Investor Presentaiton
Ferrero Group
Sustainability Report 2022
Engaging our people
Introduction
Our sustainability
Our reporting
F
progress
At Ferrero, we work continuously to
create an inclusive culture where
colleagues can contribute to the
success of our company.
The year 2021/22 saw us return to a 'new
normal' in most of our geographies as the
effects of the pandemic subsided and social
restrictions began to ease. This was also an
opportunity to reflect on what we'd learnt and
consider how we wanted to work in the future.
We knew we had to evolve to be more flexible,
but at the same time protect our unique culture
and way of working. In addition, we've
developed further policies and initiatives
focused on engaging employees at Ferrero.
Key highlights over the last year include:
You Engagement Survey
We've continued the roll-out of plans based on
the results of our 2020 employee-engagement
survey. We also carried out an engagement
survey in October 2022. This fourth edition
of the survey has been available to almost
38,000 colleagues in 57 countries, and in
25 languages. The results informed a new
cycle of Your Life in Ferrero Action Plan, the
process that develops and launches initiatives
aimed at improving the experience of Ferrero
employees.
Digital workplace
We continue to encourage open and consistent
communication. Forward is our digital
platform, providing a place for company news,
tools and applications, for everyone to access
on any device, anytime, anywhere. It becomes
increasingly inclusive as our company grows.
In 2021/22 we added support for two
additional languages, Arabic and Marathi, and
the platform is now available in 12 languages.
Continuous learning
As our company becomes increasingly
international, and we evolve our governance
and business model accordingly, we must also
change our approach to developing people.
Ferrero University
We launched our flagship programme,
Ferrerità, virtually this year, highlighting
what makes Ferrero, Ferrero. We also started
running the programme in the classroom,
in some regions and in our HQ.
Two other mandatory e-learning modules
within the Ferrero Fundamentals were
launched, to further support our established
compliance processes. All office-based
employees around the world have completed
the 8 Ferrero Fundamentals, and we are
assigning them on a rolling basis to all new
employees.
86% of the Know-How Academies training
offer has been virtualised, enabling continuity
at both a central and local level.
Mentoring
In 2021/22, we formalised our new mentoring
process and communicated it to all Ferrero
employees. To prepare our senior leaders for
the role of Internal Mentor, Ferrero University
developed and launched the Mentoring
Certification programme. This was designed
to boost mentor and mentee learning from
different perspectives, maximise potential,
and ensure continuity through knowledge
management, supporting employees during
career transition, and fostering networking
and corporate exposure.
The 12-month learning journey helps equip our
senior leaders with the critical skills they need
to enrich mentoring relationships: deep
listening and formulating powerful questions,
embracing diversity during conversations with
mentees, deepening relationships through
empathy, providing advice, and managing
tough conversations.
Key training KPIs for the fiscal year 2021/22:
• 819,896 hours of training.
• 29,339 training participants.
21.8 training hours per head.
Performance-evaluation process
Our performance evaluation is based on
employee achievement and behaviour across
three dimensions: individual performance,
contribution to the team, and contribution
to the multifunctional team.
We have a continuous-feedback process,
which enables our managers and employees
to request feedback from peers and internal
clients, encouraging openness and growth.
They can use it not only during the
performance-evaluation process, but
all year long.
In fiscal year 2021/22, 14,427 employees,
from 59 countries (73% employees, 19%
middle managers and 8% senior managers
and above) were involved in performance
evaluation, of which 41% were women and
59% were men.
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