Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Responsibility
2016
2 INTRODUCTION
OUR PURPOSE
At General Mills, we serve the world by making food people love. We do this
by embracing our five pursuits, which are at the heart of our company.
LEARN MORE
Put Everything we do at General Mills starts and ends with people our consumers, customers, Health & Wellness
Sustainability
people employees, workers in our supply chain, and those who live in the communities where Workplace
first we operate. Community
Make
For 150 years, weve been driven by our passion for making delicious, healthy, high-quality Health & Wellness
food with food and sharing it with people worldwide. Sustainability
passion
Earn
We will never stop working to earn and maintain the trust of our stakeholders across the
peoples value chain, from our suppliers to our consumers.
Full report
trust
Treat
Our business depends on a healthy planet, so we are committed to treating the world, Sustainability
the world its resources and people with care. Community
with care
G4-4
GENERAL MILLS GLOBAL RESPONSIBILITY 03
Highlights in fiscal 2015
Sustainability
Chairman and Chief Executive Officer; John and monitor strategy, policy and key EVP, U.S. RETAIL
EVP, INTERNATIONAL
Church, Executive Vice President of Supply investments related to sustainability. CFO
Chain; Kim Nelson, Senior Vice President EVP, INNOVATION,
See GeneralMills.com/Investors to learn TECHNOLOGY & QUALITY EVP, SUPPLY SVP, EXTERNAL EVP, INNOVATION, SVP, HUMAN
of External Relations and President of the SVP, SALES CHAIN RELATIONS TECHNOLOGY & QUALITY RESOURCES
more about the companys broader
General Mills Foundation; and Jerry Lynch,
corporate governance structures
Chief Sustainability Officer. The team meets
and processes.
regularly and receives input from internal
G4-36, 42, 46, 47, 48 GLOBAL RESPONSIBILITY SUSTAINABILITY GENERAL MILLS HEALTH & NUTRITION
and external experts. During 2015, the FOCUS AREAS CENTER OF EXCELLENCE FOUNDATION CENTER OF EXCELLENCE
WORKPLACE
Materiality*
In 2015, General Mills collaborated with associations and academics as well as material topics as they relate to General
Hudson Consulting to update the companys numerous leaders and content experts Mills global responsibility strategy
materiality assessment, originally conducted from across our company. The assessment and reporting.
in 2013 with Forum for the Future. The evaluated the impact each issue has on G4-18, 20, 21
update comprised a total of about 50 General Mills as well as the importance to
survey responses from external partners external stakeholders for our company to
and experts including nongovernmental address each issue. This analysis has helped
organizations, customers, industry us confirm, update and frame the most
*In this report, the terms material and materiality refer to topics that reflect General Mills significant environmental and social impacts or that substantially influence our global responsibility strategy.
We are not using these terms as they have been defined by securities laws in the United States or in the context of financial statements and financial reporting.
Animal welfare Ensure the ethical treatment of animals raised by suppliers Sustainability
Biotechnology Work to educate the public on use of genetically modified organisms and meet consumer demands for Introduction, Sustainability
increased information
Climate change Advance strategies to reduce GHG emissions and help mitigate the effects of climate change in agricultural and food Sustainability
production systems
Commodity pricing and availability Maintain reliable access to key commodities and inputs Sustainability
Corporate governance and ethics Operate with integrity and with the highest standards in oversight, ethics and compliance All sections
Diverse consumer needs Meet changing consumer needs and diversify our product offerings based on geography, culture, Health & Wellness
values and economic means
Employee well-being Help employees lead healthier lives through education and support Workplace
Energy use Manage energy usage and costs throughout the value chain, including agriculture, production, Sustainability
transportation and distribution
Food safety Set and maintain high standards for food safety and quality Health & Wellness, Community
Food security Improve access to healthy, affordable food for the worlds growing population Health & Wellness, Community
Food waste Address food waste and loss from field to table Sustainability, Community
Health and nutrition wellness Improve the health profile of products and engage in public discussions on healthy and nutritious lifestyles Health & Wellness, Community
Human rights Respect the human rights of all workers Sustainability, Workplace
Responsible marketing Adhere to internal and industry guidelines regarding consumer communications Health & Wellness
Smallholder farmers Support smallholder farmers capability and capacity to maintain viable operations Sustainability, Community
Supply chain relationships Build and strengthen supplier partnerships across the value chain Sustainability, Community
Transparency Communicate openly with key stakeholders on material issues, including through brands All sections
Water stewardship Manage water resources strategically throughout the value chain Sustainability
Workforce management Provide competitive benefits, foster a diverse and inclusive culture, and invest in training and development opportunities Workplace
Workplace safety Maintain a safe workplace for our employees, contractors and visitors, with a focus on zero accidents and injuries Workplace
We plan to periodically update this assessment to ensure it continues to reflect our company and food culture as well as our stakeholders expectations.
PACKAGING
AGRICULTURE TRANSFORMING SUPPLY CHAIN* CONVERTING** SHIPPING SELLING CONSUMING
Growing and transporting Turning crops into food Producing packaging Making products Moving food from suppliers Making food available Enjoying food (shopping,
crops (planting, tending ingredients (cleaning, materials (making from food ingredients to facilities and on to stores for purchase (promoting preparing and eating)
and harvesting) milling and preparing) and transporting) (mixing and cooking) (transporting and delivering) and storing) and disposing
GHG
emissions***
e 36% 6% 14% 16% 11% 17%
(% of total)
Water
consumption***
82% 3% 14% 1% 0%**** 0%**** 0%****
(% of total)
TRANSPARENCY
CLIMATE CHANGE
FOOD SAFETY
HUMAN RIGHTS
ENERGY USE
WORKFORCE MANAGEMENT
SMALLHOLDER FARMERS
*Includes packaging-related impacts from across the value chain due to the lack of disaggregated packaging data for each value chain phase.
**This is the only phase of the value chain that General Mills controls directly.
***Greenhouse gas emissions data is 2014. Water consumption data is 2012. Data will be updated as appropriate in the future.
****Water consumption in the Shipping, Selling and Consuming phases was considered to be immaterial; the bulk of water use is in Agriculture.
GENERAL MILLS GLOBAL RESPONSIBILITY 07
Commitments and actions in 2015
During the year, General Mills made substantial commitments and achieved significant progress in numerous areas of global responsibility,
underlying our commitment to treat the world with care. Through these efforts and others, we continue to serve the world by making food
people love. Several highlights are included below, with links to additional information throughout this report.
ANIMAL
WELFARE
Respect for human rights is fundamental to Climate change is one of the most pressing As a global food company, water is critical to Our customers worldwide care about the animals
our company and its purpose. It also underpins environmental issues throughout our value our business. We collaborate with others to used in the production of General Mills products.
our commitment to ethical business conduct. chain. We are collaborating across our protect water quality and supply that benefit our We share this concern and are committed to
company, value chain and entire industries growers, communities and the environment. continually advancing the humane treatment of
During 2015, we:
to help tackle this global challenge. animals in agriculture across our supply chain.
nL
aunched our Policy on Human Rights,
During 2015, we:
During 2015: During 2015, we made significant updates to our
which describes our broad approach nR
eleased the General Mills Water Policy,
and commitments in this area. Our nW
e set a goal to reduce absolute GHG Animal Welfare Policy. Key enhancements include:
which guides the company as it engages
supply chain is a primary focus. emissions across our full value chain by 28 with stakeholders to improve the health of nE
xpanding our commitment to provide
percent over the next 10 years (compared watersheds critical to General Mills business. the five freedoms* beyond dairy cows
nU
pdated our Supplier Code of Conduct
to 2010). Our long-term aspiration is to to all animals across our supply chain.
to address emerging issues and our nP
rogressed five of our eight priority
achieve sustainable emission levels in
responsible sourcing requirements. watersheds from Phase 2 to Phase 3 n B
uilding on our current sourcing of free-
line with scientific consensus by 2050.
n J oined the Supplier Ethical Data
(analysis and action planning to collaboration) range eggs for all Hagen-Dazs ice cream in
nW
e joined the We Mean Business in our four-phase transformation Europe, we are working toward procuring
Exchange (SEDEX) to further improve our
understanding of supplier segmentation coalition to urge governments worldwide process to sustainable water use. 100 percent cage-free eggs for our U.S.
and the issues we face in this area. to take meaningful action at COP21. and Canada operations by 2025.
n J oined Connect the Drops, a cross-sector
nO
ur Chairman and CEO Ken Powell joined campaign established by Ceres that nW
orking to better understand and address
nS
igned the UN Womens Empowerment
CEOs of nine other global food companies promotes forward-looking water policies, other animal welfare issues such as pain relief
Principles (WEP), to reaffirm our commitment
to release a joint letter on the role of practices and investments in California. during castration and tail docking in pork
to promoting equal opportunity for
climate change in the food industry. production, as well as fast growth-related
women. This aligns with our programs and nS
igned The CEO Water Mandate, a public-
initiatives worldwide to advance diversity Learn more about our commitments, complications for broiler chickens and turkeys.
private UN initiative to encourage companies
and inclusion within our workplace, our carbon footprint, and how we are to develop, implement and disclose water During the coming years, we will collaborate
supply chain and our communities. driving progress in this area. sustainability policies and practices. closely with suppliers to deliver on these
Learn more about our commitments commitments. Learn more.
Learn more about our approach to
and activities to respect human sustainable water use throughout our
rights in our supply chains. supply chain and how we work to reduce
water consumption in our operations.
*The five freedoms include freedom from hunger; freedom from thirst and malnutrition; freedom from discomfort; freedom from pain, injury and disease; freedom from fear and distress; and freedom to engage in normal patterns of animal behavior.
Customers n Customer surveys We are participating in the Midwest Row Crop Collaborative, a multi-stakeholder engagement facilitated by Field to
n Innovation collaboration Market and Walmart, focused on water quality stewardship in critical watersheds across Iowa, Illinois and Nebraska.
n Industry partnerships Learn more.
Consumers n Call center We focus on personal interactions with consumers to improve our understanding of their needs today and uncover
n Social media (website, Facebook) insights about their future needs. In 2015, our cereal innovation team held face-to-face discussions with more than 3,000
n Focus groups consumers as we researched new ideas related to healthier and more filling cereals.
Employees n Employee Climate Survey To inform and engage employees on issues relevant to our business, company leaders regularly host Town Hall meetings.
n Discussion forums Topics have included trends in health and wellness, our purpose and pursuits, and our companys response to a recent
n Internal social media community product recall.
n Employee action groups
Investors n Ratings/rankings and indices We discuss our programs, progress and relevant issues with interested shareholders throughout the year. We also
n Input on the Global Responsibility Report respond to key ratings and rankings such as the Dow Jones Sustainability Index (DJSI), FTSE4Good and CDP. Beyond
assessing companies, these initiatives also facilitate peer benchmarking and drive ongoing improvement.
Regulators and public n Public policy activities General Mills Bell Institute of Health and Nutrition (BIHN) submitted public comments on the 2015 U.S. Dietary
policy makers n Advocacy Guidelines developed jointly by the Department of Health and Human Services and the Department of Agriculture.
n Consultation on regulatory matters The BIHN has been instrumental in educating policymakers on the benefits of whole grain and creating a standard
n Participation in coalitions international definition of a whole grain food.
Communities n Food donations We engage with local communities worldwide through skills-based volunteerism, charitable cash giving and food donations.
n Employee volunteers During fiscal 2015, 76 percent of our employees worldwide volunteered, and General Mills and its Foundation donated over
n Corporate contributions/philanthropy US$154 million to key initiatives that support communities around the globe. Learn more.
NGOs n Collaboration on the ground We engage with nongovernmental organizations that contribute expertise and capabilities related to our global
n Survey responses responsibility strategy and programs: CARE (smallholder farmers), Ceres (corporate responsibility reporting), The Humane
n Policy initiatives Society of the United States (animal welfare), The Nature Conservancy (water stewardship), Oxfam America (sustainable
n Co-presentations at conferences supply chain), the U.N. CEO Water Mandate (water stewardship), and the World Wildlife Fund (sourcing).
Industry associations, n Meeting participation We are active members in key industry coalitions including AIM-PROGRESS, Bonsucro, Field to Market,
alliances and roundtables n Development and sharing of FoodDrinkEurope, the Grocery Manufacturers Association, the Roundtable for Sustainable Palm Oil and World
best practices on key issues Cocoa Foundation.
Suppliers n Supplier audits Through AIM-PROGRESS, a group of major manufacturers and suppliers collaborating to advance responsible sourcing
n Code of Conduct and sustainability, we have developed mutual recognition of supplier audits with other manufacturers, easing the burden
n Supplier surveys of compliance for our suppliers. Learn more.
n Field to Market program
GENERAL MILLS GLOBAL RESPONSIBILITY 09
Public policy
At General Mills, we engage in public n F
ood labeling and GMOs: We details and historical information, see our memberships annually. We do not belong,
policy issues that are important to our believe that food labeling standards 2005-2015 Civic involvement reports. or make payments, to any tax-exempt
company and stakeholders. We conduct should be set at the national level, organizations in the United States that
The General Mills Political Action
these activities in an accountable and to avoid a patchwork of U.S. state write and endorse model legislation.
Committee (GPAC) is run by employees
transparent manner. Some of our public labeling rules. General Mills actively
and uses employee funds to make Accountability: In 2015, the Center for
policy focus areas include the following: engages in public policy discussions
political contributions to federal and, Political Accountability rated General
on this issue. Learn more.
n C
limate change and renewable energy: in limited cases, state candidates. No Mills in the top five of the CPAZicklin
During 2015, General Mills deepened We comply with all lobbying regulations corporate treasury funds are used for Index of Corporate Political Disclosure and
its engagement with the Business for where applicable. General Mills is federal candidate contributions, but as Accountability. This ranking, which includes
Innovative Climate & Energy Policy registered as a lobbying entity at allowed by law the company pays GPAC all companies in the Standard & Poors
coalition by supporting state climate the U.S. federal level for the House administration costs. Information regarding 500 index, improved on our performance
and energy policies in California, of Representatives and Senate and GPAC transactions is available on the in 2014, and once again we ranked first
Michigan, New York and Ohio. in the states of Minnesota and Federal Election Commission website. in the consumer staples sector. Recent
California. We file regular reports on enhancements in disclosure included
n P
ackaging: General Mills promotes General Mills also advances its mission
our lobbying activity (see links). moving to semi-annual reporting and
policies to effectively and efficiently by partnering with trade associations
increase packaging recycling rates and and other independent organizations affirming compliance with company policies.
reduce waste. In the United States, we
Political contributions that share our goals, including: G4-15, 16
are a leader in the American Institute and memberships n International organizations such as
for Packaging and the Environment Our civic policy describes our approval FoodDrinkEurope and International
(AMERIPEN), which conducts process for corporate political contributions. Food & Beverage Alliance
research and advocates for policy The Public Responsibility Committee n U.S. public policy-focused organizations,
changes to achieve this goal. In 2015, of our board of directors oversees the
AMERIPEN engaged in packaging such as the Grocery Manufacturers
companys political activities, including Association and the Business Roundtable
policy discussions in states including our policy, disclosure of corporate political
California, Maine and Minnesota. contributions, membership in major n State or provincial agencies, local
n Health and wellness: As a member trade associations, and independent chambers of commerce and
of the International Food and political expenditures (although the manufacturing organizations, such as
Beverage Alliance (IFBA) and other company has not made any). the Minnesota Chamber of Commerce
organizations, we support efforts to and the Minnesota Business Partnership.
During 2015, we made US$9,100 in
advance self-regulatory frameworks direct political contributions. For more We report additional details about
related to health and wellness. our largest U.S. trade association
Top 5
In 2015, the Center for Political Accountability rated
General Mills in the top five of the CPAZicklin Index of
Corporate Political Disclosure and Accountability.
GENERAL MILLS GLOBAL RESPONSIBILITY 10
Transparency and disclosure in reporting
Communicating openly about our social purpose of this report, and we increased (performance band C). See our past requests, blogs and social media,
and environmental commitments, disclosure on several of those items. submissions. We also participate in speaking engagements, media interviews,
programs, performance, challenges See the table on page 6 for details. other disclosures, such as the Dow and conferences and other events.
and targets is essential to building and n Sustainable ingredients: In this report,
Jones Sustainability Indices, FTSE4Good, To promote comparability, we align our
maintaining stakeholder trust inside we describe progress toward our Newsweeks Green Rankings (#48 disclosure with external frameworks such
and outside of General Mills. Analyzing commitment for our top 10 ingredients of 500 largest publicly-traded U.S. as the Global Reporting Initiative (GRI)
and disclosing progress also motivates to be 100 percent sustainably sourced companies by market capitalization) G4 Sustainability Reporting Guidelines
ongoing improvement of the systems and by 2020 and palm oil by 2015. See and the Global 100 Index of most and the United Nations (UN) Global
capabilities that underpin our performance. the Sustainability section for details. sustainable corporations (#69 of all Compact. See the external reporting
Examples include the following: publicly traded companies with a market standards content below for more details.
n Ratings and rankings: We have
capitalization of at least US$2 billion).
n Material issues: This year, we participated in CDP (Carbon Disclosure
again published the full list of social Project) every year since its inception We communicate our programs and
and environmental issues that we in 2000 and increased our disclosure performance through other channels
determined to be material for the score from 80 in 2014 to 91 in 2015 as well, such as responses to customer
OUR STRATEGIES
Overview
Improving nutrition, health and wellness: Consumers around the world seek nutritious, convenient and affordable food for themselves and their families
every day. There are many challenges to achieving this daily imperative ranging from hunger and malnutrition to obesity. We believe proper nutrition is
essential for overall health and wellness.
3+ billion 6-ounce low-fat and nonfat dairy servings 225 U.S. retail products offered with at least
Dairy shipped by U.S. retail operations; 21,300+ servings Protein 10 percent daily value of protein per serving.
of Yoplait eaten every minute around the world.
*Nielsen, total of U.S. all channels, 52 weeks ending Dec. 26, 2015.
**Based on SPINS NPI (Natural Products Industry) food products in combined channels, 52 weeks ending June 4, 2015 (food only, excludes beverages).
***See commitment to reach 100 percent detailed on page 23.
Investment in research: We invest Benefits across our global product portfolio Leadership and governance:
in research and development (R&D) to Operationally, responsibility for product
Other products
continuously improve the health profiles of Cereal development and marketing lies within
our products. Since 2004, we have increased nW
hole grain the R&D and marketing organizations.
