Investor Presentaiton
Ferrero Group
Sustainability Report 2022
Health, safety and wellbeing
Introduction
Our sustainability
progress
Our reporting
F
Our vision is to foster a proactive
culture that protects and
continuously improves the health,
safety and wellbeing of everyone
associated with our business.
Our approach
We go beyond our commitment to keep all our
employees and associates safe and free from
harm, by creating and promoting conditions
that aim to improve their long-term health and
wellbeing.
Accountability for the health, safety and
wellbeing of our employees and partners
ultimately lies with the relevant line manager,
supported and advised by our global Health
and Safety (H&S) function.
We have designed a managerial report for our
local H&S managers to send to our Site Plant
Managers. The global function provides
strategic direction and leads the development
of Group-wide initiatives, tools and
frameworks, and defines the minimum H&S
requirements for all Ferrero sites. Our Regional
Managers are assigned to coordinate, oversee,
support and advise on, H&S matters, and to
ensure local implementation of Group policies,
initiatives and programmes - as well as local
laws, all of which we adhere to. Our Code of
Ethics conveys the company's expectations
regarding H&S, and states that all Ferrero
employees are responsible for their own safety,
and that of others working with them or
anyone likely to be affected by their work.
Our Supplier Code also sets out clear
expectations for health and safety: all third
parties must comply with the same rules and
regulations as Ferrero employees when
working on Ferrero premises. We communicate
this before contractors enter any of our sites.
Strengthening H&S operational
management
In fiscal year 2021/22, we continued to align
the H&S function with the Ferrero
organisational model, appointing Area H&S
Managers to provide the support and expertise
required for our rapid growth. The Group
function was consolidated with the
incorporation of new roles for Project
Management/Processes-Methodologies
Development and an additional H&S
engineering specialist. We also assigned H&S
managers in all regions and strengthened
existing local teams.
Working with the Ferrero Operational
Excellence (FOX) organisation, and our quality
and environmental departments, the H&S
function developed the current problem-
solving approach by providing guidelines on
the use of available tools and methodologies to
ensure the best possible outcomes from
incident investigations. In line with this, the
roll-out of our Apollo root-cause-analysis
methodology continued, including the training
of 225 line managers at manufacturing sites.
We updated our Ferrero Operational
Requirements (FOR) H&S programme to align
fully with ISO 45001 requirements. The
programme includes best practices and
guidelines on how to implement them. We also
established, as part of this, additional detailed
requirements for H&S-critical activities and
processes, with three documents formally
released in 2021/22 for two procedures:
Electrical Safety and Warehouse Safety; and
the Design Guidelines for Machinery Safety.
We aim to implement a long-term
standardised approach to H&S management
system step by step, taking into account the
different H&S maturity levels at individual
sites.
We continue improving our central H&S tool,
ICE (Incident Create Experience), expanding
its capabilities and strengthening it as the
mandatory platform for all operations sites to
report and follow up injuries, near misses, and
unsafe acts or conditions. In addition, new
online dashboards were developed in Power BI,
to enable efficient and up-to-date reporting
and monitoring of H&S performance indicators,
as well as an analysis of trends by all relevant
shareholders. The existing lagging performance
indicator - TLR) was complemented with two
leading indicators (Total Leading Rate - TLR
and Closure Action Rate - CAR). This helps us
manage health and safety more proactively,
and is also included in the dashboards.
Our H&S function has also strengthened
engineering-related processes, by creating a
machine-safety concept aimed at improving
the safety of older machines, and by
developing health and safety design guidelines
for new machines and buildings. In addition,
we've updated the engineering project
manager's manual, introducing health and
safety criteria to ensure the safe planning and
execution of engineering projects.
Creating our annual H&S Strategic Plan is a
key moment in the year, when we define the
strategy for aligning all areas of the business
within a common framework. We revised the
plan for 2021/22 in line with our H&S function,
expanding our strategic direction to include the
following:
H&S training specific to leaders and
managers, HR business partners and
front-line operators.
• Continued development and
implementation of mandatory Group H&S
procedures for the highest-risk activities,
and minimum requirements for all sites
to adhere to.
Step-by-step global roll-out of H&S
activities for the commercial and non-
manufacturing parts of the organisation,
focusing on office safety and safe driving.
• Last year's roll-out of the remaining sites
for our root-cause-analysis methodology
(Apollo RCA).
• Targets for leading KPIs, to be defined and
monitored with the help of established
dashboards.
• Detailed analysis of the safety of our
machinery (part of our improvement of
H&S engineering in machine safety), to be
carried out in cooperation with qualified
external suppliers. This will help us
understand our weaknesses and how
to overcome them.
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