Protecting Human Rights
Our commitment to respecting and protecting the rights of those affected directly and indirectly by our operations is outlined in our Human Rights Position Statement and our Policy Statement Prohibiting Involuntary Labor. We also publish an annual progress report that documents our milestones and actions that meet regulatory reporting requirements, including those of the U.K. Modern Slavery Act.
In 2018, Kellogg ranked #8 across all industries on the global Corporate Human Rights Benchmark that evaluates companies’ human rights policies, processes and practices. We also ranked #2 in the food and beverage category on the Know the Chain assessment that evaluates actions companies are taking to eradicate forced labor from their supply chains.
Across our supply chain
Protecting human rights is a priority at Kellogg. Our cross-functional team of leaders continues to meet monthly to review our monitoring and verification processes. We also use Sedex self-assessments and third-party audits to monitor our suppliers, and complete Sedex self-assessments for our own manufacturing facilities.
Kellogg is also on the AIM-PROGRESS Leadership Team, co-leading the human rights workstream and actively engaged with the Consumer Goods Forum (CGF) Social Sustainability Committee.
Within our operations
Our commitment to human rights extends across our own operations as well. We strive to be a preferred employer and to ensure the safety and wellbeing of our employees.
Our K Values™ shape our culture and guide the way we run our business. They are at the core of who we are, what we believe and what brings us together as a global team. They help to define what makes our company and our people special, and how we all play a unique and critical part in the ongoing success of our business.
Employee safety is addressed in our K Values™. We “embrace the belief that all injuries are preventable and that achieving a healthy and safe environment starts with ‘me.’” We are proud that our global Total Recordable Incident Rate (TRIR) dropped 26 percent to 0.57 and our global Lost Time Incident Rate (LTIR) dropped 14 percent to 0.30. Both rates are the lowest in our company’s history and significantly below the U.S. Bureau of Labor Statistics industry benchmarks of 4.7 and 1.3, respectively.
In 2018, we put special emphasis on enhanced training to further reduce hand and finger injuries across our manufacturing facilities. As a result, hand injuries were reduced by 48 percent globally.
Our manufacturing facility in Linares, Mexico received the Empresa Segura (Safe Company) certification for meeting stringent requirements for legal compliance, management systems, employee participation and safety performance. Additionally, our Cary, North Carolina facility received Voluntary Protection Programs (VPP) recertification from the U.S. Occupational Safety and Health Administration for effective safety and health management systems and injury and illness rates below U.S. Bureau of Labor Statistics averages. Finally, the U.S. based-National Safety Council – of which we have been a member since 1948 – honored Kellogg with its Driver Safety Program Award for the defensive driving program we provided for our Sales team.
Investing in people
Our founder, W.K. Kellogg said, “I’ll invest my money in people.” More than 100 years later, we continue to put people first. For our employees, this dedication to people means that we offer competitive benefits and rewards packages around the world, and an environment where success is celebrated.
As we advance our Deploy for Growth strategy, it is imperative that our employees exhibit the skills and behaviors needed to ensure our company’s continued success. To clearly convey these expectations, we recently introduced eight new Growth Competencies, six for all employees and two more for people managers. The Growth Competencies compliment employees’ existing functional and technical competencies and are grounded in our K Values™. For all employees they include having courage, building effective teams, being nimble learners, having a strategic mindset, driving results and focusing on the customer. Additionally, people managers are expected to develop talent and drive engagement.
To support our employees in building their skills and careers, Kellogg strives to create an aspirational learning culture. In 2018, we launched the LinkedIn Learning platform of on-demand, on-line video courses covering a great variety of professional and personal development topics. Just six months into the launch, Kellogg salaried employees have completed 6,400 courses on the LinkedIn Learning platform. They are using the platform to up-skill in real-time, immediately improving themselves and our business.
Providing training and development in manufacturing facilities is always a challenge, given the nature of the work and working hours. To support the career development of these employees, our Kellogg North America Supply Chain team has developed two unique training programs based on the specific needs of the operations community.
Front-line leaders now have a standard 30-day onboarding program and additional training in team building; and,
Talent Builders is a monthly career development conference call open to all salaried employees to help them plan and build their Kellogg careers.