Vegetables nV
itamins & minerals
R&D spending on health and wellness by nV
itamins & minerals nF
iber
The Executive Vice President of Supply
84 percent. Our nutrition science research nF
iber nG
luten-free Chain, and the Executive Vice President
nG
luten-free nP
rotein
helps us better understand the relationship of Innovation, Technology and Quality
among food, health and wellness as Baking products are responsible for consumer health
nF
iber
we enhance our product portfolio. and safety, and product and service
nG
luten-free
labeling. Responsibility for marketing
Dough
communications is held by the Chief
Investment in new businesses: nG
luten-free
Marketing Officer. The Bell Institute
Consumers are at the center of everything Snacks
Ice cream nW
hole grain reports directly to the Executive Vice
we do. General Mills is focused on
nF
iber President of Innovation, Technology and
expanding our portfolio to meet diverse nG
luten-free
Yogurt Quality. The Bell Institute also reports
consumer needs and make healthy food nP
rotein
nC
alcium
Meals nV
itamins & minerals
regularly to the Public Responsibility
more accessible. Weve been reshaping nG
luten-free
nP
rotein Committee of the Board of Directors,
our business through acquisitions, nP
rotein
nG
luten-free
which oversees the companys health and
divestitures and expansion of our
wellness strategy. Health improvements
existing brands into new geographies. r Our global product portfolio includes a variety of foods that contribute to consumers health
and wellness. Within each product segment, we offer options with varying levels of the
to our product portfolio are included in
In the U.S., over the past 15 years weve the performance objectives for our Chief
benefits indicated.
been focused on meeting changing Executive Officer and key direct reports.
consumer food values with our natural and acquisitions, such as Yoki and more R&D and extending across our supply
We benefit from the guidance of our
organic portfolio. In 2000, we acquired recently Carolina, a yogurt company chain. From global food safety systems
global Health and Wellness Advisory
Small Planet Foods, which included in Brazil. In the summer of 2015, we to partnerships with suppliers around
Council, a group of leading external
Cascadian Farm and Muir Glen brands. Since launched Yoplait* yogurt to China. the world, leading with safety is a key
health and nutrition experts. The council
then, weve added to our portfolio with operating principle that guides our work.
meets twice a year to provide input.
LRABAR nutrition bars, Immaculate baking v Our yogurt offerings in
China include a thick and
We use only quality ingredients, which Members provide their perspectives
products, Food Should Taste Good snacks,
creamy French-style yogurt, contribute to good tasting, nutritious from academia and research institutes
Mountain High and Libert yogurt, and most
a fruit-on-the-bottom food. Taste and quality are key drivers and challenge us to continually advance
recently, Annies and EPIC Provisions meat variety and a drinkable
of consumer food consumption. We health and wellness strategies and
snacks. (For more information, see the yogurt containing fresh fruit.
continue to enhance the nutritional practices. We have had an external
related story in the Sustainability section.)
Safety and quality: We are committed profile of our ingredients and are scientific advisory council since 1989.
Weve also grown our International to the highest standards in food safety committed to sustainably sourcing our
businesses by expanding our presence in and quality. We integrate food safety 10 priority raw materials by 2020. (Learn
emerging markets and through strategic into all our processes, beginning with more in the Sustainability section.)
More and more communication occurs through digital and social media. As a leader in health and wellness, we need
to ensure health leaders and influencers around the world have access to scientifically sound nutrition information
they can easily share. Maha Tahiri, Ph.D., Vice President, General Mills Chief Health and Wellness Officer and leader of the Bell Institute of Health and Nutrition
department was created education materials whole grain/heart In 2001, General Mills
Conversion of
after James Ford Bell, a lifelong scientist and former General Contemporary Nutrition disease & certain
cancers health claim
and Pillsbury joined forces
all Big G cereals
Newsletter to whole grain
Mills president and chairman to continue to advance
1960s 1980s 2000s 2015
nutrition excellence and capabilities for General Mills.
1970s 1990s 2010s
Bells innovative spirit led to the formation of General Mills
Supported health Comments to FDAs
At the end of 2015, sodium
in 1928. He initiated expansion of the companys products professionals through
educational resources
sweeping regulation
changes (NLEA)
Yoplait Light became
a leading weight
Launch of Progresso
Light soups reductions in 350+ products
management brand (more than one-third of current
beyond flour and Wheaties cereal by developing new offerings, In 1998, BIHN U.S. retail sales volume)
Launched Benefit cereal was created
including Cheerios and Kix cereals. Bells laboratories studied Provided voluntary nutrition
labeling on all products
with significant guidance
from nutrition department
vitamins and introduced a process for producing vitamin Green Giant vegetables
leveraged frozen as
D to help increase the nutrient density of General Mills nutritious as fresh claim
Health improvements Increased dietary fiber intake by Reduced nutrients to Reduced sugar by at least 10 percent
limit (2005-2015)
over the past decade introducing more than 200 products
that provide at least 10 percent daily
in more than 250 products and also
introduced lower-sugar products, such
Reduced sodium by more
General Mills began the journey toward value of dietary fiber per serving and as Cascadian Farm Graham Crunch
than 10 percent in more than 400
improving the health and nutrition of by increasing dietary fiber in at least cereal with 8 grams of sugar per serving.
products and introduced a number
our products in 2005 with the imple- 50 more products. Fiber One brownies, Nearly 69 percent of Big G cereals have
of lower-sodium products, such as
mentation of our U.S. Health Metric. The cookies, bars and cereals all provide at 9 grams of sugar or less per serving.
Heart Healthy Progresso soups.
Health Metric measures improvements least 5 grams of dietary fiber per serving.
to our existing U.S. products and encour-
ages development of new U.S. products v In fiscal 2015, we
with strong nutrition profiles. Within the introduced Nature Valley
past several years, we have expanded our 90-calorie popcorn
bars in the UK that are
efforts globally. Since 2005 we have: high in fiber in addition
to providing a calorie-
Increased beneficial controlled snack option.
r In fiscal 2015, we reduced sodium in select r In the U.S., General Mills offers 38 cereals with
Old El Paso products in South Africa, Europe, single-digit sugar levels (9 grams of sugar or less
nutrients (2005-2015) Australia, Canada and the United States. per labeled serving), including Cheerios with 1 gram
Provided key vitamins and minerals of sugar and Kix, Corn Chex and Fiber One 80 Calorie
Increased whole grain consumption
through the introduction of more than 400 Honey Squares Chocolate with 3 grams of sugar.
by introducing more than 200 products
products that are sources of key vitamins
that provide at least 8 grams of whole
and/or minerals. Our yogurt products are Reduced trans fat to 0 grams labeled
grain per serving while also reformulating
important sources of calcium and often of per serving in more than 300 products.
more than 50 products to increase
vitamins A and D. Many of our cereals are
whole grain by at least 10 percent.
fortified with critical vitamins and minerals, v In fiscal 2015, trans fat
such as B-vitamins, calcium and iron. was reduced to 0 grams per
v In fiscal 2015, we labeled serving in Betty Crocker
introduced whole Bisquick sold in Canada and
grain-containing Nature v In fiscal 2015, we the U.S.
Valley Granola Bars and introduced Edge cereal r We reduced sodium in 30 varieties of our
Soft Baked Oatmeal in Canada, a source of Helper products, in part, by enhancing flavors
Squares in Mexico. We eight essential vitamins For a full list of commitments and
and spices, such as garlic, onion, tomato
also introduced Old El Paso Mini Wholegrain and minerals. progress, refer to the Appendix.
and herbs.
Tortillas in Australia with 11 grams of whole
grain per serving.
3g
Improvements in health profiles of existing products and introduction of nutritious new products
Featured here is a sampling of the products we introduced or reformulated in fiscal 2015.
Europe
Green Giant Express
microwaveable sweet corn
with two portions of
vegetables in each pouch
China
Canada
Five new, lower-fat
Edge cereal, a Veggie Plus Wanchai
source of eight Ferry dumplings
essential vitamins
and minerals
Latin America
Fiber One 90
Calorie Snacks
with 5 grams of
fiber per serving Australia
Sodium reductions
in all Old El Paso
Tortillas and many
Dinner Kits
Cereal Partners Worldwide nutritional globally outside North America. CPW is the billion portions of breakfast cereals popular has made significant progress against
improvements: Our Cereal Partners second-largest cereal provider in the world. with kids and teens in more than 130 this commitment, with 85 percent of net
Worldwide (CPW) joint venture with As part of its Global Nutrition Commitment, markets by boosting the amount of whole sales of kids and teens brands worldwide
Nestl makes and markets cereals such CPW announced specific targets in October grain, increasing calcium, and reducing achieving the commitment criteria in 2015.
as Fitness, Cheerios, Chocapic and Nesquik 2012 for nutritionally improving about 5.3 sugar and sodium in its recipes. CPW
GENERAL MILLS GLOBAL RESPONSIBILITY 18
Health & Wellness Sustainability Workplace Community
3% Fiber
76% 77%
71%
4% Health/nutrition claim*
68%
64% 4% Protein
60%
21% Trans fat 4% Vitamins/minerals
45%
40% 9% Whole grain
1% Total fat/
33% saturated fat
21% 9% Calories/
16% 20% Sugar portion control
25% Sodium
FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 Decreasing nutrients of concern: 77% Increasing positive nutrients: 23%
*On a cumulative basis: products that have been included more than once are counted only one time. *Health/nutrition claim includes gluten-free and heart health claims.
companies to commit to more moderate levels of labeled sodium values and weighted product ship volumes, comparing 2008 to 2015.
*Based on an online survey conducted by Nielsen on behalf of General Mills from Aug. 18 - Sept. 8, 2014, among a national sample of 31,375 Nielsen Homescan Panel households.
As consumer food values continue to change, General Mills is committed to changing with them and giving consumers
what they want in their cereal today. Jim Murphy, President, Big G Cereal division
GENERAL MILLS GLOBAL RESPONSIBILITY 23
Health & Wellness Sustainability Workplace Community
following products that already have met or celiac disease who must avoid gluten Mills has set a goal of growing our natural Our natural and organic
made significant progress toward this goal: finding affordable, gluten-free foods that and organic food business to US$1 billion in brands include:
n ig G cereals: 77 percent of Big G
B taste good can be a challenge. General sales by 2019, nearly double its current size.
U.S. retail cereals contain no artificial Mills has responded by expanding our We currently offer a mix of certified organic
flavors or colors from artificial sources. leadership in gluten-free products. We cereals, yogurt, vegetables, fruit products,
By the end of 2016, 90 percent of the now offer more than 980 gluten-free snacks, meals and baking products. (Learn
portfolio will be free of artificial flavors products across our portfolio, including more about how we are building our
and colors from artificial sources, baking, brownie, cake and cookie mixes, natural and organic capacity, including
and we are committed to achieving frostings, refrigerated baked goods, expanding the supply of organic ingredients,
100 percent by the end of 2017. cereal, flour, granola, oatmeal, pasta, in the Sustainability section of this report.)
soups, snacks, vegetables and yogurt.
n oplait Original yogurt is made
Y
with no sweeteners or colors Protein-rich
from artificial sources. More than 50 percent of U.S. consumers
n Nature Valley Granola Bars have no want more protein in their diets.* General r Consumers increasingly seek products with
artificial colors, flavors or sweeteners. Mills offers 225 protein-rich foods simpler ingredient lists. Many of our LRABAR
across a variety of product segments, products contain 10 ingredients or less.
n etty Crocker Cookie Mixes have
B
including cereals, snacks and yogurt.
no artificial flavors or preservatives,
or colors from artificial sources.
v Two of our 225 protein- Reduced calories
n Motts and Equity Fruit Snacks rich products.
We continually look for ways to reduce
have no artificial flavors or colors calories in our products, and we offer a
from artificial sources. variety of low-calorie foods that help
consumers manage their caloric intake.
Gluten-free Natural and organic Maintaining a healthy weight can help
Many consumers are trying to cut back manage certain risk factors associated
U.S. industry sales for natural and organic
on the amount of gluten in their diets. For with chronic conditions, such as heart
foods have been growing at a double-digit
consumers with a sensitivity to gluten disease, type 2 diabetes and cancer. In
pace over the past three years. General
including the 3 million Americans with fiscal 2015, 36 percent of our U.S. retail
product portfolio contained 100 calories
or less per serving and 64 percent
contained 150 calories or less per serving.
r A few of the more than 980 gluten-free r General Mills offers an increasing variety of
G4-PR1, FP6, FP7
products from General Mills. natural and organic products.
*International Food Information Council (IFIC) Foundations 2014 Food & Health Survey GENERAL MILLS GLOBAL RESPONSIBILITY 24
Health & Wellness Sustainability Workplace Community
Training share group focused on best efforts extend from the proper design and of Directors. General Mills rigorous
practices among all food manufacturers. construction of facilities and equipment internal review of food safety procedures
We believe that food safety is non- for promoting thorough cleaning to exceeds standard industry practices.
competitive and that we will raise the the rigorous sanitation processes and
External verification and certification:
quality and consistency of food safety validation procedures necessary for
All General Mills facilities (excluding
training across the industry by discussing ensuring safe food. In fiscal 2015, we
some Yoki sites, which we are working
current best approaches, leveraging focused on developing technical mastery
to integrate) are audited under globally
common materials and sharing successful of clean-in-place (CIP) systems. We
recognized food safety schemes. More
methodologies. The share group now has worked with external partners to host a CIP
than 90 percent of our facilities worldwide
90 people from 60 companies participating summit to identify gaps, build technical r Our teams follow food safety processes
focusing on prevention, intervention including our company-owned plants
in monthly meetings. In June 2015, depth and optimize processes. The output and response. and co-production sites are audited
members of General Mills microbiology from the summit included an ongoing,
subject matter experts in areas ranging and/or certified by an independent third
team helped organize a global workshop internal CIP community of practice and the
from microbiology to consumer product party, according to publicly available
hosted by GMA and the Joint Institute development of key guidance documents.
usage. This board provides guidance and standards. Global Food Safety Initiative
for Food Safety and Applied Nutrition
We emphasize and invest in training risk management review to ensure that (GFSI) certification is a voluntary endeavor,
(JIFSAN) that focused on risk assessment
focused on sanitation and sanitary design we design food safety into our products. managed by the Consumer Goods Forum,
and prevention of foodborne listeriosis.
principles. In fiscal 2015, the Sanitation undertaken by food industry leaders
Sanitation: Proper sanitation is a Center of Excellence piloted a video Surveillance: We are committed to to promote a harmonized approach to
foundation of food safety and an area training format to reach more people mitigating and eliminating potential food managing food safety across the industry.
where General Mills has developed around the world. The video content was safety risks. Our surveillance programs
monitor risk and provide early detection The certification of General Mills facilities
significant expertise. Our Global Sanitation translated into four languages to provide
to minimize any impact when food is an additional assurance that our existing,
Center of Excellence trains General Mills more effective, consistent training to
safety issues are identified. All General robust food safety systems continue to
teams as well as our suppliers and co- all General Mills production facilities.
Mills facilities are ranked for overall evolve and improve. Across General Mills,
producers. Sanitation is a key focus area
we have achieved GFSI certification of 72
for all stakeholders, so we also share our Global systems food safety risk. The ranking tool is
percent of our company-owned production
expertise with customers, regulators and used to identify and prioritize specific
Expertise: Our food safety systems facilities, indicating they meet global
others in the food industry. Our sanitation areas of risk. Risk reduction goals are
focus on prevention, intervention and standards for food safety management
set based on the 2015 baseline.
response. We apply this approach recognized in more than 150 countries. We
systematically on a global scale. Internal verification and validation: We will continue to pursue GFSI certification
conduct internal risk-based surveillance with a goal of certifying 100 percent of
Planning: We integrate food safety into
and food safety testing at each General General Mills-owned facilities by 2020.
all our processes, beginning with R&D
Mills facility. Our processes also undergo Globally, 75 percent of our co-production
and extending across our supply chain.
many layers of review. Our Global sites and 49 percent of our ingredient
Our R&D employees incorporate food
Internal Audit team periodically audits the supplier sites also are GFSI certified.
safety considerations when planning for
effectiveness and efficiency of Quality and
new products to evaluate and eliminate Traceability: Our inventory control and
Regulatory Operations internal controls
potential food safety risks. Our Food Safety supplier management systems include
and operating procedures. This risk
Board includes senior leaders from across the ability to trace the sources of our
assessment is reported to the companys
our supply chain, R&D, legal, and quality ingredients, which is key to isolating risks
Global Governance Council and Board
r We invest in training to improve food safety. and regulatory organizations, as well as in the event of food safety concerns. We
186 13 9 2,100+
participants FROM countries ATTENDED training sessions REACHING people
2 full sessions; 7 through knowledge
awareness sessions transfer
certified toxicologists to quality engineers, centers of excellence focused on key food French, Mandarin Chinese, Portuguese identify and fix issues, as well as prevent
our people have the expertise to make safety requirements, such as sanitation, and Spanish. In fiscal 2015, we fully food safety problems from occurring.
informed food safety decisions, from quality engineering and auditing. We implemented our Auditor Academy and G4-FP5, PR1, PR2
product design through consumer use. provide comprehensive, consistent conducted training sessions attended
Training: We continually refine our instruction through our global online by 186 participants from 13 countries.
training approach through our global training academy with materials in English, These sessions help improve our ability to
Safety by
design
Supply
Supplier risk chain
reduction visibility
Approving
and delisting
suppliers 3rd party
audits/
Leverage GFSI
industry
organizations
3 Educate consumers
3A Provide accurate product nutrition information
Inform consumers through consistent, easy-to-read food labels
General Mills product packages provide and transparency possible working
accurate nutrition labeling as prescribed within packaging constraints. Where
by regulations in the country of sale. In space on packages permits, the five-icon
addition, as a member of the International format including energy (calories),
Food and Beverage Alliance (IFBA), fat, saturated fat, sugar and salt is
General Mills has made a commitment to displayed. We include the energy icon
adopt a new common global approach to as a minimum on smaller packages.
nutrition information on packaging that r Package labeling in Canada provides clear nutrition and serving information.
will now include, at minimum, the labeling Per 25g
Canada: As a member of Food & Consumer U.S. product packages. Nutrition Keys are
of calories on front-of-pack. This initiative 586 kJ Fat Saturates Sugars Salt
EUROPE
Products of Canada (FCPC), General Mills a set of icons adopted by the packaged
will be implemented globally by the end of 140 kcal 11.3 g 3.0 g 6.1 g 1.40 g and 33 other food companies in partnership food industry that provide information
2016. The purpose is to inform consumers 7%* 16%* 15%* 7%* 23%* with Health Canada launched the Nutrition about calories, saturated fat, sodium and
on specific product nutrition attributes
and to support informed food choices. Per 100g: 2343 kJ / 560 kcal Facts Education Campaign (NFEC) in sugars designed to make it easier to make
October 2010. The purpose of NFEC is to informed food choices in the grocery aisle.
