in fact, is what has enabled the Company to remain at the forefront, even with the changes both the consumers and the business environment itself have undergone.
The materiality matrix was updated in 2013 and 2015, and its scope was expanded in 2017 and 2018. Since 2019, the Grupo Nutresa has been building its own engagement model with the purpose of maintaining the relevance of the analysis. During the last assessment, 23 relevant topics were identified, 18 of which were classified as high-impact or material topics. For such classification, the following aspects were assessed:
Grupo Nutresa’s first materiality analysis in Colombia.
Second update of the materiality matrix.
Revision and expansion of the materiality scope, including Chile, Colombia, Costa Rica, United States and Mexico.
Materiality analysis coverage expansion to cover Panama, Peru and the Dominican Republic.
Development of purposeful and joint-construction communications with suppliers within the framework of Grupo Nutresa’s annual Exemplary Supplier acknowledgment event.
Formulation of the model for leading practices and engagement with the stakeholders.
Implementation of the engagement model in the Coffee, Ice Cream and Cold Cuts Businesses, with the neighboring communities as the intervention focal point.
Creation of three strategic engagement committees for the Businesses.
Advancement of the engagement model with eleven engagement committees for the identification of interest sub-groups and definition of key agents for each one of them.