Policy

Royal Unibrew complies with existing labour legislation and collective agreements, including enforcement of the freedom of association and assembly, the elimination of forced and compulsory labour and the use of child labour as well as the elimination of discrimination in respect of the employee’s gender, race, religious beliefs or political affiliation.

Within the broad area of human rights, Royal Unibrew has chosen to focus specifically on diversity among its own employees and on labour rights at Royal Unibrew and with trading partners as well as on competence development of its own employees.

Royal Unibrew has an ongoing dialogue with its stakeholders and the public on this responsibility and seeks to keep focus on these areas through continuous improvements.

It is Royal Unibrew’s goal to attract and retain competent and talented people who are results-oriented, adaptable, innovative, creative and have the right mindset/DNA. This is a prerequisite for realising our ambitious business objectives. We are therefore investing in our employees – both by way of learning and upgrading of skills, but also by offering them influence on their jobs and by listening to their ideas and wishes for the future.

Activities

Continuous efforts are made to ensure workplace diversity. Traditionally, the brewery business is relatively male-dominated, but Royal Unibrew works continuously to ensure a more equal gender representation. Royal Unibrew is also involved in other areas to eliminate discrimination; for example, we launched a project of attempting to bring newly arrived refugees into job activation in Faxe in 2016 in cooperation with the Municipality of Faxe. This project continued in 2017.

It is Royal Unibrew’s aim that suppliers and partners should comply with Royal Unibrew’s ethical guidelines which describe how human rights apply to Royal Unibrew’s business, and that these should be incorporated into the terms of trading with key suppliers.

As part of our dialogue with suppliers, we collect information from them to ensure that Royal Unibrew is not brought into conflict with its ethical guidelines. A supplier evaluation was made in 2017.

In the period from November 2016 to February 2017, an employee satisfaction survey was performed. Based on the survey findings, in-depth analyses and action plans were launched at both group and country levels in 2017 with focus on, among other things, commitment, performance and competence development. Royal Unibrew believes in the value of on-the-job training and focuses on creating broader jobs, new responsibilities and job rotation. Various training and development activities have been initiated locally, including relation-building sales training focusing on customers, various types of executive development training to equip the “Great Leaders” of the future as well as the establishment of efficient teams.

Royal Unibrew is working continuously at raising the level of the individual employee’s competences and at strengthening our managers’ ability to drive changes and to support their employees’ development. Every year, our employees are offered a number of courses that give the individual concrete tools to handle a more complex and changeable workday. Managers have strengthened their competences within project management, among other things, and in 2017 a mentor scheme was launched, under which young/inexperienced managers are assigned an older/experienced manager as a mentor in order to leverage the knowledge and experience existing within our organisation.

At the same time, focus was directed at strengthening newly appointed managers’ management skills and ensuring their integration and network in the organisation through general management training.

Risk

There is a risk of “biased” recruitment as compared to the demographic development, thus creating a corporate culture that does not reflect the surrounding world. This applies at all organisational levels.

In the recruiting process, Royal Unibrew always aims at attracting and recruiting a diverse labour force. Historically, however, the brewery industry is a male-dominated industry within a number of functions, which challenges our diversity target.

Outside Royal Unibrew, but in relation to Royal Unibrew’s operations, there is a risk of purchasing goods or services from suppliers who do not live up to Royal Unibrew’s ethical guidelines for respecting human rights.

Royal Unibrew operates in a highly competitive market, and inability to attract and develop the right people to launch and promote new products at an ever-increasing pace constitutes a risk to the continued success of the Company. Royal Unibrew’s competitiveness also depends on close cooperation between the individual business areas in order to ensure a strong value chain and avoid a silo mentality.

Kpi

A target has been defined for the promotion of diversity at Royal Unibrew, including the achievement of a reasonable gender representation at the level of the top management team comprising the Executive Board and the executives just below, in order to achieve at least 40% representation of each gender.

Performance

The international management team comprised 70% (2016: 65%) men and 30% (2016: 35%) women in 2017.

Gender representation on the international management team

2017 2016
Women 30% 35%
Men 70% 65%

 

Royal Unibrew had newly arrived refugees in trial jobs in 2017.

The collection of information from Royal Unibrew’s suppliers in 2017 did not reveal any non-compliance with Royal Unibrew’s ethical guidelines for respecting human rights.

All Royal Unibrew departments have developed action and follow-up plans based on the findings of the employee satisfaction survey in order to develop both the individual department and its employees. A Growth Leadership Team has been established across Royal Unibrew’s markets who will focus on growth and development of our business and organisation, knowledge sharing and best practice.

By offering our employees a number of courses, we have provided them with specific tools to handle challenges and changes. Our managers have become better equipped for driving changes and guiding our employees through such changes.