Around the world, our product labeling Australia: To provide consumers with increase the usage and understanding of
meets local regulatory requirements clear, fact-based nutrition information, the
TM Percent Daily Value on the Nutrition
while remaining consistent with our ENERGY FAT SAT FAT SUGARS SODIUM
we are implementing the Australian
AUSTRALIA
global approach. For example, we 870kJ 0.7g 0.3g 9.5g 115mg
Daily Intake Guide front-of-pack
Facts table. In 2015, NFEC launched a
simple, focused approach to help increase
provide additional nutrient information 10%* 1%* 1%* 11%* 5%*
labeling scheme consistent with IFBA
Per 25g consumers understanding and use of
on our packaging in markets such as requirements. In 2015, 60 percent of serving size information, along with the
Europe, Australia, Canada and the U.S. PER 60g SERVE
586 kJ displayed
our products Fat Saturatesnutrition
Sugars intake
Salt
G4-EC1, FP4, FP8, PR3
OUR STRATEGIES
OUR GOAL is to protect the resources upon which our 1 INCREASE sustainability
of ingredients
business depends by promoting environmentally and socially
responsible practices across our entire value chain. 2 COLLABORATE to
improve global water
stewardship
3 ADVANCE socially
responsible supply chains
4 IMPROVE environmental
performance of our operations
GENERAL MILLS GLOBAL RESPONSIBILITY 32
Health & Wellness Sustainability Workplace Community
Overview
We are committed to improving sustainability across
our value chain. The areas of greatest environmental
impact in our supply chain including more than two-
thirds of GHG emissions and 99 percent of water use
occur outside General Mills operations, primarily in
agriculture. We are working to reduce those impacts
through our climate ambition goals, sustainable
sourcing initiatives and water stewardship program.
Across our global operations, we focus on reducing
our GHG emissions and natural resource consumption.
We also advance responsible sourcing practices that
respect human rights and protect animal welfare.
Sustainability goals
We are committed to reducing absolute GHG emissions 28 percent by 2025, compared to 2010, across our full value chain.
Climate change Our longer term goal is to achieve sustainable emission levels in line with scientific consensus by 2050. Learn more.
We are committed to sustainably sourcing 100 percent of our 10 priority ingredients by 2020, representing more than 50 percent
Sustainable sourcing of our annual raw material purchases. Learn more.
We are improving the sustainability of water use throughout our supply chain, including addressing the eight most at-risk
Water stewardship watersheds affecting our business. Learn more.
Our updated human rights policy outlines our commitment to conduct business with high ethical standards and the expectation
Human rights that our suppliers will do the same. Learn more.
We support the humane treatment of animals in agriculture. Our updated animal welfare policy includes a commitment to use
ANIMAL
WELFARE
Animal welfare 100 percent cage-free eggs in our U.S. and Canada operations. Learn more.
Environmental performance We work to reduce the environmental footprint of our operations. We achieved our 2015 targets related to GHG emissions
of our operations and packaging and have set targets for 2020 and beyond. Learn more.
41-
72% **
Growing and transporting Producing packaging materials Making products from Moving food from suppliers to Making food available Enjoying food (shopping,
crops, and turning them (making and transporting) food ingredients (mixing our facilities and on to stores for purchase (promoting preparing and eating)
into food ingredients Greatest impact from: and cooking) (transporting and delivering) and storing) and disposing
Greatest impact from: Corrugate, flexible plastics, Greatest impact from: Greatest impact from: Greatest impact from: Greatest impact from:
Milk and wheat, due to and steel production Electricity used to Truck transport of non- Refrigerated and frozen Car trips to the grocery store
purchase volumes and Our path forward: manufacture our products refrigerated items to and storage of our products and energy used for baking
milks GHG intensity from our facilities at grocery stores
n educe packaging volume
R Our path forward: Our path forward:
Our path forward:
n Increase recycled, renewable, n Improve energy efficiency Our path forward: Our path forward: n ptimize preparation
O
n F ocus on dairy and row crops and compostable content, n Increase use of n ptimize transportation
O n artner with customers
P instructions, time and
n liminate deforestation and
E as well as recyclability renewable energy modes to improve in-store temperature required
climate change from our n Increase truck loading n nhance logistics planning
E energy efficiency to prepare products
extended supply chain efficiency
is included in his annual performance strategies and performance. EVP, U.S. RETAIL
EVP, INTERNATIONAL
objectives and impacts his compensation. Executives in Supply Chain, External CFO
EVP, EXTERNAL EVP, SUPPLY
RELATIONS CHAIN
Responsibility for sustainable sourcing Relations and Sustainability have a EVP, INNOVATION,
TECHNOLOGY & QUALITY
and global environmental sustainability responsibility to develop, coordinate and SVP, SALES
initiatives lies with the Vice President execute programs to achieve companywide
CHIEF SUSTAINABILITY
and Chief Sustainability Officer (CSO). targets. To ensure ownership across OFFICER
VP, GLOBAL SOURCING VPs, SUPPLY CHAIN
The CSO reports into the Executive Vice General Mills, relevant executives
President of Supply Chain and the Senior within business units, supply chain and
Vice President of External Relations. production facilities are accountable
Responsibility for sustainable sourcing for the target areas they control.
also lies with the Director of Sourcing
G4-15, 42
Sustainability, who reports to the CSO
and the Vice President, Global Sourcing.
The Chairman and CEO convenes the
Sustainability is essential to the long-term success of our company. Every day we make
Sustainability Governance Committee
three times per year. The committee progress in using better sustainability understanding in our business decisions.
reviews and approves strategies, programs Jerry Lynch, Vice President and Chief Sustainability Officer
Progress
PHASE 1 PHASE 2 PHASE 3 PHASE 4
Smallholder farmer incomes, food Sourced through programs that improve the livelihoods
Vanilla 100% 45% security, quality of ingredients of smallholder farmers and the quality of ingredients
Labor rights (child/forced labor, working Sourced from responsible and sustainable regions that are
Sugarcane 100% 59% conditions); lack of origin visibility
due to supply chain complexity
in compliance with Bonsucro or comparable standards;
any high risk countries will be independently verified
* Progress numbers may vary from year to year due to changes in suppliers, market conditions or improvements in data tracking methodology.
** Palm oil target 100% by FY2015; baseline year FY2010 for palm oil (baseline FY2014 for all other ingredients).
For discussion and updates on palm oil, see pages 41-42.
GENERAL MILLS GLOBAL RESPONSIBILITY 38
Health & Wellness Sustainability Workplace Community
660
In developing economies, we work with Challenges: The primary risk to the worlds
The majority of the vanilla we purchase is
smallholder farmers, NGOs and industry long-term supply of vanilla is economic: grown and cured in Madagascars Sava region.
partners to pursue sustainable development the ability of smallholder farmers to earn
that addresses economic, environmental enough from the crop to feed their families. vanilla growers in Madagascar
and social challenges through our creating Additionally, vanilla grows under the and their 2,640 family
shared value strategy. Using this model, forest canopy, so maintaining vanilla as a members benefit from
we help ensure sustainable sourcing of viable crop helps prevent deforestation. our investments
raw materials, while boosting the incomes
Strategy: In Madagascar, we are working quality vanilla beans and encourage future 1
of smallholder farmers and raising living
with vanilla supplier Virginia Dare to generations to continue growing vanilla.
standards in their communities.
improve farmer incomes as well as the
Progress: In 2013, we launched a program 1 Madagascar
quantity, quality and traceability of vanilla.
Vanilla Madagascar is the worlds leading vanilla in the village of Belambo, located in the
producer, responsible for more than 90 northern part of Madagascars Sava region,
their 2,640 family members. Vanilla
Commitment: General Mills will percent of production and our primary to train 325 farming families about vanilla
from these sites will help us meet our
source 100 percent of our vanilla source of the premium vanilla used production practices. Training includes
sustainable vanilla commitment by 2020.
by 2020 through programs in Hagen-Dazs ice cream. By actively teaching farmers how to cure the vanilla
that improve the livelihoods of they grow expertise that significantly In 2015 we continued our support of
investing in the communities in which our
smallholder farmers and the increases their earnings. In 2014, we began programs in Belambo and the southern
vanilla is grown, we provide
quality of the ingredients. investing in communities in the southern section of the Sava region while frequently
economic incentive for
section of the Sava region, including the working with our supplier to review
Status: 45 percent of the vanilla farmers to produce high-
village of Antananambo. In 2015, farmer the impact of our investment in the
General Mills purchased was
associations in Belambo and Antananambo communities. Due to instability in the
sustainably sourced in fiscal 2015. w We use high-quality vanilla
represented 660 co-op members and region, we did not expand the scope or
in Hagen-Dazs ice cream.
reach of our local investments during Initiative (SVI), an organization composed government to promote sustainable construction of a storage warehouse
this year, but are actively pursuing of food and flavoring companies, the vanilla production in Madagascar. in Belambo that makes rice available
opportunities to scale our efforts in 2016. Sustainable Food Lab, IDH (the sustainable to local families year-round at lower
Food security: General Mills also supports
Collaboration: In 2015, General Mills was a trade development organization of the prices, regardless of market availability.
efforts to improve food security in
founding member of the Sustainable Vanilla Dutch government) and the Malagasy
Belambo and Antananambo. We funded
training by local agronomists to we transitioned to Barry Callebauts our suppliers, General Mills is a member
increase yields sustainably, and new Cocoa Horizons program with of the World Cocoa Foundation (WCF),
grants to improve education and broader sustainability initiatives for which encourages socially, economically
health in these communities. cocoa growing communities and direct and environmentally responsible and
n In Cte dIvoire, we partner with access to program impact information. sustainable cocoa farming, reaching
cocoa suppliers Barry Callebaut and To ensure cocoa is being purchased from more than 540,000 cocoa farmers
Cargill to help smallholder farmers farmers participating in the program, in Africa, Asia and the Americas.
grow cocoa more sustainably, increase Barry Callebaut traces the beans from
yields and improve their livelihoods.
The programs strengthen farmer
cooperatives and train farmers how to
the farmer to the primary warehouse.
Collaboration: Cocoa farming is an
intensive process. General Mills recognizes
19,600
cocoa farmers trained in
increase productivity, manage pests that there are systemic labor issues in the good agronomic practices
and diseases, and improve the quality cocoa supply chain; while our Supplier in Cte dIvoire and Ghana
of their cocoa. The programs also Code of Conduct prohibits forced and through programs supported r More cocoa-growing communities now have
educate farmers about biodiversity child labor, we understand that it will take access to clean water in Cte dIvoire. The
by General Mills Cocoa Horizons program provides boreholes
and sound labor practices, including industrywide collaboration to change these in schools and water filters to schools and
addressing child labor issues. In 2015, practices. In addition to direct work with households in remote areas.
General Mills has worked extremely hard to meet its 2015 policy commitments. In particular, the level of commitment
to purchasing traceable and physically certified volumes has been impressive. By combining this with active supplier
engagement, General Mills is demonstrating a responsible approach to sourcing palm oil. Neil Judd, Director, Proforest
GENERAL MILLS GLOBAL RESPONSIBILITY 42
Health & Wellness Sustainability Workplace Community
As more food and retail companies turn to collaborative approaches to address soil, water and climate concerns,
Field to Market has doubled its membership and expanded its programs to advance the sustainability of crop
production in the U.S. As an active member of Field to Market, General Mills is a leader not only in establishing
ambitious environmental goals, but also in working with farmers and supply chain partners to spur innovation and r This spidergram shows a sample Fieldprint Score
with seven environmental indicators.
improvements at the farm level. Rod Snyder, President, Field to Market: The Alliance for Sustainable Agriculture
GENERAL MILLS GLOBAL RESPONSIBILITY 44
Health & Wellness Sustainability Workplace Community
120,000
future sustainability improvements.
In 2015, General Mills worked with
partners to refine the field sustainability
calculator using 2012-
The Canadian Fieldprint
2014 baseline data. We Initiative has collected data
from more than 120,000 acres
v Cheerios and other General across western Canada.
Mills products made with
oats contain beta glucan, a
source of soluble fiber.
r Oats require less irrigation and fertilizer than other row crops.
r Hard spring wheat r Soft red winter r Hard red winter r Soft white wheat
from the Northern wheat from the wheat from the from the Snake
Plains region Eastern Corn Southern Plains River region
Belt region region r We work with farmers across key growing
regions to improve the sustainability of U.S. wheat.
Sugar beets U.S. sugar beets: sourced from the Red River Valley
Progress: In 2015, nine corn growers in 2016. General Mills also has been a multi-stakeholder engagement to
joined the Field to Market program we engaging with Bunge, a key corn supplier, meaningfully improve water pollution
support with Didion Milling, a specialty in support of its Field to Market grower challenges facing North America.
dry mill in Wisconsin that supplies corn initiative, called Centerfield. More than Facilitated by Field to Market and
used in some of our cereals. These 150 growers representing 250,000 Walmart, the effort includes businesses,
farmers agreed to participate for three acres across the Bunge mill network are governments and NGOs focused on
years and are using the Field to Market participating in the Centerfield initiative. water quality stewardship in critical
framework to gather data on 2,000 watersheds across the Upper Midwest.
Collaboration: We are participating in r Our work with farmers in Eastern Wisconsin
acres. We are seeking to expand the
the Midwest Row Crop Collaborative, includes corn as well as other rotation crops,
program with additional participants such as alfalfa, soybeans and other vegetables.
Didion is proud to partner with our producers and General Mills on the Field to Market program, focusing on our shared
values of sustainability and traceability. Tonya Umbarger, Program Manager, Didion Milling, Inc.
GHG emissions, while controlling water Progress: The U.S. dairy sustainability
Dairy usage and improving water quality. The pilot program, launched in 2013, is still
The majority of our directly sourced fluid milk
comes from the U.S. and France.
industry also is addressing issues of underway. Milk producers are using
Commitment: General Mills will animal well-being, such as dehorning. Farm Smart online software, and General
purchase 100 percent of our Mills is using the companion Plant Smart 1
2
Strategy: General Mills is collaborating
U.S. directly sourced fluid milk software to collect data and calculate
with industry partners to measure
by 2020 from producing regions the sustainability impact from farm to
the environmental footprint of dairy
that demonstrate continuous production facility. These tools measure
production and identify sustainability 2
improvement as measured by the the carbon footprint, energy usage, water
improvements. We are engaging directly
Dairy Sustainability Framework consumption from milk production
with farmers and farmer cooperative
in the U.S. and other comparable and processing, and animal care. Farm 1 United States
partners in the upper Midwest region of
environmental metrics (globally). Smart 2.0, an updated version of the tool, 2 France
the United States to pilot the Innovation
Status: 20 percent of the U.S. Center for U.S. Dairy Sustainability Council was launched in 2014 with expanded
directly sourced fluid milk General Framework starting at the producer functionality to help increase farmer continue to collect data; plans are in place
Mills purchased was sustainably level and continuing through to our participation in the program. over the next six months to meet with
sourced in fiscal 2015. yogurt facility in Reed City, Michigan. General Mills and farmers milk producers to identify opportunities
We also participated in a life-cycle for improvement. We are sharing details
v We use milk to make about this pilot project across the U.S.
Challenges: Dairy sustainability analysis of yogurt production conducted yogurt at our facilities in the
by the Dairy Research Institute. U.S. and France. and the European Union. This effort
challenges include the need to reduce
supports the U.S. Dairy Innovation Research: In 2014, General Mills and other
Centers voluntary, industrywide goal companies participated in the U.S. Dairy
to reduce the dairy carbon footprint Research Institutes life-cycle analysis
by lowering GHG emissions for fluid benchmarking the environmental footprint
milk production 25 percent by 2020. of yogurt production from farm to
Scale: We will be adding a second consumer (similar to the groups previous
engagement to the pilot program at life-cycle analyses for fluid milk and
our Reed City facility in fiscal 2016 cheese). Specialists from the University
to help us move closer to achieving of Arkansas collected and analyzed the
our sustainability commitments. data. We will use the results, released in
late 2015, as a benchmark for our work.
r We collaborate with milk producers and industry groups to improve the sustainability of the fluid milk
used in our products.
General Mills recognizes the significant impact that dairy has on our environment and on our business. We are focused
on advancing the sustainability of our dairy supply chain to reduce greenhouse gas emissions, improve water quality and
promote better animal welfare. Mary Muldowney, Sourcing Director, Dairy, General Mills
Improving pollinator
health and biodiversity
Challenge: Agriculture depends on
honeybees and native pollinators. Thirty-
five percent of crop production around the
world relies on pollinators to help plants
produce fruits and seeds. Each year, bees
pollinate more than 100 types of U.S. r In June 2015, we hosted Muir Glen Grower r Flowering habitats planted at almond r At our Muir Glen facility, Xerces staff
agricultural crops, valued at nearly US$15 Days for California tomato growers interested ranches are helping improve the health of bees conducted field testing of solarization, an
in learning more about planting hedgerows and other pollinators. organic weed removal and site preparation
billion. Unfortunately, honeybees, wild bees
as pollinator habitats on their farms, using method for native wildflower planting.
and other native pollinators are at risk. An hedgerows for insect pest management, among tomato growers. In 2014, nearly Solarization lessons learned by Xerces through
average of 30 percent of honeybee colonies availability of public resources and other topics. three times as many bees visited the this project are being included in a United
have been dying every winter since 2006. Nations Food and Agriculture Organization
and work with our suppliers to improve Muir Glen site compared to a control
publication that will help farmers in the
The loss of honeybees is a very complex the health and effectiveness of bees as site. We continue to expand outreach developing world to restore pollinator habitat.
challenge caused by multiple factors, pollinators of almonds and tomatoes. to additional organic and conventional
including expanded agricultural acreage, almond orchards for crop pollination.
tomato growers to increase sustainability.
fatigue, mites, pesticides and other factors. We contribute to the growth of pollinator Beginning in December 2014, 4.8 miles
habitats for the following crops: n lmonds In 2015, we continued
A of wildflowers and hedges were
Strategy: Many of our products contain working with an almond supplier
n omatoes In California, we are working
T planted at one almond ranch. We
honey, fruits, vegetables and other and the Xerces Society to integrate
with our Muir Glen tomatoes supplier are now using that ranch, along with
ingredients that require pollination, so flowering habitats into California almond
along with researchers at the University other industry partners and Xerces,
healthy and abundant bee populations orchards. The habitats attract native wild
of California, Davis, and the Xerces as a model for habitat integration,
are a priority for General Mills. We pollinators and help improve the
Society for Invertebrate Conservation to integrated pest management and other
collaborate with leading researchers and health of bee colonies transported to
improve pollinator habitats and increase sustainable agriculture practices.
conservationists to improve the health and
quantity of pollinators. We fund research to tomato yields. In 2012, Xerces planted a n lueberries In 2015, we assessed 250
B
better understand the decline of honeybees, mile-long hedgerow of flowering plants acres of blueberries in Washington for
invest to conserve and expand bee habitats, at our Muir Glen facility to improve possible pollinator habitat expansion.
bumblebee habitat and raise awareness
By focusing specifically on pollinator conservation within the supply chain, General Mills is going above and beyond any other
food company in terms of supporting pollinators. This approach is so significant because it is directly changing farm conditions
for pollinators with high quality wildflower habitat and better protection from pesticides.
Eric Lee-Mder, Pollinator Program Co-Director, The Xerces Society for Invertebrate Conservation
GENERAL MILLS GLOBAL RESPONSIBILITY 52
Health & Wellness Sustainability Workplace Community
Cascadian Farm Muir Glen Almonds for LRABAR Fruit for Yoplait Fruit for Hagen- Honey Nut Cascadian Farm
fruit tomatoes bars and Nature yogurt* Dazs ice cream Cheerios cereal cereal
Valley granola bars
*Yoplait is a registered trademark of YOPLAIT MARQUES (France) used under license.
