Plan de desarrollo continuo Grupo Herdez

Desarrollo continuo

Estamos conscientes de que, para lograr un crecimiento orgánico y continuo, es indispensable desarrollar constantemente las habilidades y aptitudes de nuestros colaboradores. Año con año impulsamos su desarrollo a través de planes de comunicación, retroalimentación y reconocimiento continuo.

Por ello, a lo largo del año impartimos distintos cursos de capacitación en temas como: conocimiento técnico,administración, ambiental, salud y seguridad, 5 S’s, prácticas de manufactura, cultura de la legalidad, habilidades de gestión, educación financiera, reforzamiento del Código de Ética y formador de formadores.

En total, impartimos 185,217 horas de capacitación en 2019. Las horas promedio por colaborador fueron 17.8 para hombres y 20 para mujeres; y de 11.5 para personal sindicalizado y 28.6 para personal no sindicalizado.

Evaluamos el desempeño de todos nuestros colaboradores, promoviendo su crecimiento profesional. Para esto, aplicamos diversas metodologías:

  • Apego al perfil.
  • Administración por Objetivos (APO): Objetivos medibles acordados con la línea superior.
  • Evaluación de rendimiento multidimensional (metodología 9 cajas).
  • Evaluaciones trimestrales o cuatrimestrales.

Estas evaluaciones nos permiten establecer objetivamente incentivos de productividad, promociones o cambios horizontales dentro de la organización, así como incrementos salariales.

2020

  • 2020: We launched the first edition of Semillero Nutrisa. Together with Nutrisa and the Victoria147 business academy for women, we invited women entrepreneurs to participate in a training program to improve the management of their businesses and have the potential to become part of our supply chain.

We established our first technological alliance with Google, which will allow us to accelerate the digital transformation of Grupo Herdez through the use of Google Cloud Platform tools such as BigQuery ML, Looker, among others.

Through the Herdez® brand and Aires de Campo® we joined the “Sowing a New Normality” initiative, promoted by the civil society organizations Ríos Tarango and Ectágono, which aims to increase the vegetation cover of the environmentally valuable area Barranca de Tarango.

  • 2021: We developed the Group’s second proprietary e-commerce platform, with the Nutrisa® online store.

We updated the apps through which we manage the loyalty programs of our retail brands, Cielito Querido Café® and Nutrisa®, improving our customers’ in-store experience.

During the year, 15 formulas had their nutritional profile strengthened by reducing some critical added nutrients (sugars, sodium and saturated fats).

  • 2022: We expanded our capabilities into new categories through the acquisition of Interdeli and Deli, Dips & Snacks. Integrating brands such as Libanius, Flaveur, Liguria and Señor Cactus into our portfolio.

We Issued the first sustainability bond through which we
committed to a 25% reduction in our water consumption.

Together with our partner McCormick & Company, Inc. we
brought the most iconic Mexican cuisine to the tables of the United Kingdom
through meal kits, sauces and condiments under the Herdez® brand.
  In less than a year, we obtained a 5.5% shelf
share in the Tesco supermarket chain.

We consolidated the integration of Chilim Balam® into retail brands, a leading brand in the snack segment