- In early 2016, Mondelez introduced its updated ‘Strategy Globe’ and formulated a vision, ‘to be the best snacking company in the world.’ To achieve its vision and strategic focus, Mondelez has identified three growth ambitions: Grow our people, grow our business and grow our impact. In this context, it has developed a new platform, ‘Impact for Growth’ which the company sees as a focused approach to driving growth and delivering positive change.
- Mondelez factors nutrition into its decisions about acquisitions. The company also conducts extensive nutrition-related risk assessment to mitigate risks to support its ‘Well-being Strategy.’ This type of risk assessment is one of the most comprehensive from the companies assessed.
- Despite some strong elements described above, the company could strengthen its commitment to grow by making nutrition and health more central in its ‘Strategy Globe’ and by having it play a more integral and central role in its ‘growth ambitions.’ This should be built upon a clear commitment to deliver more, healthy foods with specific reference to low-income populations in both developed and developing markets.
- ‘Impact for Growth’ covers Mondelez’ global ‘Well-being Strategy’ which has three pillars: 1. Expanding ten existing well-being brands in Mondelez portfolio, with the goal of growing them at twice the rate of its base portfolio; 2. Renovating and improving the nutrition and ingredient profile of its best-selling brand; 3. Continuing to inspire consumers to snack mindfully and planning to deliver 15% of its revenue from portion-controlled snacks that are individually wrapped and have 200 calories or fewer.
Within these three pillars, Mondelez has formulated additional 2020 goals covering a broad range of nutrition-related topics such as product reformulation, developing its healthy product portfolio, labeling, marketing to children, consumer education and stakeholder engagement.
- Mondelez’s CEO, in conjunction with a Board Committee, is engaged in the review and progress of its ‘Well-being Strategy.’ The company has established a ‘Well-being Leadership Team’ that is overseen by three senior executives who report directly to the Board and the CEO. The ‘Well-being Leadership Team’ sets the direction of Mondelez global ‘Well-being Strategy.’ Even though the CEO’s accountability for the overall business strategy of which the ‘Well-being Strategy’ is an important component, Mondelez could strengthen this commitment by linking directly the remuneration of its CEO to its well-being objectives.
- To strengthen its ‘Well-being Strategy’, the company is encouraged to conduct annual internal audits of its delivery. It could also expand the formal panel that advises the Board with specialists from a broader range of expertise, such as marketing, labeling and promoting active lifestyles.
- The company annually publishes a progress report entitled, The Impact for Growth, and provides global updates on nutrition. Despite its global presence, the company does not publish separate reports for its major markets. Mondelez also does not yet follow the industry-leading practice of commissioning external verification of the nutrition information and data in its reports.