GENERAL MILLS GLOBAL RESPONSIBILITY 53
Health & Wellness Sustainability Workplace Community
cause, and have concluded that losses General Mills is extending our partnership growers capture information about pesticide Safety is our highest priority, and we find
of honey bee colonies are the result of a with the Xerces Society and working with use, including energy used in the application broad global consensus among food and
complex set of interacting stressors. In May them to consolidate and disseminate of pesticides and GHGs (embedded safety regulatory bodies that approved
2013, the USDA and the EPA released a guidance to growers of key commodities, in the manufacturing of pesticides). GMOs are safe. The following organizations
comprehensive scientific report on honey such as corn and soy, on how to protect have determined biotech crops to be as
Research: We are working with the Xerces
bee health (USDA 2013). The report and minimize the impact of neonicotinoids safe and acceptable as their conventional
Society for Invertebrate Conservation, Iowa
synthesized the current state of knowledge and other pesticides to pollinators. This counterparts: WHO, Food and Agriculture
State University and the U.S. Department of
regarding the primary factors that scientists work is in progress, and an action plan will Organization of the United Nations,
Agriculture Natural Resources Conservation
believe have the greatest impact on be developed in 2016. Learn more about European Food Safety Authority, U.S. Food
Service (NRCS) on a new project launched
honey bee health, including exposure to this effort in the following content about and Drug Administration, U.S. Department
in June 2015 to improve integrated pest
pesticides and other environmental toxins, integrated pest management research. of Agriculture, U.S. Environmental Protection
management practices for corn and soy.
poor nutrition due in part to decreased Agency and Health Canada. The National
The project includes developing and sharing
availability of high-quality/diverse forage, Integrated pest IPM technical assistance with NRCS Academy of Sciences, American Medical
exposure to pests (e.g., Varroa mites) and management conservationists, Iowa farmers, pesticide Association and the British Royal Society
disease (viral, bacterial, and fungal), as also found no health risks associated with
At General Mills, our holistic approach to applicators, certified crop advisors
well as bee biology, genetics, and breeding. genetically modified (GM) ingredients.
sustainable agriculture includes reducing and other landowners to improve the
The reports findings are similar to those
environmental impacts and improving sustainability of corn and soybean crops. At the same time, numerous studies
of the report on the Status of Pollinators
the overall value chain. Integrated pest have identified benefits related to global
in North America (NRC 2007), which
management (IPM) is one component of Biotechnology and food food security and the environment:
examined wild (both native and introduced
our broader focus on sustainable agriculture. One in eight people in the world today n F armers planting GM crops tend
species) pollinators as well as honey bees.*
Supply chain: As part of our long-term more than 900 million people worldwide to generate more stable, and
General Mills fully supports the Pollinator do not have enough to eat. And by 2040, sometimes higher, yields.
sustainable agriculture strategy, we share
Health Task Forces strategy, which the worlds population is projected to
our knowledge about IPM with peer n M crops generally need less
G
calls for additional research as outlined increase to 9 billion people. Global experts
companies and work with our suppliers and insecticide and may enable the
in the Pollinator Research Action Plan, project that to meet the growing needs of
conservation organizations to minimize the use of less harmful herbicides.
pollinator public education and outreach, an increasingly hungry world, we will need
use of pesticides on crops. Our suppliers
public-private partnerships, improved at least 50 percent more food, 45 percent n M crops often require less energy
G
use their own IPM programs. Through our
and expanded pollinator habitat, and more energy and 30 percent more water. use by farmers and are associated with
work with Field to Market, we are helping
protection from pesticide exposure. reduced GHG emissions, improved
Biotechnology shows promise to
We recognize the concern about the water quality, improved nitrogen
strengthen crops against drought
unique role of neonicotinoid pesticides retention, improved water filtration
and extreme temperature and deliver
in pollinator health decline. General and erosion reduction in soil.
more nutritious food, even in poor soil
Mills supports further study of this conditions. We agree with the UN World We understand that consumers have
important issue as outlined in the Health Organization (WHO) that the different views on these topics, and we
action plan. Consistent with our development of genetically modified respect these consumer values and offer
historic commitment to Integrated r At the original Cascadian Farm, the Xerces
organisms (GMOs) offers the potential products that do not contain ingredients
Pest Management, we advocate for Society planted two wildflower meadows and one produced using biotechnology. We offer
wildflower field border, put in place cover crops for increased agricultural productivity
the responsible use of neonicotinoids in fallow fields to improve the soil and increase and improved nutritional value that can organic and non-GMO alternatives in
in our supply chain and expedited U.S. biodiversity, and implemented an integrated pest enhance human health and development. most of our major categories in the U.S.
Environmental Protection Agency review. management plan for the entire farm.
G4-EC1, EN12, EN13, EN27, PR6
*Page 5, National Strategy to Promote the Health of Honey Bees and Other Pollinators, Pollinator Health Task Force, May 19, 2015, The White House GENERAL MILLS GLOBAL RESPONSIBILITY 54
Health & Wellness Sustainability Workplace Community
CENTRAL
HIGH YANGTZE/ LOS ANGELES, SNAKE,
PLAINS, U.S. SHANGHAI, U.S. U.S.
CHINA
YANGTZE/ EL BAJIO, ALBUQUERQUE, SAN JOAQUIN,
BEIJING, CHINA MEXICO U.S. U.S.
For example, at World Water Week in KEY WATERSHEDS of the Yangtze River watershed, where
August 2015, General Mills participated Based on results from TNCs global water risk assessment and a business materiality we make Wanchai Ferry dumplings.
in a corporate water stewardship analysis, we are developing watershed health strategies in the areas listed below.
n In the U.S. Central High Plains, where
working session on the implications General Mills sources wheat and
Geographic location Location type Water risk*
of UN sustainable development goals dry-milled corn, we will begin analysis
related to water. Our water stewardship Albuquerque, New Mexico, Facility
5.0
United States of the regions watershed in 2016.
priorities support UN targets for water-
Beijing, China Facility/Growing region
use efficiency across all sectors and (includes Sanhe facility)
5.0
PHASE 3 Collaboration
sustainable withdrawals and supply of Los Angeles, California, United States Facility 5.0 Objective: Establish multi-stakeholder
freshwater in particular through our focus (includes Carson and Vernon facilities)
on sustainable watersheds and aquifers Shanghai, China Facility 4.3 water stewardship plan
for nature, communities and industry. San Joaquin Valley, California, Growing region We continue to identify and work with
4.1
United States partners to implement changes based on
Progress: Our four-phase approach
El Bajio, Mexico Facility/Growing region our Phase 2 analyses of high-risk areas:
to sustainable water use throughout 4.0
(includes Irapuato facility)**
our supply chain includes assessment, n In California, where we have production
Central High Plains, United States Growing region 3.1
analysis and action planning, facilities and source many ingredients
Snake River Valley, United States Growing region 2.5
collaboration, and transformation. In from farmers across the state, we
2015, our water stewardship efforts in * Score based on TNC analysis of water risk considering quantity, quality, regulatory and other work with multiple partners to address
stresses (with 5.0 considered at highest risk). significant water risks. We are
many of our key watersheds moved
** With the sale of Green Giant in November 2015, the El Bajio watershed work will be deprioritized.
from Phase 2 (analysis and action
planning) to Phase 3 (collaboration). of the most at-risk watersheds within Working with TNC hydrologists, we
our supply chain, we are proceeding have completed deep analyses of many
PHASE 1 Assessment with Phases 2 and 3. At the same time, of our key at-risk facilities and growing
Objective: A study of key operation we periodically review these results areas. We are now focusing on:
and growing region watersheds against new information to ensure that n hina is an important growth area for
C
In partnership with TNC, we completed we address watersheds with greatest General Mills. In Shanghai, where we
our global water risk assessment of all stress and materiality to General Mills. opened a new Yoplait yogurt production
General Mills production facilities and facility in 2015, we have completed our
growing regions. Begun upon 2012, these Analysis and
PHASE 2
assessment of the Kunshan region of the
assessments built upon our supply chain action planning Yangtze River watershed area and are r General Mills joined other members of
the California Water Action Collaborative in
risk analysis work with the World Wildlife developing an action plan. We are making
Objective: Deep-dive analysis touring tomato fields and wildlife preserves
Fund in 2010. Using this clear picture plans to begin analysis of the Beijing area
of at-risk growing areas throughout central California to identify
opportunities for collaboration.
More than ever, the voice of companies such as General Mills is critical in conversations surrounding water scarcity
challenges and the urgency for innovative water management policies and solutions.
Kirsten James, Senior Manager, California Policy and Partnerships, Ceres, Inc.
GENERAL MILLS GLOBAL RESPONSIBILITY 56
Health & Wellness Sustainability Workplace Community
collaborating with TNC to fund their n In Irapuato, Mexico, we worked with
work in groundwater management best TNC to conduct an in-depth analysis of
practices; that work is being shared the El Bajio watershed, where some of
with groundwater planners statewide. our Green Giant vegetables are grown and
Through our participation in the California packaged. We are sharing with others
Water Action Collaborative (CWAC), the work we have done to develop action
we are sharing vital information with plans for stabilizing and improving the
others who depend on the Los Angeles health of this watershed. Our continued
and San Joaquin watersheds, and work in this region will be affected by the
learning from them as well. This diverse sale of our Green Giant business. Were
group of food and beverage companies, proud of the work weve done that will
r An Idaho farmer examines soil health and r A TNC researcher in Idaho monitors
suppliers and conservation organizations moisture content as he transitions his field to groundwater levels and water quality to help others in the region continue to
is identifying overlapping areas of water no-till farming. General Mills supports TNCs determine watershed health. (photo credit: The move ahead toward greater sustainability.
stewardship interest and action so we efforts to help farmers adopt practices that Nature Conservancy)
conserve water and improve soil quality. (photo
can achieve goals faster with greater
credit: John Roach)
impact. General Mills also is funding operations. Producers are encouraged to
research conducted by Sustainable n I n Idaho, we worked with TNC to conduct implement a combination of practices,
Conservation, an NGO supporting an in-depth review of the Snake River such as use of cover crops, no- or low-till r The Nature Conservancy is our strategic
farmers in Californias Central Valley farming, and wetland creation, which partner in water stewardship.
watershed, which supports a key wheat
who rely on the San Joaquin watershed, growing region, and shared the detailed complement water conservation efforts
to enable groundwater recharge analysis with regional stakeholders in and enhance soil health, wildlife habitat
on active farm fields, an innovative fiscal 2015. Now we are moving ahead and water quality. The project brings PHASE 4 Transformation
approach to capture flood waters for with collaborative action. We are helping together growers and corporations Objective: Implement water
use in dry years. In 2015, we also signed to fund a south-central and eastern Idaho working in the area to address declining stewardship program
onto Connect the Drops, a campaign project to quantify the effectiveness of water levels and watershed health.
Transformation efforts include developing
established by the sustainability water conservation practices, such as n I n New Mexico, we worked with TNC a global freshwater stewardship program
advocacy organization Ceres, that brings variable-rate irrigation, under different to understand challenges affecting the with public education and advocacy,
together businesses from many sectors field conditions. Led by TNC, the program watershed surrounding our Albuquerque funding, and monitoring and reporting the
to encourage California policymakers began conducting workshops in August facility. Now we are contributing to positive impact of strategy implementation.
to embrace innovation and invest in 2015 to help farmers implement practices the Rio Grande Water Funds work to We also will work with others to apply
solutions for conserving, reusing and that reduce groundwater withdrawals help advance water conservation and Alliance for Water Stewardship principles.
maximizing the states water supply. in the upper and middle Snake regions education efforts in the community. G4-EN9, EN27, SO1
and improve the sustainability of farming
General Mills understands that good water stewardship is good for business and can improve the communities where the
company operates, mitigate business risk and protect its supply chain. The Nature Conservancy is pleased to work with
General Mills to address water risks across the world and find local solutions that work for both people and nature.
Ben Packard, Managing Director, Corporate Engagement, The Nature Conservancy
GENERAL MILLS GLOBAL RESPONSIBILITY 57
Health & Wellness Sustainability Workplace Community
for broiler chickens and turkeys. to 100 percent cage-free eggs. and to end their use of gestation crates
Commitment: General Mills within the U.S. pork supply chain.
Egg production: Eggs are an important After consulting with our suppliers,
supports the humane treatment
ingredient in many of our products, and in November 2015 we updated our G4-FP11, FP12
of animals in agriculture and
we strive to ensure that the hens laying commitment to work toward 100 percent
will enforce our animal welfare
these eggs are treated humanely. In cage-free eggs for our U.S. operations by
policy covering milk, egg and pork
production, as well as topics like
2015, we took a major step forward on 2025. Weve already made great strides 100%
our commitment to animal welfare as toward this goal. To date, about 40
antibiotic use and animal testing.
it relates to egg production. In July, we percent of our egg purchases globally are
announced our commitment to work either cage-free or free-range. (We are
In 2015, we made significant updates toward sourcing 100 percent cage-free using the terms as they are commonly We will source 100 percent cage-
to our Animal Welfare Policy. Key eggs for our U.S. and Canada operations. understood in their markets cage-free free eggs for our U.S. and Canada
enhancements include: This step is in addition to our existing in the U.S. and free-range in Europe.) operations by 2025, matching
n e expanded our commitment to
W commitment for Hagen-Dazs General the 100 percent free-range
Dairy production: General Mills supports
provide the five freedoms of animal Mills largest international business
the use of polled genetics breeding eggs used for all Hagen-Dazs
welfare to all animals across our which sources only 100 percent free-
programs to promote naturally hornless ice cream produced in Europe.
supply chain. These include freedom range eggs for all its ice cream produced
cattle, thereby eliminating the need
from hunger, thirst and malnutrition; in Europe, while continuing to support
for dehorning. We also are working to
discomfort; pain, injury and disease; and source local ingredients from local
better understand the issues related to
fear and distress; and the freedom farmers and suppliers. As a result of the
tail docking in the dairy industry. In 2015,
to engage in normal patterns of U.S. Avian Influenza outbreak during
we were pleased to see the National
animal behavior. We had previously the summer of 2015, we committed to
Milk Producers Federation decision
acknowledged the five freedoms as to accelerate its deadline for ending
part of our dairy sustainability work in the routine practice of tail docking to
Europe; now that commitment is global January 2017, after which it will no longer
across all animals in our supply chain. be acceptable on farms participating
n uilding on our current sourcing of
B in its FARM Program Farmers
free-range eggs for all Hagen-Dazs ice Assuring Responsible Management.
cream in Europe, we are working toward Pork production: General Mills supports
procuring 100 percent cage-free eggs for the development of pregnant sow housing
our U.S. and Canada operations by 2025. alternatives. Though we recognize that
n e are working to better understand
W the development and implementation of
and address other animal welfare issues, alternative systems may be a long-term
r We support humane treatment of the hens
such as pain relief during castration, process that could take up to 10 years, we
that lay eggs used in our products.
*Rate-based and absolute data on GHG emissions, energy, water and solid waste generation in this section are from wholly owned or controlled production facilities on a global basis. Data includes production facilities from our Green Giant and Le Sueur brands, which during early fiscal
2016 General Mills announced it will sell to B&G Foods. Solid waste data in this section is from production and excludes waste associated with construction as well as non-production activities such as new product trials. Transportation fuel usage data covers outbound shipments in the
United States by our logistics service providers. Packaging improvement data is global.
**Water usage rate target and progress are based on fiscal 2006 baseline data. Transportation fuel usage rate and packaging improvement rate targets and progress are based on fiscal 2009 baseline.
***General Mills acquired Yoplait International in fiscal 2012 and Yoki in fiscal 2013.
GENERAL MILLS GLOBAL RESPONSIBILITY 61
Health & Wellness Sustainability Workplace Community
Targets for 2020 and beyond Our approach: measure & reduce
We track our environmental footprint, work to reduce our global impact and report progress
Several new and ongoing targets will drive
Environmental and safety management To enhance consistency across General Mills, our
environmental improvements in our operations in
system: We use a companywide environmental Global Safety and Environment team publishes
the coming years: worldwide standards on topics such as personnel
management system, based on a plan, do,
check, act approach to continually improve safety and environmental issues. Our Management
Reduce absolute GHG emissions
performance in our directly controlled operations. Commitment and Responsibilities Standard
across our value chain by 28 percent
helps to ensure the presence and maintenance of
by 2025, compared to 2010* Measurement plays a central role. To pinpoint
foundational elements of our environmental and safety
areas of greatest energy and water usage across
management system (ESMS). This supports a zero-
Leveraging our Zero Loss Culture our most resource-intensive production facilities,
loss culture by leading with safety, developing strong
process at our production we have installed metering devices for specific
leaders and driving foundational system excellence.
facilities, continuously improve: equipment and processes. This helps us identify
energy and water savings opportunities and We track and manage environmental and safety
Energy usage rates implement improvements. Learn more in the Reduce incidents, tasks and performance data using our Global
energy usage and Reduce water usage sections. Safety Tracking and Environmental Management
Solid waste generation rates
Production sites**
Water usage rates
facilities by 2020
W
RO
ZE
n 1
00 percent of our production
facilities by 2025
**Some of these locations were divested after the end of General Mills fiscal 2015.
GENERAL MILLS GLOBAL RESPONSIBILITY 62
Health & Wellness Sustainability Workplace Community
PACKAGING
AGRICULTURE TRANSFORMING CONVERTING SHIPPING SELLING CONSUMING
SUPPLY CHAIN
Growing and transporting Turning crops into food Making food available Enjoying food (shopping,
crops (planting, tending ingredients (cleaning, Producing packaging Making products Moving food from suppliers for purchase (promoting preparing and eating)
and harvesting) milling and preparing) materials (making from food ingredients to facilities and on to stores and storing) and disposing
and transporting) (mixing and cooking) (transporting and delivering)
1
The statement of progress against the 2015 target, which is normalized to production, represents wholly owned or controlled production facilities globally and includes Yoki and Yoplait.
Billion kWh
Our absolute energy usage increased GOAL
(2005 baseline). 400
by just 5 percent since 2005, while 1.5
300
Performance: We decreased net sales rose 57 percent. During that 1.0
period, energy usage decreased by 9 200
this rate by 10 percent through
0.5
2015, unchanged since 2014, percent, not including Yoki and Yoplait. 100
2
The statement of progress against the 2015 goal, which is normalized to production, represents wholly owned or controlled production facilities globally and includes Yoki and Yoplait.
GENERAL MILLS GLOBAL RESPONSIBILITY 65
Health & Wellness Sustainability Workplace Community
132+
identified future projects with similar or heat to warm ingredient water and use energy efficiency activities to save money,
greater projected potential savings. in dehumidification processes. This decrease environmental impact and drive
innovation will save approximately progress toward our energy reduction goal.
Examples from the year include:
n ovington, Georgia This cereal plant
C
US$445,000 and more than 18.4
Green building design also improves
million kWh
million kWh per year. It is also reducing Amount saved in fiscal 2015
installed a heat recovery system that our performance in energy use, as well
water consumption by more than
captures hot steam from a roof exhaust as water and waste. As of the end by more than 300 projects at
8,300 cubic meters per year and
system. This provides 85 percent of the of fiscal 2015, about 12 percent 17 sites through the Five-Step
preventing the release of approximately
plants hot water at no charge, saving of the square footage at our world Energy Reduction Process
5,500 metric tons of CO2e emissions
US$150,000 annually, reducing energy headquarters was certified as LEED
annually. We are evaluating similar
use by 5 million kWh and decreasing or LEED Commercial Interiors, and
heat recovery projects at 14 other sites
the sites GHG emissions by 2 percent. approximately 30 percent of the space in
that could save about US$2 million
We plan to implement this approach our North American distribution centers
annually. Our company was recognized
at other sites in the coming years. was certified LEED Gold. Together, these
by the U.S. Department of Energy for
represented about 3.3 million square
n edar Rapids, Iowa At General Mills
C leadership in energy savings through
feet. To further advance our efforts in
largest production facility, a project innovative technologies. Learn more.
this area, General Mills is a partner in
was implemented to recapture waste n ansas City, Missouri This facility,
K the U.S. Department of Energys Better
which produces Bisquick and other flour Buildings Challenge. Through this
products, was the first mill to join the initiative, we are committed to a 20
Five-Step Energy Reduction Process. percent reduction in energy intensity
After extensive analysis, the location at all of our U.S. production facilities by
converted electric water heaters to 2022, compared to 2012. Through 2015,
gas; upgraded lights from high wattage we achieved an 11 percent decrease.
metal halide and fluorescent lamps to
During the year, two General Mills
LED; and tested production equipment
employees globally received recognition
settings to reduce energy use. These
from the Association of Energy Engineers
enhancements and others will decrease
World Energy Engineering Congress.
energy use by 791,000 kWh annually
and save US$60,000. During fiscal 2016, To view additional data about energy
the site plans to implement additional usage in our directly controlled operations,
improvements, increasing savings to including a breakdown by source, see
1 million kWh and US$75,000 per year. the Environmental Data Summary.
G4-EN3, EN5, EN6
Beyond the Five-Step Energy Reduction
r Duplex hot water heat recovery exchanger in
Cedar Rapids, Iowa. Process, all of our facilities globally pursue
decreasing the number of truck trips needed volume shipments to Americold Overflow percent, compared to 74.6 percent the transport by spend (between plants
by up to 23 percent. At one of the new by 24 percent compared to the prior year. prior year. Through our Direct Plant Ship and to customers) and more than 60
sites, we increased capacity utilization This eliminated more than 500 truck trips program, we provide customers incentives percent of our intermodal shipments
by 4 percent, eliminating 101 truck trips. and 1,500 miles of unneeded transport. to accept full truckloads of some finished are with SmartWay certified carriers.
We continually work to minimize the products directly from our plant, instead G4-EN19, EN30
Collaborating to of from our distribution centers. During
20,000+
practice of handling products multiple
times including at intermediate storage streamline shipments fiscal 2015, this eliminated more than
locations which increases environmental 20,000 truck trips and reduced miles
We collaborate across General Mills
impact and lowers operational efficiency. driven by more than 3.8 million. Number of truck trips eliminated
and with our suppliers and customers to
In fiscal 2015, by improving inventory reduce transportation impact. In fiscal We prioritize using shippers with by our Direct Plant Ship
planning and on-site storage at our facility 2015, we increased average customer- strong environmental credentials. In program, saving more than
in Belvedere, Illinois, we decreased surge bound truck capacity utilization to 77.3 North America, 90 percent of our road 3.8 million miles driven
Water usage, 2006 2015 in 2015 compared to 2014, saving To view additional data about water usage
18 4.5 18,700 cubic meters of water and in our directly controlled operations,
16 4.0 approximately US$40,000 annually. including withdrawal by source, see
12 3.0
page 55 for more details about our
10 2.5 watershed initiatives). The location
GOAL
reviewed its water consumption data
8 2.0
and regulatory requirements regarding
6 1.5 dairy equipment sanitation. Based on this
4 1.0 analysis, we modified the sites cleaning
schedules and practices, reducing water
2 0.5
use without impacting product quality.
0 0 During the year, the plant reduced
2006 2007 2008 2009 2010 2011 2012 2013* 2014* 2015*
its water usage by almost 21,000
*Data for 2013-2015 include production facilities gained in the acquisition of Yoki and
Yoplait. See the Environmental Data Summary on page 104 to view data for 2013-2015 not cubic meters, saving US$200,000 r System that regulates chemical and water
including those acquisitions. in water, chemicals and utility fees. usage during cleaning processes at our facility
in Carson, California.
Progress Approach
To reduce waste and related environmental impacts in our operations, we use the hierarchy below:
Target: Reduce solid waste Key drivers: During 2015, we continued
This year, we established
generation rate by 50 percent by to focus on food waste reduction from
targets to achieve zero waste REDUCE WASTE at the source by improving process efficiency
2015 (2005 baseline). operations and moving recyclables to and targeting opportunities for improvement.
to landfill at 30 percent of our
higher value markets including reuse.
Performance: We decreased this production facilities by 2020, and REUSE WASTE for beneficial purposes when possible.
We were challenged by decreased
rate by 38 percent through 2015, 100 percent by 2025. Worldwide,
production volumes and additional RECYCLE WASTE when reuse is not feasible
compared to 41 percent in 2014, at the end of fiscal 2015, four General
waste related to product changes (including composting organic waste).
falling short of our target.6 Mills production facilities (about 6 percent
that affected our reduction rates.
of the total globally) met our zero-waste- RECOVER ENERGY from waste that
We continue to push toward zero waste. cannot be reused or recycled.
to-landfill criteria by reusing, composting or
recycling at least 90 percent of all waste (the DISPOSE OF WASTE
remainder is incinerated for energy recovery). These only as a last
6
The statement of progress against the 2015 target, which is normalized to production, represents wholly owned or resort.
controlled production facilities globally and includes Yoki and Yoplait. Solid waste data in this section is from production and
sites included Chanhassen, Minnesota, U.S.; Midland,
excludes waste associated with construction as well as non-production activities such as new product trials. Ontario, Canada; Berwick, U.K.; and Landes, France.
We reduced solid waste generation by value from waste provides General Examples from 2015 include: n erwick, UK Through interdepartmental
B
27 percent in absolute terms since 2005, Mills a financial benefit, representing n est Chicago, Illinois Using a
W collaboration on initiatives such as
while net sales rose 57 percent. During this US$8 million of net revenue in 2015 compactor for waste food instead reducing trimmings size, identifying losses
period, solid waste generation decreased by for our North American operations. of collecting it in boxes reduced on production lines and reformulating
43 percent, not including Yoki and Yoplait. This resulted from dozens of initiatives the use of cardboard at this site, dough mixes to enable increased use
across our facilities. For example, sites saving 98 metric tons per year. of trimmings, this site reduced waste
Improving reuse in the region reused nearly 15,000 by 35 percent, saving 800 metric
metric tons of cardboard boxes, totes n edar Rapids, Iowa Instead of
C
In 2015, we reused or recycled over 86 tons and US$137,000 per year.
and slip sheets in 2015, returning US$1.4 recycling the totes in which ingredients
percent of our waste globally with the
million to our facilities and generating are received for several semi-finished Solid waste by disposition
remainder going to landfills (12 percent) or
nearly twice the value of recycling. products including Marbits for Lucky (% of 2015 global total)
energy recovery (2 percent). Recapturing
Charms, this location started using them
to ship the final cereal. This saves 200
Solid waste generation, 2005 2015
metrics tons of cardboard each year.
250,000 0.05
Metric tons
200,000 0.04
100,000 0.02
50,000 0.01
ecycling 86%
n R n E nergy recovery 2%
0 0
2005 2006 2007 2008 2009 2010 2011 2012 2013* 2014* 2015* isposal* 12%
n D n C omposting Less than 1%
*Data for 2013-2015 include production facilities gained in the acquisition of Yoki and *Disposal includes landfill and incineration without
Yoplait. See the Environmental Data Summary on page 104 to view data for 2013-2015 not r Reusing shipping totes in Cedar Rapids, Iowa. energy recovery.
including those acquisitions.
v General Mills uses extruders at several facilities worldwide to separate yogurt waste from containers for recycling. GENERAL MILLS GLOBAL RESPONSIBILITY 70
Health & Wellness Sustainability Workplace Community
This is critical, since our packaging supply packaging designs. This takes into 0%
2009 2010 2011 2012 2013 2014 2015
chain represents 6 percent of total GHG account types and quantities of materials, (baseline)
emissions across our value chain. customer use of packaging and product
7
Packaging improvement data are global. Products are only counted once. Therefore, incremental improvements on packaging that has previously been improved do not change the total.
8
According to analysis conducted by General Mills in 2015. Packaging is considered recyclable if 60 percent or more of the U.S. population has access to recycling for the material.
In 2015, we joined the Association of Plastics Recycling to connect with members of the plastics industry, from resin through
reuse. Through this network, our developers are gaining important and practical insights on packaging design and material
selection to enhance recyclability. Dave Chmura, R&D Manager, General Mills
GENERAL MILLS GLOBAL RESPONSIBILITY 73
Workplace
OUR STRATEGIES
n
Grow and inspire
Act boldly, move quickly
n D
o the right thing,
Overview
A great place to work: We focus on making General Mills a safe, ethical, diverse and inclusive work environment. Workplace culture and business
performance go hand-in-hand, so we strive to develop our employees by giving them opportunities both inside and outside the company to learn and
grow. By doing so, we encourage employees to achieve their best while ensuring strong leadership for the future. Investing in talent is a key ingredient
to our success. We recruit, retain and develop talented employees and continue to improve workplace safety through our efforts to prevent injuries and
illnesses. We support our employees in being active, eating healthy and staying well.
Performance dashboard
At General Mills, we put people first, every day. We recognize that our people are our most important asset, and thats
why we continually strive to cultivate a culture that allows every employee to succeed.
Jacqueline Williams-Roll, Senior Vice President, Human Resources
GENERAL MILLS GLOBAL RESPONSIBILITY 76
Health & Wellness Sustainability Workplace Community
1 Maintain a safe
workplace 2 Build a strong
workplace culture 3 Respect, develop and
invest in employees
A L ead with safety A Set clear expectations for A Inspire healthy living
ethics and compliance B I nvest in development and training
B Champion diversity and inclusion
C Create a culture of fairness,
trust and openness
D Foster a positive working climate
SAFETY
Safety governance: Established in 2013, We lead with safety LEARN-DO & COACHING STRENGTHEN LEADERSHIP
CAPABILITIES
our Corporate Safety Council is led by our 2015: North American pilots
INCIDENT
Every incident is preventable 2016: International pilot Lead with safety course
Chairman and Chief Executive Officer, who
FREE
n G
MI senior leadership
is responsible for General Mills policy We are all accountable n P
lant managers
SAFETY
n S
afety professionals
and safety culture. Our Global Safety n L
ine leadership
Governance Board (GSGB), composed
of regional operating vice presidents, is r General Mills safety principles PROCESS RIGOR
IMPROVEMENT TEAMS ONE GLOBALLY ALIGNED
{
responsible for the pace of global standards Incident investigation STRUCTURE
We lead with safety; every incident is Safety observations Outcome: Information flows up and down
development. In fiscal 2015, the GSGB One global
preventable; we are all accountable. (Learn Lifesaving rules
standard,
n C orporate Safety Council
chartered the development of one global Leading indicators n G lobal Safety
more about our commitment to food safety in procedures
Governance Board
environmental and safety management Emergency response and training
the Health & Wellness section of this report.) Learning & development n P lant Central Safety Committee
system (ESMS) at General Mills. Under
this global architecture, enterprise-wide Safety management
environmental and safety standards will
be deployed to further protect human systems injuries and illnesses. We have set interim Improvement teams: Our global locations
safety and the environment. In addition, Historically, General Mills has a strong improvement targets that are the basis continued on the path to zero injuries
the GSGB continues to support our global safety record when compared with our of our plant safety metrics. We also have and illnesses in 2015 with a strong focus
Lead with Safety strategy efforts across our peer food group companies. We continue established clear safety targets specific on driving out losses through targeted
worldwide supply chain. In 2015, our Lead to improve operations safety by using to each location and measure progress. safety improvement plans. Locations also
with Safety efforts continued to improve clear safety management systems. established GSGB-sponsored process
Roadmap: In 2014, we created a three-year
our safety culture and process rigor. improvement teams to uniformly implement
Safety targets: Our corporate policy on Lead with Safety roadmap for 2015-2018
standards. These global, cross-functional
Safety principles: Our Lead with Safety workplace health and safety directs all to improve our safety performance. We
process improvement teams, led by General
initiative raises awareness about preventing operations to implement a management used insights from our global employee
Mills process champions and supported
employee and food safety incidents by system, standards and procedures that perceptions survey conducted in 2013
by DuPont consultants, are working to
reinforcing General Mills safety principles: will lead the company to our goal of zero in partnership with DuPont, a globally
implement foundational standards and
recognized leader in workplace safety
metrics at a world-class level, including:
as well as safety metrics comparisons
with our peer food industry companies n afety observation systems
S
and performance benchmarking with Ensuring systems are progressively
recognized safety leaders. Guided by implemented to improve our
that roadmap in 2015, we continued to culture and prevent incidents.
implement safety improvement plans, build n I ncident investigation and reporting
leadership capabilities and gain alignment Providing timely and complete incident
POLICY STANDARD PROCEDURE GUIDELINE around our global safety structure. investigations focused on ensuring
What we What to do, How to meet Recognized best
Global structure: In fiscal 2015, we effective root-cause identification,
expect required actions, standards at practices, no
risk control each location matter where established a Central Safety Committee at corrective action to prevent a
minimums we operate pilot locations, led by the plant manager, recurrence and compliance with
to ensure two-way communication with applicable regulatory requirements.
r General Mills safety management process
the Corporate Safety Council and GSGB.
GENERAL MILLS GLOBAL RESPONSIBILITY 78
Health & Wellness Sustainability Workplace Community
r We improve employee safety by reporting and evaluating near-misses events where employees
came close to being injured so we can learn from them and prevent future injuries. In fiscal 2015,
near-misses reporting increased to 3,559 compared with 1,798 incidents reported in 2014; the ratio of
near-misses to recordable injuries improved to 9.7 in 2015 compared to 4.6 in 2014.
Rapid reporting: We have a 24-hour All employees are expected to work safely
requirement for reporting all injuries. This by following all rules, procedures and
rapid notification calls attention to potential training. Senior-level responsibility for
safety risks so they can be addressed workplace safety lies with the Director
quickly to prevent future incidents. We also of Global Safety and Environment, who
r Stretching helps prevent injuries. We want all our employees and contractors to work injury-free. follow a standardized global process for reports to the Vice President of Engineering,
incident investigation. We analyze GSTEMS Global Safety and Environment.
n afety and environmental leading
S world-class safety standards, leadership trend data and target our efforts to prevent Committee: As part of the safety
indicators Establishing global expectations, safety observations with specific types of injuries, including injuries management system at General Mills,
alignment on using leading indicators immediate actions, incident investigation categorized by hand, finger or wrist and production locations are encouraged
as primary prevention tools. processes and action plans. those caused by strains, slips or cuts. to have safety committee meetings
In fiscal 2016, deployment of these
foundational safety standards will be Tracking and on a periodic basis (e.g., monthly).
These Central Safety Committees
implemented globally, led by General managing progress are organized by the formal and/or
Mills trainers and process champions. System: Using our Global Safety Tracking informal safety leaders and consist of
Leadership training: In fiscal 2015, more and Environmental Management System, wage and management employees.
than 500 global leaders at all levels of the called GSTEMS, we track safety data Auditing: Corporate audits to verify
company have been trained in Lead with at all worldwide production facilities, compliance are conducted on a periodic
Safety expectations. Focus areas include including Yoki and Yoplait International basis. Any identified deficiencies
sites as of fiscal 2016. GSTEMS allows r Employees reinforce a culture of safety are tracked until completion.
us to track all workplace incidents even through iLEAD inspire, light the way, engage,
activate, develop an initiative that equips our G4-LA5, LA6, PR1
near-misses that did not result in an production facility leaders around the world with
injury and document necessary actions information needed to strengthen our zero-loss
to reduce future risks and communicate culture every day.
progress. Now we are configuring GSTEMS
to record metrics that track compliance Responsibility
with local regulations and our own safety and auditing
standards. We expect to have in place the
r Lead with Safety trainers are building capability Responsibility: Workplace health
ability to report compliance assurance on
in foundational safety processes using the learn- and safety is the responsibility of line
do-teach model and coaching approach. foundational standards by fiscal 2018.
management and each individual employee.
compensation decisions and incentives strategies to meet those needs. We 2015, female officers increased from and perspectives, these employees make
for leaders throughout the organization. also engage in effective outreach 30 to 36 percent and minority officers a significant impact on our business.
Recruiting: General Mills creates efforts, including through search increased from 9 to 19 percent. Similar
Associations: We also sustain
a diverse workforce by recruiting the firms, community groups, professional results are tracked and progress seen relationships with professional
best talent from all communities to organizations and employee referrals. at all levels of our organization.
associations, including the National
drive innovation and consumer Results: Over the past 10 years, the Black MBA Association. We partner with
engagement around the world. We number of minority and female officers
Employee networks organizations, such as the Consortium
assess our hiring needs for women at General Mills in the U.S. has increased and associations for Graduate Study in Management and
and people of color and implement dramatically. Between 2005 and Employee networks: Members of our Management Leadership of Tomorrow,
employee networks support each other which offer graduate fellowships and
and help recruit new employees by career development opportunities
increasing their confidence in General to high-potential African Americans,
Mills approach to diversity and inclusion. Hispanics and Native Americans.
Intergenerational networking brings
together diverse viewpoints
General Mills also has more than 30
employee clubs and hundreds of Connect
Support for veterans
Communities online social networks that
Retaining a diverse team of talented
employees is key to our success.
the values and perspectives of
different age groups so all of us can enable employees to share information, ask Impact
In March 2015, our Employee connect more effectively across questions and interact to support business
needs, facilitate employee networks and 4 percent of our U.S.-based
Networks, Inclusion Councils and generations. The event featured
connect people with shared interests. employees are veterans.
Womens Networks cohosted an a panel discussion with a mix of
intergenerational event Frank managers and their employees, Together, these networks, clubs and
650+ U.S. veterans are employed
Sinatra meets Lady Gaga: Leveraging including Boomers, Millennials and communities help create a more inclusive,
at General Mills.
Talent Across Generations to Xers, followed by networking. vibrant and innovative culture; provide
help employees better understand resources and development opportunities;
and foster a sense of connection and General Mills recognizes the value
belonging. Through their experiences of employing men and women who
Facing Race open conversations about race and and sexuality. Sponsoring groups included groups. Conversations centered around how
In February 2015, we hosted a roundtable stereotypes in the work environment. leaders from our Black Champions Network, preconceived notions of others limit peoples
discussion called Its Time to Talk: Facing Hispanic Network, Bettys Family (LGBT contributions in team settings and inhibit our
People First Roundtable Network) and Asian Heritage Network. More understanding of consumers. The roundtable
Race, focused on encouraging more
Building on the Facing Race event, we than 50 people attended from across our identified the need to create more open
inclusive dialogue among employees
hosted a second roundtable in August finance, marketing, sales and supply chain forums for these productive conversations.
across the company. The group exchanged
2015 to engage employees in challenging functions with 80 percent of attendees
ideas to facilitate more honest and
conversations about race, ethnicity, gender not affiliated with any of the sponsoring
GENERAL MILLS GLOBAL RESPONSIBILITY 82
Health & Wellness Sustainability Workplace Community
have served as enlisted members represent 4 percent of our workforce. We helps veterans transition from military in September 2015 to encourage all
or commissioned officers of the U.S. support veterans through our Veterans service to their roles at General Mills. In employees who have served in the military
Armed Forces. Their training, experience Network; specific recruiting, mentoring 2015, the Veterans Network focused on to identify themselves as veterans.
and organizational skills are assets in and supplier diversity initiatives; and broadening awareness and expanding G4-LA12
the workplace. In the U.S., veterans our human resources (HR) guide that participation with a campaign launched
How to be an ally n F
inding ways to visibly show support based on their sexual orientation and the Minneapolis,
Being an ally is more than simply believing for the LGBT community. half of transgender employees have Minnesota, area.
in equality or being sympathetic toward n A
dvocating for equality been harassed at work. General Mills Other General
those who experience discrimination. Being within the workplace. supports the rights of all employees to Mills employee
an ally is about taking action to support n J oining advocacy groups to advance
be treated fairly and with respect, and networks, including
equal civil rights and gender equality. The broader legal and social issues. prohibits discrimination based on sexual our Veterans
spectrum of ally engagement includes a orientation, gender identity or expression. Network and
range of supportive activities, such as: Why allies are needed (See equal employment opportunity Womens Network, also are adopting
According to data cited in the Human Rights policy details in story 2C of this report.) the ally model to help ensure a more
n C
hallenging intolerance.
Campaign Allys Guide to Issues Facing the Growing impact inclusive working environment for all.
n I nitiating conversations.
LGBT Community, more than one in four In March and June 2015, more than 110
n C
ommunicating openly
lesbian, gay and bisexual employees have people attended three ally sessions in
about being an ally. experienced employment discrimination
accept abusive conduct or harassment a incentives and merit increases are directly a culture that champions respect and
policy made clear from an employees first linked to employee performance. We offer inclusion; and offer competitive rewards.
day of orientation. Our policies strictly competitive pay, retirement programs, Our clear health and safety practices include
prohibit retaliation against employees who employee referral assistance and education joint management-employee health and
express concerns. We manage our business programs. Our annual performance and safety teams and committees; participation
operations so that employees feel they awards statement was developed and of workers and/or worker representatives
are being treated fairly and respectfully. revised in response to employee suggestions. in health and safety inspections, audits
and accident investigations; and use of
Benefits and Labor-management personal protective equipment, training
r We value our employees, reward them for
compensation relations and periodic inspections. We maintain
their work and provide them with opportunities
good relationships with our unions, and to grow.
We believe our compensation, benefits Globally, General Mills is committed to
our labor contracts are typically settled
and incentive plans are competitive in providing workplaces that are among the relates to labor relations and a decent
on time and without work disruption.
our industry. At General Mills, we value safest production facilities in the world work environment. Examples include
our employees and reward their work for all our union and nonunion production Measurement a refined performance management
accordingly with our Total Rewards employees. In addition, we work to achieve process, annual employee surveys and
compensation and benefits package. We full employee engagement as the foundation General Mills has established key
a clearly articulated Code of Conduct.
are a pay-for-performance culture, so of our mutual success; strive to create metrics and measurement approaches
to understand our performance as it G4-LA2, LA5, LA8
and inclusion; ratings by current and engagement and agility. Topics included Engagement Council: Our Engagement purpose and values; inspire trust in
former employees on Glassdoor.com; fostering decision-making candor and Council, also created in 2015 following leadership; and capture employee input.
external recognition, such as placement transparency; pursuing passion and company restructuring initiatives, builds As with the Culture Council, we rely on
on Fortunes annual Great Place to Work increased engagement; and developing on the efforts of the Culture Council. The employee engagement feedback and
lists; and employee turnover reductions. a culture that supports risk-taking, Engagement Council brings together participation levels to analyze progress. The
Dialogue: In August 2015, we conducted perseverance and empowerment. The representatives from global health, health Engagement Council is identifying ways
an employee culture focus group to elicit session provided valuable feedback about and safety, human resources and other to create a fun and engaging workplace
open, honest and meaningful dialogue the work environment. Those insights areas to find meaningful ways for people for employees around the world.
about General Mills culture and identify are being used to refine our efforts to to be involved across the company in G4-56, 57, 58, SO3, SO4
any barriers to business growth, employee build a more agile workplace culture. order to: cultivate pride in our products,
Impact
Our employees are the key to our success.
Whether working in a production facility
Balance and flexibility We offer special leave programs and an
onsite health clinic at our headquarters,
or at our headquarters, union or nonunion, Resources: We dedicate resources to fitness centers at several of our production
37 million steps were taken by employees are vital to achieving our purpose. help employees balance the demands facilities and office locations, and
employees globally through the of work and personal life. Our programs partnerships with community-based
Benefits: We value our employees and
Walk in Her Shoes initiative. are targeted to support employee needs programs. Our education and referral
provide benefits specific to the needs
wherever they work at our headquarters, programs provide information and
of each geography, including retirement
production facilities, field sales offices resources on important subjects, such as
savings plans, health care coverage
and other locations around the world. child care, adoption, elder care and more.
and flexible work arrangements.
GENERAL MILLS GLOBAL RESPONSIBILITY 85
Health & Wellness Sustainability Workplace Community
Flexibility: We offer flexible work involvement, General Mills encourages Resiliency: Our LifeWorks Employee
arrangements to accommodate employees, our employees to live healthy lifestyles. Assistance program helps employees build
including telecommuting, flextime and resiliency through counseling, emotional
Holistic approach: Our holistic approach
the innovative Flexible User Shared support, and referrals to employees
includes supporting employees physical,
Environment program that allows and their families in the United States.
emotional and social well-being, as well
employees to create workspaces that best Counselors assist employees dealing
as building resiliency and strengthening
suit their personal and business needs. with stressful situations through onsite,
connections with our communities.
Evaluation: We evaluate our work/life face-to-face counseling, toll-free phone
Nutrition and weight management: access, online resources and educational
balance programs annually in an effort to
We encourage good nutrition and materials. Some locations also offer onsite
meet employees changing needs. Were
offer employees healthy dining support groups. This worldwide employee
proud of the progress weve made.
choices at our facilities. assistance program is available to help
n t our Belvidere facility in Illinois,
A global HR professionals find resources
350 employees participated in a and information to support employee
wellness session to improve their issues. Our facilities around the world
understanding of nutrition and fitness; also offer programs tailored for local
r Annies team members participated in
650 employees pledged to consume an early-morning race along the Chicago, employees. In addition, several of our
healthier treats at work, including Illinois, waterfront in August 2015. The locations offer support to help employees
run was part of our TriHealthalon wellness improve resiliency, manage stress and
apples, yogurt and granola bars
program that helps educate and motivate
rather than cookies and cupcakes. sales team employees to maintain their reduce ergonomic-related discomfort.
physical, emotional and social well-being.
I n Argentina, a nutritionist visits
r Ken Charles, vice president of Global Inclusion
and Staffing at General Mills, was recognized
n
our production facility each week to
Organizational
in October 2015 with the Ted Childs Life Work provide body composition testing and
included measuring blood pressure,
body fat, hydration and cholesterol,
leadership
Excellence Award, becoming the second man to develop nutrition plans for employees.
receive a national award from Working Mother as well as testing for diabetes. Responsibility: Overall responsibility for
magazine that recognizes professionals who n ur facility in Great Falls, Montana,
O employee health and wellness programs
advocate for work/life balance. Physical activity: We provide employees
brought in a registered dietician to help lies with the Vice President of Global Health
with opportunities to increase physical
educate employees about nutrition, Services and Chief Wellness Officer.
Health and well-being including how to adapt diets for shift
activity. Initiatives vary by region, including
onsite fitness centers and exercise rooms,
We support our employees with resources work, portion sizes and weight loss.
walking workstations, company-sponsored
to aid them in being active, eating healthy
n I n the U.K., more than 100 employees or -endorsed runs and walks, yoga
and staying well. At our facilities, in
participated in health screenings that classes, sports teams and tournaments.
our communities and with our brands
At General Mills our employees are our most valued asset, and we take a holistic approach to their well-being by providing
programming along with an environment that promotes healthy choices, encouraging them to excel both personally and
professionally. Dr. Julia Halberg, Vice President, Global Health Services, Chief Wellness Officer
GENERAL MILLS GLOBAL RESPONSIBILITY 86
Health & Wellness Sustainability Workplace Community
In 2015, employees from around programs that break cycles of Results: Employees embraced goal and the 27 million steps
the world participated in Walk extreme hunger and poverty. the activity, exemplifying our walked by employees in 2014.
in Her Shoes, an initiative that Commitment: As part of Walk in pursuits of putting people first and n S
tories of girls in our program
encourages employees to increase Her Shoes, employees committed treating the world with care: were shared each day as
physical activity while learning to walking 8,000 steps per day a n M
ore than 1,300 employees a motivation to walk.
more about our partnership with figure that mirrors the distance from around the world n T
eams were created and
the humanitarian organization walked daily by women and girls participated in May 2015. encouraged in friendly competition
CARE USA, which has helped in Malawi and India to meet basic n M
ore than 37 million steps around daily step challenges.
more than 5 million people needs, such as obtaining water were taken, surpassing our
in Africa and India through and accessing education.
Enhancing employee health and well-being around the world
Highlighted below are some of the many ways our employees are being active, eating healthy and staying well around the world.
Korea
n Annual sports
U.S. day event
n Annual 5K Trix run in California
n Healthy food/exercise challenge for employees in Montana
n More than 11,500 visits to onsite health clinic, 2,423 onsite
flu shots, 49,364 fitness center visits and 10,100 miles at Greece
walking workstations in Minnesota
n Annual health checks
n Fitness memberships, sports teams and ergonomic advice
for employees
in Illinois
n Lectures on well-being
n Wellness and weight management campaign in Michigan
n Exercise tips, walks and healthy recipe sharing in Ohio
Brazil topics, such as safe
driving
n Hydration campaign in Georgia n Free vaccinations
for 4,800 employees Spain
Argentina at 60 locations (80 n EFR certification by theMsfamilia
percent of workforce Foundation for achieving balance with
n Estar Bien program to improve nutrition, vaccinated)
physical activity, health and positive attitude work/family life
Employee n D
eveloping people
Focus: We respect, develop and invest engagement
surveys, n A
ssessing talent
in our people. We have a long history of
scorecards
making employee development a key n G
rowing and inspiring teams
priority for the company and established
the General Mills Institute more
than 20 years ago to provide learning performance appraisals and Individual who work for great managers are twice n social-enabled website to
A
opportunities. We know that engaged Development Plans (IDP). General Mills as engaged, motivated and innovative as give managers 24/7 access to
employees create value and drive business employees have the opportunity to those working for good managers. We bite-sized learning content
performance. In order to attract and create professional development plans created our Great Managers initiative n ommunication to keep managers
C
retain competitively superior talent, we with the assistance of their supervisors. in 2009 to train and increase the informed and engaged
develop all employees and work to have Managers and employees discuss effectiveness of our managers around Training: We offer numerous courses
a depth of leadership prepared to take on career goals, strengths and development the world. In 2015, we centralized and at the General Mills Institute and
new responsibilities when necessary. needs, and then use this information to modernized our strategy. Launched in online learning classes that support
identify action items. IDP completion July 2015, the updated Great Managers professional development. Training
rates are tracked to monitor employee development program delivers continuous courses range from Core Business
advancement in career planning. learning providing 2,400 managers with Essentials and OnBoarding Fast Start
the knowledge they need, when they need
Development plans: We are single- Coach and train it, in a way thats easy to consume. The
for new employees to Managing People
and Advanced Managing People for
minded when it comes to development; Coaching: Great managers are key to programs four-pronged approach includes: improving managers skills. We leverage
we plan for, invest in, track and evaluate it. retaining and motivating employees. n Centralized global classroom training our robust offering of eLearning courses
Development takes many forms, including Internal analysis has shown that employees n Interactive live virtual sessions and other technology solutions to meet
the demands of an increasingly mobile development. Employees also rate Transition assistance: General development are both top-down driven
and global workforce. We also provide the effectiveness of managers using Mills provides severance benefits for alignment and locally managed by
funding for external training and education. the Great Managers Index. Feedback when employees are impacted training teams embedded in the business
has led to a range of actionable items, by downsizing. The severance and functions. This matrix approach
Measure effectiveness including additional resources to improve benefits include compensation and delivers relevant training that is responsive
Measurement: General Mills continually managers skills and communication professional development assistance to business and function requirements.
innovates to provide learning and and enhancements to the companys through an external organization that G4-LA10, LA11
development support to our global global internal collaboration network provides outplacement services.
workforce. We regularly assess learning of more than 1,000 communities.
needs at every level of the organization. Organizational
Our learning strategies link to key Continuity leadership
performance indicators for each of the Continuity: Sixty-one percent of company Annually, the General Mills senior
companys business growth drivers. officers started their careers in entry-level management team conducts a strategic
To measure effectiveness, we use positions at General Mills. This continuity review of the corporations strengths and
scorecards to assess learning and behavior reflects our companys broad-based opportunity areas. We use this process to
improvements and their connections commitment to leadership development. identify a clear set of business imperatives
to measurable business results. Globally, 80 percent of our managers are that we then translate into capability and
Feedback: Our Employee Engagement promoted from within the company. We learning priorities. The HR team develops
Survey includes data on employee consistently receive external recognition training plans at the corporate, business
satisfaction related to professional for our performance in this area. and functional levels. Learning and
r Employees in Korea participated in courses such as self-leadership identifying interests and r We provide learning opportunities to meet the demands of our increasingly mobile and
capabilities needed for their careers and English business writing. global workforce.
OUR STRATEGIES
2
of the agricultural and environmental systems upon which our ADVANCE agricultural
planets food supply depends. and environmental
sustainability
Overview
Nourishing our communities: In fiscal 2015, General Mills donated more than US$154 million to key initiatives that support communities around the globe.
General Mills and its Foundation have contributed nearly US$2 billion to charitable organizations worldwide since 1954. We have the greatest impact where
our companys key strengths intersect with community needs. We focus our giving and volunteerism on increasing food and nutrition security, advancing
agricultural and environmental sustainability, and strengthening our hometown communities. G4-EC1, FP4
Performance dashboard
2020 Goal 2015 Progress & highlights
Provide 200 million meals globally
n 2
0 million meals enabled through General Mills food donations globally during 2015
to food-insecure individuals through
ore than 68 million meals enabled through General Mills food donations globally since 2013
n M
General Mills food donations
Strengthen 2,500+ food companies in the raining and technical support provided through Partners in Food Solutions to more than 620 small and
n T
Food & nutrition most vulnerable and food-insecure regions growing food businesses in six African countries
security
Expand market opportunities for
hrough Partners In Food Solutions, 800,000+ smallholder farmers and their 4.8 million family members
n T
1 million smallholder farmers in
benefit from expanded market opportunities supplying small and growing food businesses in Africa
vulnerable and food-insecure regions
n U
S$154+ million in corporate giving provided during fiscal 2015, including nearly $28 million in grants
Exceed US$2 billion in cumulative
to charities in communities worldwide
corporate charitable giving
eneral Mills and its Foundation have contributed more than US$1.9 billion in cumulative corporate giving**
n G
Hometown
communities n D
uring the 2014-2015 school year, U.S. schools earned more than US$78 million through Box Tops for
Provide more than US$1 billion to
TM Education, including US$61 million earned through General Mills brands
schools through Box Tops for Education
n S
chools have earned more than US$715 million through Box Tops for Education since
cause marketing program
the program began in 1996
*Of total corporate charitable contributions that are managed by the General Mills Foundation.
**Since 1954, General Mills, Inc. and the General Mills Foundation have contributed US$1,969,655,470. This figure includes Foundation grants, Box Tops for Education giving, corporate contributions and the companys global food donations.
GENERAL MILLS GLOBAL RESPONSIBILITY 91
Health & Wellness Sustainability Workplace Community
When we share our employees food expertise, knowledge and skills with communities and partners around the
globe, our potential for positive impact exceeds more than any philanthropic budget could ever yield on its own.
Mary Jane Melendez, Executive Director, General Mills Foundation
GENERAL MILLS GLOBAL RESPONSIBILITY 92
Health & Wellness Sustainability Workplace Community
partner, General Mills continues to help Global FoodBanking Network 2015 impact:
GFN alleviate hunger on an expanded
global scale through food donations, grants, Global FoodBanking
volunteerism and intellectual philanthropy. Network expansion
GFNs focus includes: n In
2015, GFN expanded to 750
food banks in 34 countries.
n upporting and strengthening
S
food bank members n N
ew food banks were opened in
Bangalore, Dominican Republic,
n reating national food bank
C
Panama, Peru, Shanghai and Uruguay.
systems where they are needed
n F
ood banks in Chile, Costa Rica, Taiwan
n L eadership education and training
and Hong Kong opened their second
for food banks worldwide
branches to reach more people in need.
n educing child hunger and advancing
R r The Global FoodBanking Network helps
improve food security for people in Mexico.
nutrition around the globe
As a key partner and one of The Global FoodBanking Networks leading supporters, General Mills has helped the GFN network
of food banks in 34 countries rescue and redistribute surplus food to millions of hungry people. From financial resources to food
donations to time and talent, General Mills - together with food banks around the world - is changing lives.
Lisa Moon, President and CEO, The Global FoodBanking Network
Feeding America: Our partnership to local volunteerism and Foundation Together, we provide nourishment to
with Feeding America spans more grants. In fiscal 2015 alone, General Americans struggling with hunger.
than 35 years and is multifaceted, Mills donated more than 23 million
ranging from food donations to cause pounds of food to Feeding Americas
marketing programs, board service 200 food banks across the United States.
Meet the need and stabilize lives General Mills support to Feeding America
n F
ounding partner n Leading food donor n E
ngaging employees
through volunteerism
n 3
5 years of n Engagingconsumers
philanthropic support through Outnumber n F
eeding America
Expand and Optimize Address the Maximize Influence Hunger board engagement
diversify food distribution of intersection access to people and
sources nutritious food of hunger and government policy makers
priority needs meal programs to take action
GENERAL MILLS GLOBAL RESPONSIBILITY 94
Health & Wellness Sustainability Workplace Community
Second Harvest Heartland: For more than retailers to systematically address food
three decades, General Mills has partnered waste at the store level. The initiative
with Second Harvest Heartland, one of the included development of FareShare
largest, most efficient and innovative food FoodCloud, an online platform and mobile
banks in the Feeding America national app that instantly notifies hunger relief
network. General Mills support spans charities when there is food available at
food donations, Foundation grants and their local Tesco for donation. As a result,
employee volunteerism. In addition to thousands of tons of excess food are being
developing and piloting innovative solutions rescued and donated annually to U.K. hunger
for achieving community food security, charities. Once the program pilot in Tesco
Second Harvest Heartland supports more stores has been fully assessed, FareShare
than 1,000 food shelves, pantries and plans to roll it out to other supermarkets
other hunger relief programs in Minnesota with the potential to create expanded food
and western Wisconsin. With grants from networks for charities and community
General Mills, Second Harvest Heartland groups across the country. FareShare is now
has successfully advanced strategic r The FareShare FoodCloud mobile app and online platform link surplus food at the store level with redistributing enough food for 16.6 million
local charitable organizations.
initiatives focused on increasing the meals a year and driving food savings for
availability of produce and other fresh foods FareShare: As part of our global food 25 percent increase over the previous 12 the charitable organizations served at the
across the regions hunger relief system, security strategy, we support the nonprofit, months to more than 2,100 charities and rate of more than US$24 million annually.
thereby expanding the capacity of food FareShare, in the U.K. During its most community groups. General Mills 2015 In addition to financial support, General
shelves and agencies to source, distribute recent fiscal year, FareShare rescued and grant to FareShare included support for a Mills also donates food to FareShare.
and increase consumption of fresh produce. redistributed 7,961 metric tons of food a strategic project to enable U.K. grocery
including food scientists, nutritionists and Expanding to West Africa: With the 3
Breakfast Club of Canada is proud to count General Mills as a major contributor to the success of our mission. Thanks to
generous partners like General Mills, we are able to help serve over 27 million breakfasts during the school year.
Daniel Germain, President and Founder, Breakfast Club of Canada
at five rural schools in Yunnans Xuanwei Meal Gap Study by Feeding America and
region. The meals, which include milk a rigorous business plan developed in
and eggs, supply needed calcium, protein partnership with The Boston Consulting
and other nutrients to students living in Group, the Hunger-Free Minnesota
areas with high rates of malnutrition. team used a refined methodology first
Hunger-Free Minnesota campaign: developed by Second Harvest Heartland
Hunger-Free Minnesota, a three-year to identify a gap of nearly 100 million
campaign to transform hunger relief in missing meals. Eight founding partners
the state, came to a close as planned created the action plan, which was
in 2015, with incredible results. The vetted by 500 stakeholders across the
collective effort generated 70 million state. Interventions focused on improving
meals to feed hungry Minnesotans, well food sourcing from farm to table and
above the campaigns 60 million meal in-between, building service capacity, and
goal, while also making sustainable heightening awareness and participation
improvements in how hunger relief works in government nutrition programs.
in Minnesota. Launched in 2011 leveraging G4-EC1, FP4
r We help provide nutritious school meals for students in western China. community level data from the Missing
n C
ross-sector collaboration to
close the states missing meal gap,
involving community, corporate,
education, government, research
and media entities at all levels
n D
ata-drivenaccountability across the
campaigns eight programmatic initiatives
WOMEN, INFANTS & COMMUNITY HUNGER & HEALTH
SCHOOL MEALS
n C
umulativeinvestment (all partners) of CHILDREN PROGRAM (WIC) CLOSE-UP DATA INTERSECTION
more than $9.7 million into communities
n I mplementationof more than
400 food security projects
n R
esultsincluded generation of
70 million meals for the hungry
r The Hunger-Free Minnesota campaign directed investments into the most effective and transformational solutions to change the trajectory of
hunger relief across the state.
GENERAL MILLS GLOBAL RESPONSIBILITY 99
Health & Wellness Sustainability Workplace Community
Advance agricultural
2 and environmental sustainability
2A Increase farm vitality, farmer resilience and natural resource stewardship
Improve the well-being and livelihoods of smallholder farmers and their families
More than ever, General Mills is aligning In developing economies where General
its philanthropy to further support Mills or our suppliers source raw
the companys global commitment to ingredients for our products, we work
sustainable agriculture and environmental with smallholder farmers, NGOs and
stewardship. Whether its investing in industry partners to ensure these farmers,
NGO-led programs that strengthen the their families and communities have the
smallholder farming communities from resources and support needed to increase
which we source ingredients like cocoa their well-being and ability to prosper.
or vanilla, or contributing to initiatives Cocoa-growing communities in Ghana:
that conserve and restore watersheds General Mills invests in philanthropic
around the globe, we believe these r In Ghana, our investments support CAREs efforts to keep kids in school.
programs led by the global humanitarian
investments have a sustained benefit farming communities by engaging the Ashanti region (Ahafo Ano North and
organization, CARE, in the cocoa-growing
and value that is good for communities, with them in planning and resource South); one in the Brong Ahafo region
communities of West Africa including
the environment and business. investments aimed at increasing cocoa (Tano North); and one in the Central
communities from which our suppliers
source cocoa for General Mills products. farmer livelihoods, eradicating child labor, region (Asikuma Odoben Brakwa). Read
Support smallholder CAREs programs foster prosperous, increasing household food and nutrition more about our commitments and efforts
farmers and strengthen sustainable and security, and promoting education for all to support cocoa growers and their
Impact
1,577 smallholder cocoa farmers 76 percent increase in average
and their family members benefited gross income of participating
from expanded access to education, cocoa farmers.
training and food security programs.
660 vanilla growers and their
20 cocoa communities supported in 2,640 family members benefited
the formation of cooperatives. from our investments. r More cocoa farmers are joining cooperatives r Our support helps promote education and
in their communities. increase food and nutrition security.
GENERAL MILLS GLOBAL RESPONSIBILITY 100
Health & Wellness Sustainability Workplace Community
Vanilla-growing communities in
Madagascar: Our work with CARE in
Protect natural Conservancy (TNC) included support
for Water Stewardship for a Sustainable
Madagascar during 2013 and 2014 resources Future, an initiative addressing at-risk
has improved food security for vanilla watersheds in Central Mexico, California,
farming communities, including 660 Impact New Mexico and the U.S. Central High
farmers and their 2,640 family members. Plains, through heightened watershed
In 2015, employees from our Hagen- Supporting watershed projects analysis to inform conservation efforts.
Dazs production facility in Arras, France, in communities that are
TNC and General Mills share findings from
traveled to Belambo, Madagascar, to home to 95 million people.
this work with local communities around
help inaugurate a new secondary school
r The Belambo community library is now well US$500,000 provided in 2015 the watersheds and develop collaborative
building and establish a committee to
stocked with books, thanks to donations from to The Nature Conservancy to action plans with stakeholders, including
oversee the community library. These visits General Mills employees. protect at-risk watersheds. large water users, governments and
are part of an ongoing relationship between interested community members. We also
83 percent year-over-year work with TNC to ensure implementation
the Hagen-Dazs team in Arras and the
increase in charitable investments of these action plans and strategies.
vanilla growing community in Belambo.
to advance sustainability.
This connection includes an ongoing sister Learn more about our water stewardship
school cross-cultural education program work to protect at-risk watersheds and
between the primary schools in Arras and Water conservation: We understand that improve the sustainability of water
Belambo in which the students discuss water stewardship is not only good for use throughout our supply chain in
French and Malagasy daily life. Learn more business, it is also vital for communities story 2A and water conservation
r A General Mills employee from Arras, about how we are helping farmers increase and the natural ecosystems upon which efforts in our own operations in story
France, works with the new manager of the sustainability and improve their livelihoods we all depend. During fiscal 2015, General 4D of the Sustainability section.
community library in Belambo, Madagascar, a in the Sustainability section of this report. Mills contributions to The Nature G4-EC1, EN9, EN27
village where we source vanilla.
r General Mills employees in Arras raised money to fund a school building and donated books,
stationery and clothing for the community in Belambo. The new school serves older students, ages
11 to 14, and enables 120 additional students from the surrounding area to attend classes. r We support water stewardship projects in our communities.
Supporting schools
Since Box Tops for Education began in 1996, U.S. schools have earned more
than US$715 million through the program, including over US$78 million during
the 2014-2015 school year.
10,000
knowledge for the benefit of our broader strategy to connect employees in China: More than 200 General Mills
communities worldwide. Founded in meaningful ways with our communities employees from Shanghai, Guangzhou,
2009, the Good Works program links so they can make a positive impact Nanjin and Sanhe participated in a variety
In 2015, General Mills
nonprofit organizations with General throughout the year. TGVL is strategically of volunteer opportunities ranging from
Mills marketing and consumer insights focused on hunger, nutrition, sustainability environmental projects to serving meals. For
employees volunteered more
professionals around the globe, enabling and environmental community projects. example, in Guangzhou, employees focused than 10,000 hours in their
our employees to apply their business These efforts reinforce our core values. on recycling unwanted goods, while in communities as part of Think
skills and passion via pro-bono projects for Listed below are just a few examples of Nanjing, efforts focused on roadside cleanup Global, Volunteer Local.
selected nonprofits. Since the programs our employees many acts of volunteerism. in a mountain area. Employees from Sanhe
inception, more than 200 employees collected donations for children in Gansu,
Brazil: Community involvement
have served as Good Works volunteers a poverty stricken area in western China.
continues to grow in Brazil. More than
and completed 45 projects, receiving G4-FP4
680 employees participated in TGVL in
strong reviews from the nonprofits about
2015 a 21 percent increase from the
the quality and impact of their work.
previous year including people from
all plants, several distribution centers
Think Global, and the So Paulo main office. TGVL
Volunteer Local activities occurred in 15 cities, with many
In 2015, nearly 2,000 General Mills volunteers helping institutions supported
employees from 60 locations around by Mesa Brasil, a food bank that works
the world volunteered more than 10,000 against hunger and waste. General Mills
hours in their communities as part of our employees helped prepare and serve food, r Hong Kong employees collected bottles r Spanish volunteers worked with GREFA,
renovated buildings and participated in for recycling. which focuses on the rehabilitation of Spanish
Think Global, Volunteer Local (TGVL) wildlife and habitat, on a project benefiting the
event. This annual initiative is part of our activities with children and teenagers. European Galapagos.
r Employees in Brazil helped renovate buildings as part of TGVL. r In China, employees from Shanghai provided care for children of migrant workers and served
them Wanchai Ferry dumplings during TGVL.
GENERAL MILLS GLOBAL RESPONSIBILITY 103
APPENDIX
Environmental Data Summary*,**,***
2005 2006 2007 2008 2009 2010 2011 2012 2013 Excl 2013 Incl 2014 Excl 2014 Incl 2015 Excl 2015 Incl
In thousands, except rate data Yoplait/Yoki Yoplait/Yoki Yoplait/Yoki Yoplait/Yoki Yoplait/Yoki Yoplait/Yoki
Energy usage rate (kWh/metric ton of product) EN5 580 570 579 557 546 534 533 528 530 524 532 523 538 523
Energy usage (kWh) EN3 2,769,236 2,740,885 2,738,032 2,754,617 2,685,422 2,656,939 2,601,972 2,465,263 2,503,348 2,926,949 2,522,890 2,923,925 2,513,520 2,894,479
Direct energy usage by primary source (kWh) 1,509,968 1,511,989 1,527,708 1,496,014 1,471,627 1,509,856 1,462,563 1,358,819 1,388,055 1,641,653 1,413,128 1,660,881 1,399,399 1,643,339
Fuel oil (kWh) 50,237 58,580 37,242 29,597 24,192 23,556 22,055 22,413 19,002 23,326 10,045 14,323 4,465 9,023
Natural gas (kWh) 1,414,573 1,370,316 1,405,408 1,379,694 1,377,570 1,382,944 1,350,699 1,266,571 1,283,946 1,385,563 1,308,555 1,411,983 1,308,898 1,416,748
LP gas (kWh) 4,484 5,846 4,787 2,989 14,458 17,085 4,171 2,747 2,013 29,042 2,889 27,091 1,690 14,923
Solar panels (kWh) NA NA NA NA NA NA 82 121 119 119 121 121 118 118
Cogeneration electric (kWh) 14,146 19,129 21,128 20,744 14,672 27,221 25,234 17,763 17,871 17,871 20,314 20,314 16,345 16,345
Cogeneration steam (kWh) 26,528 58,117 59,143 62,989 40,736 56,698 52,330 30,646 39,348 39,348 44,675 44,675 44,193 44,193
Biomass (kWh) NA NA NA NA NA 2,352 7,993 18,559 25,756 146,383 26,530 142,375 23,690 141,990
Indirect energy consumption (electricity) (kWh) 1,259,268 1,228,897 1,210,325 1,258,603 1,213,794 1,147,082 1,139,408 1,106,444 1,115,293 1,285,296 1,109,762 1,263,044 1,114,121 1,251,140
International (kWh) 104,083 110,689 125,176 178,336 159,683 138,470 140,497 149,890 156,838 326,841 152,379 305,661 160,288 297,307
North America (kWh) 1,155,185 1,118,207 1,085,148 1,080,267 1,054,112 1,008,612 998,911 956,554 958,455 958,455 957,382 957,382 953,833 953,833
Energy usage, by region
International (kWh) 215,212 253,647 284,709 291,888 264,858 262,493 268,289 284,020 295,020 718,621 292,876 693,911 307,049 688,009
North America (kWh) 2,554,025 2,487,239 2,453,324 2,462,729 2,420,564 2,394,446 2,333,683 2,181,243 2,206,894 2,206,894 2,226,512 2,226,512 2,206,471 2,206,471
GHG emissions rate (metric tons CO2e/
metric tons of product) EN18 0.226 0.222 0.225 0.216 0.211 0.204 0.206 0.206 0.205 0.181 0.196 0.173 0.197 0.173
GHG emissions (Scopes 1 and 2) (metric tons CO2e) 1,076 1,068 1,062 1,068 1,037 1,017 1,006 961 970 1,013 928 965 922 956
Scope 1 (metric tons CO2e) EN15 280 283 285 282 273 285 273 251 254 281 259 284 255 278
Fuel oil (metric tons CO2e) 12 14 8 7 5 5 5 5 4 5 2 4 1 2
Natural gas (metric tons CO2e) 267 268 275 274 265 277 267 246 250 270 256 274 253 273
LP gas (metric tons CO2e) 1 1 1 1 3 4 1 1 0 6 1 6 0.4 3
Scope 2 (metric tons CO2e) EN16 797 786 777 786 763 732 733 710 716 732 669 681 667 678
GHG emissions from renewables (not in Scope 1 or 2) NA NA NA NA NA 0 1 3 5 44 8 48 10 48
GHG Emissions, by region
International (metric tons CO2e) 64 76 86 85 84 87 91 95 100 143 95 132 96 129
North America (metric tons CO2e) 1,012 993 977 983 953 930 915 866 870 870 833 833 826 826
Water usage rate (cubic meters/metric ton of product) 2.383 2.266 2.222 2.258 2.186 2.112 2.135 2.111 2.902 2.076 2.794 2.137 2.858
Water withdrawal (cubic meters) EN8 - 11,100 10,600 11,000 11,000 10,800 10,300 10,000 10,000 16,200 10,100 15,800 10,000 15,800
Groundwater (cubic meters) NA NA NA NA NA NA 2,000 1,800 1,700 7,800 1,700 7,100 1,700 7,200
Municipal (cubic meters) NA NA NA NA NA NA 8,300 8,200 8,300 8,400 8,400 8,700 8,300 8,600
Solid waste generation rate (metric tons/
metric tons of product) 0.057 0.052 0.047 0.051 0.040 0.037 0.037 0.034 0.033 0.034 0.032 0.033 0.033 0.035
Solid waste (metric tons) EN23 266 241 221 239 197 183 178 159 155 190 152 186 152 193
* Data in this table is reported on a May-April basis (through April of the year noted). Energy, GHG emissions, water, and solid waste generation absolute and rate data are from wholly owned or controlled production facilities globally. Solid waste data in this table is from
production and excludes waste associated with construction as well as non-production activities such as new product trials.
** Some segments do not add up to total, due to rounding.
*** Some data are restated compared to reporting in prior years to reflect improvements in data gathering and tracking methodology.
GENERAL MILLS GLOBAL RESPONSIBILITY 104
2015 Commitments/Goals/Progress
Our goal is to provide people with convenient, nutritious food that
Health & Wellness when combined with exercise and activity can help them live healthier lives.
Target Progress
Improve product health profiles
U.S.: Reduce calories, fat, saturated fat, trans fat, sugar or sodium by 10 percent or more 77% of U.S retail sales volume nutritionally improved since 2005, including more than
per serving. Increase beneficial nutrients including vitamins, minerals and fiber by 10 percent 1,000 products.
or more per serving.
CPW: Announced targets in 2012 for nutritionally improving about 5.3 billion portions of cereals 85% of net sales of CPW kids and teens brands worldwide achieved Global Nutrition
popular with kids and teens in more than 130 markets. Commitment criteria in 2015.
Reduce sugar
U.S.: In 2009, we pledged to reduce all of our cereals advertised to children under 12 to single-digit 100% of Big G cereals marketed to children contain 10 grams of sugar or less; nearly 69%
grams of sugar per serving. of Big G cereals have 9 grams of sugar or less per serving.
In 2015, we reduced sugar by 25% in each serving of Yoplait Original, decreasing the amount
of sugar from 26 grams to 18 grams; since 2007, we have reduced sugar in three other yogurts
Yoplait Go-Gurt, Yoplait Trix and Yoplait Kids by nearly 25%.
Reduced sugar by at least 10% in more than 250 products since 2005; introduced
lower-sugar products.
Reduce sodium
U.S.: Reduce sodium by 20 percent across top 10 retail product categories by 2015. As of the end of 2015, we met or exceeded our goal in seven of 10 categories and made
significant progress in the other three, with reductions across the 10 categories ranging from
18-35%; this effort includes sodium reductions in more than 350 products more than one-
third of our U.S. retail sales volume.
Reduce calories
U.S.: Reduce calories by 10% or more per serving. More than 1,000 General Mills U.S. retail products (64%) have 150 calories or less per serving;
more than 550 General Mills U.S. retail products (36%) have 100 calories or less per serving.
Target Progress
Remove artificial ingredients
U.S.: In June 2015, we committed to removing artificial flavors and colors from artificial sources U.S.: 77% of General Mills U.S. retail cereals, including Cinnamon Toast Crunch and original
from all of our U.S. retail cereals by the end of 2017. Cheerios, are made without artificial flavors and colors from artificial sources.
U.S.: 100% of U.S. retail Nature Valley Granola Bars, Betty Crocker Cookie Mixes, Motts and
Equity Fruit Snacks have no artificial flavors or colors from artificial sources; 100% of U.S. retail
Nature Valley Granola Bars and Yoplait Original yogurt contain no artificial sweeteners.
Expand our leadership in gluten-free products. U.S.: 980+ gluten-free products offered in the U.S.; second-largest U.S. producer
of gluten-free products.
Grow our natural and organic food business to US$1 billion in sales by 2019, nearly double U.S. and Canada: 262 organic retail products offered in the U.S. and Canada; third-largest U.S.
its current size. natural and organic food producer.
Expand protein-rich product offerings. U.S.: 225 U.S. retail products offered with at least 10 percent daily value of protein per serving.
Achieve Global Food Safety Initiative (GFSI) certification of all General Mills-owned 72% of General Mills-owned facilities are GFSI certified; 75% of co-production sites and 49%
facilities by 2020. of ingredient supplier sites also are GFSI certified.
Responsible marketing
U.S.: Comply with Childrens Food and Beverage Advertising Initiative (CFBAI) child General Mills has been in full compliance with CFBAI standards since their inception in 2006,
advertising nutrition standards. including the Uniform Nutrition Standards that took effect in December 2013.
Our goal is to protect the resources upon which our business depends by promoting
Sustainability environmentally and socially responsible practices across our entire value chain.
We are committed to collaborating across our company, value chain and industry to help tackle the
Climate change global challenge of our changing climate.
Target Progress
Address climate change
2025 Goal: Reduce absolute GHG emissions across our full value chain by 28% (compared to 2010). Progress on our 10x20 sustainable sourcing commitment (see below).
Improvement in energy use, GHG emissions and packaging within our
2050 Goal: Reduce absolute GHG emissions across our full value chain by 41-72% operations (see page 109).
(compared to 2010) to achieve sustainable levels in line with scientific consensus.
Collaboration across industries and organizations, including We Mean Business and BICEP.
For more information on our climate change goal and plans, see pages 34-35.
We are committed to sustainably sourcing 100% of our 10 priority ingredients by 2020, representing more
Sourcing than 50% of our annual raw material purchases.
Palm oil 100 percent of spend sourced sustainably by 2015. 100 percent
U.S. sugar beets 100 percent of spend sourced sustainably by 2020. 47 percent
U.S. corn (dry milled) 100 percent of spend sourced sustainably by 2020. 26 percent
U.S dairy (fluid milk) 100 percent of spend sourced sustainably by 2020. 20 percent
*Progress numbers may vary from year to year due to changes in suppliers, market conditions or improvements in data tracking methodology. See sustainability definitions for each raw material on page 38.
Water stewardship We are committed to improving the sustainability of water use throughout our supply chain.
Target Progress
Improve water stewardship
Reduce water risk by applying four-phase water stewardship approach in priority at-risk watersheds. Introduced a formal Water Policy.
Signed the CEO Water Mandate.
Joined Connect the Drops.
Made progress in eight priority at-risk watersheds through analysis, action planning
and collaboration.
We are committed to conducting business with high ethical standards and we expect our suppliers to
Human rights do the same.
Target Progress
Respect human rights
We hold ourselves and our suppliers to the same level of compliance expectations for Launched our Policy on Human Rights.
respecting human rights in our supply chains as outlined in our Policy on Human Rights Members of the AIM-PROGRESS Responsible Sourcing Forum and the Supplier Ethical
and Supplier Code of Conduct. Data Exchange (SEDEX).
Signatories to the United Nations Global Compact (UNGC) and UN Womens
Empowerment Principles.
Guided by the International Labour Organizations (ILO) 1998 Declaration on
Fundamental Principles and Rights at Work.
ANIMAL
WELFARE
Animal welfare We support the humane treatment of animals in agriculture.
Target Progress
Protect animal welfare
Source 100% cage-free eggs for our U.S. and Canada operations by 2025, matching the Updated Animal Welfare policy.
100% free-range eggs used for all Hagen-Dazs ice cream produced in Europe. 40% of our egg purchases globally are either cage-free or free-range,
including 100% free-range eggs for ice cream produced in Europe.
Target Progress
Reduce environmental footprint
GHG emissions: 20% reduction in GHG emissions rate by 2015 (2005 baseline). Reduced GHG emissions rate by 23% since 2005.
Energy: 20% reduction in energy usage rate by 2015 (2005 baseline). Reduced energy usage rate by 10% since 2005.
Transportation fuel: 35% reduction in transportation fuel usage rate by 2015 (2009 baseline). Reduced transportation fuel usage rate by 25% since 2009.
Water: 20% reduction in water usage rate by 2015 (2006 baseline). 20% increase in water usage since 2006 primarily due to impact of Yoplait International.
Solid waste: 50% reduction in solid waste generation rate by 2015 (2005 baseline). Reduced solid waste generation rate by 38% since 2005.
Packaging: 60% global packaging volume improved by 2015 (2009 baseline). 70% of packaging volume improved since 2009.
Our goal is to foster a safe, ethical, diverse and inclusive workplace where employees
Workplace can thrive.
Target Progress
Increase workplace safety
Goal: Zero injuries/illnesses. We reduced our global total injury rate by 9% to 1.22 injuries per
100 employees in fiscal 2015, down from 1.34 in 2014.
2020 Goal: Provide 200 million meals globally to food-insecure individuals through General Mills 20 million meals enabled through General Mills food donations globally during 2015.
food donations.
2020 Goal: Strengthen 2,500+ food companies in vulnerable and food-insecure regions. Training and technical support provided through Partners in Food Solutions to 620 small and
growing food businesses in six African countries.
2020 Goal: Expand market opportunities for 1 million smallholder farmers in vulnerable and food- Through Partners In Food Solutions, 800,000+ smallholder farmers and their 4.8 million family
insecure regions. members benefit from expanded market opportunities supplying small and growing food
businesses in Africa.
2020 Goal: Improve the well-being of 20,000 people in smallholder farming communities from which CARE programs in West Africa funded by General Mills focused on youth education, farmer
General Mills sources key ingredients. business training and community food security have reached nearly 5,000 people in cocoa
farming communities.
2020 Goal: Increase charitable investments in natural resource conservation and sustainability to $500,000 contributed to The Nature Conservancy in fiscal 2015 for global water risk
30% of corporate contributions. assessment; charitable investments in conservation and sustainability increased by 83%
in fiscal 2015 to 13.2% of total corporate contributions.
2020 Goal: Achieve employee volunteerism rate of 80% worldwide. 76% of employees worldwide reported volunteering in their communities.
2020 Goal: Exceed $2 billion in cumulative corporate charitable giving. $154+ million in corporate giving during fiscal 2015; $1.9+ billion in cumulative corporate
giving since 1954.
2020 Goal: Provide $1+ billion to schools through Box Tops for EducationTM. $78+ million earned by U.S. schools through Box Tops for Education during the 2014-2015
school year; $715+ million since 1996.
Male 72.7%
Female 27.3%
Black 18.2%
Asian 0%
Hispanic 0%
Native American/American Indian 0%
Age 50+ 90.9%
Full Time 28,209 11,564 16,645 All employees 29,495 12,430 17,065
Short Time 21 10 11
Middle East 45 21 24
Organizational Profile
G4-3 Name of the organization. 2015 10-K
G4-6 Number of countries where the organization operates, and names of countries where either the organization has significant operations GeneralMills.com/Company/Countries
or that are specifically relevant to the sustainability topics covered in the report.
G4-8 Markets served (including geographic breakdown, sectors served, and types of customers and beneficiaries). GeneralMills.com/Company/Countries
G4-10 Total workforce by employment type, employment contract, and region, broken down by gender. Appendix
G4-11 Percentage of total employees covered by collective bargaining agreements. Approximately 45% of U.S. production
employees are covered by CBAs.
G4-13 Any significant changes during the reporting period regarding the organizations size, structure, ownership or its supply chain 2015 Annual Report
G4-14 Explanation of whether and how the precautionary approach or principle is addressed by the organization. GeneralMills.com/Responsibility
G4-15 Externally developed economic, environmental and social charters, principles, or other initiatives to which the organization subscribes CEO letter, Introduction, Sustainability
or which it endorses.
G4-16 Memberships of associations (such as industry associations) and national or international advocacy organizations. Introduction, Health & Wellness,
Sustainability, Community
G4-18 Process for defining the report content and the Aspect Boundaries; how the organization has implemented the Reporting Principles Materiality section of Introduction
for Defining Report Content.
G4-19 Material Aspects identified in the process for defining report content. GRI Index
G4-20 For each material Aspect, report the Aspect Boundary within the organization. Materiality section of Introduction
G4-21 For each material Aspect, report the Aspect Boundary outside the organization. Materiality section of Introduction
G4-23 Significant changes from previous reporting periods in the Scope and Aspect Boundaries. General Mills continues to align with
the Global Reporting Initiative G4
Sustainability Reporting Guidelines.
Stakeholder Engagement
G4-24 List of stakeholder groups engaged by the organization. Introduction, Health & Wellness,
Sustainability, Community
G4-25 Basis for identification and selection of stakeholders with whom to engage. Introduction, Health & Wellness,
Sustainability, Community
G4-27 Key topics and concerns that have been raised through stakeholder engagement. Introduction, Health & Wellness,
Sustainability, Community
Report Profile
G4-28 Reporting period (such as fiscal or calendar year) for information provided. Introduction
G4-29 Date of most recent previous report (if any). April 2015
G4-31 Contact point for questions regarding the report or its contents. Introduction
G4-32 Report the in accordance option the organization has chosen; report the GRI Content Index for the chosen option. Introduction, Appendix - GRI Index
G4-33 Policy and current practice with regard to seeking external assurance for the report. Introduction
Governance
G4-34 Governance structure of the organization, including committees of the highest governance body. GeneralMills.com/Investors
G4-35 Process for delegating authority for economic, environmental and social topics from the highest governance body to senior executives Introduction
and other employees.
G4-36 Whether the organization has appointed an executive-level position or positions with responsibility for economic, environmental Introduction
and social topics.
G4-38 Composition of the highest governance body and its committees. GeneralMills.com/Investors
G4-39 Whether the Chair of the highest governance body is also an executive officer. GeneralMills.com/Investors
G4-40 Nomination and selection processes for the highest governance body and its committees, and the criteria used for nominating and selecting GeneralMills.com/Investors
highest governance body members.
G4-41 Processes for the highest governance body to ensure conflicts of interest are avoided and managed. GeneralMills.com/Investors
G4-42 Highest governance bodys and senior executives roles in the development, approval, and updating of the organizations purpose, Introduction, Sustainability
value or mission statements, strategies, policies, and goals related to economic, environmental and social impacts.
G4-43 Measures taken to develop and enhance the highest governance bodys collective knowledge of economic, environmental and social topics.
G4-44 Processes for evaluating the highest governance bodys own performance, particularly with respect to economic, environmental, GeneralMills.com/Investors
and social performance.
G4-45 Procedures of the highest governance body for overseeing the organizations identification and management of economic, GeneralMills.com/Investors,
environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with Introduction
internationally agreed standards, codes of conduct, and principles.
G4-46 Report the highest governance bodys role in reviewing the effectiveness of the organizations risk management processes for economic, GeneralMills.com/Investors,
environmental and social topics. Introduction
G4-47 Frequency of the highest governance bodys review of economic, environmental and social impacts, risks, and opportunities. GeneralMills.com/Investors,
Introduction
G4-48 Highest committee or position that formally reviews and approves the organizations sustainability report and ensures that all material Introduction, Sustainability
Aspects are covered.
G4-49 Process for communicating critical concerns to the highest governance body. GeneralMills.com/Investors
G4-50 Nature and total number of critical concerns that were communicated to the highest governance body and the mechanism(s) 2015 Proxy Statement
used to address and resolve them.
G4-51 Linkage between compensation for members of the highest governance body, senior managers, and executives 2015 Proxy Statement
(including departure arrangements), and the organizations performance (including social and environmental performance).
G4-53 How stakeholders views are sought and taken into account regarding remuneration, including the results of votes on remuneration policies GeneralMills.com/Investors
and proposals, if applicable.
G4-54 Ratio of the annual total compensation for the organizations highest-paid individual in each country of significant operations to the median
annual total compensation for all employees in the same country.
G4-55 Ratio of percentage increase in annual total compensation for the organizations highest-paid individual in each country of significant
operations to the median percentage increase in annual total compensation for all employees in the same country.
G4-57 Internal and external mechanisms for seeking advice on ethical and lawful behavior, and matters related to organizational integrity. Workplace
G4-58 Internal and external mechanisms for reporting concerns about unethical or unlawful behavior, and matters related to organizational integrity. Workplace
G4-EC2 Financial implications and other risks and opportunities for the organizations activities due to climate change. Introduction, Sustainability,
Carbon Disclosure Project
G4-EC3 Coverage of the organizations defined benefit plan obligations. 2015 10-K
G4-EC8 Significant indirect economic impacts, including the extent of impacts. Sustainability, Community
Procurement Practices
Material issue: Smallholder farmers
G4-EC9 Proportion of spending on local suppliers at significant locations of operations. Sustainability
G4-EN2 Percentage of recycled input materials used to manufacture the organizations primary products and services. Sustainability
Energy
Material issue: Energy use
G4-EN3 Energy consumption within the organization. Sustainability, Appendix -
Environmental Data Summary
Water
Material issue: Water stewardship
G4-EN8 Total water withdrawal by source. Sustainability, Appendix -
Environmental Data Summary
G4-EN10 Percentage and total volume of water recycled and reused. Sustainability
Biodiversity
Material issue: Biodiversity
G4-EN11 Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas.
G4-EN12 Description of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity Sustainability
value outside protected areas.
G4-EN14 Number of IUCN Red List species and national conservation list species with habitats in areas affected by operations, by level of extinction risk.
G4-EN16 Energy indirect greenhouse gas (GHG) emissions (Scope 2). Sustainability, Appendix -
Environmental Data Summary
G4-EN17 Other indirect greenhouse gas (GHG) emissions (Scope 3). Sustainability,
Carbon Disclosure Project
G4-EN20 Emissions of ozone-depleting substances (ODS). Ozone-depleting substances (ODS) are most
commonly used in small quantities for
closed-loop refrigeration systems and
occasional fumigation actvitiies. ODS
emissions are strictly regulated.
G4-EN21 NOx, SOx, and other significant air emissions by type and weight. Air emissions primarily include particulate
matter and organic compounds from
ingredient handling, cooking and drying, as
well as emissions associated with fuel
combustion. Our production facilities are
governed by applicable regulations as well
as our compliance management program.
G4-EN24 Total number and volume of significant spills. There were no significant spills at our
manufacturing locations during
the reporting period.
G4-EN26 Identity, size, protected status, and biodiversity value of water bodies and related habitats significantly affected by the reporting No water bodies are significantly
organizations discharges of water and runoff. affected by company discharges.
Our production facilities are governed
by applicable regulations as well as
our compliance management program.
G4-EN28 Percentage of products sold and their packaging materials that are reclaimed by category. Sustainability
Compliance
G4-EN29 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws General Mills received no significant fines
and regulations. or regulatory sanctions during the
reporting period.
Transport
Material issue: Climate change
G4-EN30 Significant environmental impacts of transporting products and other goods and materials used for the organizations operations, Sustainability
and transporting members of the workforce.
G4-EN33 Significant actual and potential negative environmental impacts in the supply chain and actions taken.
G4-LA2 Benefits provided to full-time employees that are not provided to temporary or part-time employees, by major operations. Workplace
Labor/Management Relations
Material issue: Workplace safety
G4-LA5 Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise Workplace
on occupational health and safety programs.
G4-LA6 Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities by region and by gender. Workplace
G4-LA8 Health and safety topics covered in formal agreements with trade unions. Workplace
G4-LA10 Programs for skills management and lifelong learning that support the continued employability of employees and assist them Workplace
in managing career endings.
G4-LA11 Percentage of employees receiving regular performance and career development reviews, by gender. Workplace
G4-LA15 Significant actual and potential negative impacts for labor practices in the supply chain and actions taken. Sustainability
Nondiscrimination
Material issue: Human rights
G4-HR3 Total number of incidents of discrimination and corrective actions taken.
Child Labor
Material issue: Human rights
G4-HR5 Operations and significant suppliers identified as having significant risk for incidents of child labor, and measures taken to contribute Sustainability
to the effective abolition of child labor.
Indigenous Rights
Material issue: Human rights
G4-HR8 Total number of incidents of violations involving rights of indigenous people and actions taken.
Assessment
G4-HR9 Percentage and total number of operations that have been subject to human rights reviews and/or impact assessments. Sustainability
G4-HR12 Number of grievances related to human rights filed, addressed and resolved through formal grievance mechanisms.
SOCIETY
Local Communities
G4-SO1 Percentage of operations with implemented local community engagement, impact assessments, and development programs. Sustainability, Community
Anticorruption
G4-SO3 Percentage and total number of business units analyzed for risks related to corruption. Workplace
Public Policy
G4-SO6 Total value of financial and in-kind contributions to political parties, politicians, and related institutions by country. GeneralMills.com/CivicInvolvement
G4-SO10 Significant actual and potential negative impacts on society in the supply chain and actions taken. Sustainability
PRODUCT RESPONSIBILITY
Customer Health and Safety
Material issue: Food safety
G4-PR1 Percentage of significant product and service categories for which health and safety impacts are assessed for improvement. Health & Wellness, Workplace
G4-PR2 Total number of incidents of non-compliance with regulations and voluntary codes concerning health and safety impacts of products Health & Wellness
and services during their life cycle, by type of outcomes.
Marketing Communications
Material issue: Responsible marketing
G4-PR6 Sale of products that are the subject of stakeholder questions or public debate. Introduction, Sustainability
G4-PR7 Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including
advertising, promotion, and sponsorship by type of outcomes.
FP2 Percentage of purchased volume which is verified as being in accordance with credible, internationally recognized responsible Sustainability
production standards, broken down by standard.
FP6 Percentage of total sales volume of consumer products, by product category, that are lowered in saturated fat, trans fats, sodium Health & Wellness
and added sugars.
FP7 Percentage of total sales volume of consumer products, by product category, that contain increased nutritious ingredients like fiber, Health & Wellness
vitamins, minerals, phytochemicals or functional food additives.
Animal Husbandry
Material Issue: Animal welfare
FP10 Policies and practices, by species and breed type, related to physical alterations and the use of anaesthetic. General Mills does not physically alter
animals or use anaesthetics. For information
on our approach to animal welfare,
see our policy.
FP11 Percentage and total of animals raised and/or processed, by species and breed type, per housing type. Sustainability
General Mills does not raise or process
animals. For information on our approach
to animal welfare, see our policy.
FP12 Policies and practices on antibiotic, anti-inflammatory, hormone, and/or growth promotion treatments, by species and breed type. Sustainability
Animal welfare policy