Everyone’s an equal

We are an inclusive organisation built on respect, with equal opportunity for skills and career development for all. We work together to keep our business resilient for the future, and make a point of developing and celebrating the diversity, creativity and entrepreneurial skills of our people.

We apply these principles across our value chain.  We think that everyone should be treated and rewarded fairly – from farm to fishing boat, abattoir to distribution centre. Protecting human rights is critical if we’re going to build a fairer society and food system that works for everyone.

We have three focus areas within our People pillar

Valuing our people

Our overall goal is being a fair, safe and inclusive employer by engaging and empowering our people and supporting our local communities

Our targets are:
  • Reduce Lost Time Incidents (LTIs) by 10% against a 2020 baseline across Hilton Foods
  • Establish a Global Wellbeing Framework to support employee wellbeing, inspiring our employees to make informed decisions about their mental, physical and financial health
  • A commitment to equal opportunity and development for all within Hilton Foods
  • 30% of leadership roles filled by women
  • Promote growth of our Women’s Network, aimed at providing support, development and action to those who identify as women within Hilton Foods
  • Employee consultative forums or works councils operational at all Hilton Foods sites.

Respecting human rights

Our overall goal is safeguarding the welfare and just treatment of all workers and communities engaged with our business and supply chains

Our targets are:
  • Have a functioning governance structure in place that looks after human rights risks and opportunities
  • Train all Hilton Foods employees on human rights
  • Development and roll out globally of core Hilton Foods Agency Labour Standards
  • 100% of labour and service providers audited to Hilton Foods Agency Labour Standard.
  • 100% of primary suppliers agreed to Hilton Foods supplier Code of Conduct.
  • 100% of new primary suppliers screened using social criteria.
  • 100% of high-risk primary suppliers audited.

Developing potential

Our overall goal is growing and developing our people to be the best they can be, ensuring our business is ready for the future

Our targets are:
  • All production colleagues will be offered the opportunity to participate in ‘work conversations’ with their manager to discuss performance, development career aspirations, wellbeing and sharing ideas and feedback
  • Provide development opportunities for all management talent that has been identified as ready for succession through the annual review of leadership capability and succession. By end of 2025 there will have been 150 colleagues through the programme

As a taster of our pursuit of these targets, some of our current initiatives include:

  • Our Emerging Leaders Programme helps grow our future leaders to be self-aware and empathetic, and able to work across cultures and deliver our growth strategy
  • We’ve created reverse mentoring relationships between our executive leadership team and our factory-based manufacturing teams to encourage even better cross-pollination of ideas within our business
  • We offer a wide range of training – for example in Lean Manufacturing, Food Safety and Allergens and Chemical Handling
  • We run Health and Safety Awareness weeks and a number of our factories now have ‘mental health first aiders’
  • Our Women’s network is running four global virtual development events per year open to all, focusing on topics raised by individuals participating in our forum
  • We have accelerated the work we’re doing on human rights creating a new Supplier Ethical Approval & Risk Assessment process in partnership with Foods Connected
  • We extended our in-house modern slavery and human rights standards training to our Group auditors to empower them to speak up when they see something amiss
  • We actively support the work of Stronger Together, to provide practical solutions in the eradication of modern slavery and hidden exploitation.  We are supporting them to extend their work into Australia

Our people are at the core of how we do business and they bring our culture to life within our factories, offices and communities. Health, safety and wellbeing is the cornerstone of our strategy, facilitated through good leadership, safe behaviour and the continuous improvement of our Global Safety Framework. 92% of our employees reported that they understand how to apply our health and safety rules in their day-to-day work. This is evidence of our strong health and safety management system.

We’re working towards an ambitious future, one we want to build together with all our employees. Creating spaces where our employees can speak freely about contributing to that future and how to participate in it is vital.

We are driving an even more inclusive and diverse business through our people strategy. We believe that no one should miss out on opportunities because of their age, gender, race, social background, sexual orientation, belief, political opinion, trade union membership, disability, family responsibility (i.e. pregnancy), mental health, sensitive medical condition or any other characteristic that forms part of who they are.

Examples of what we do in this pillar:

  • In 2021, we successfully ran a Health and Safety Awareness week across all our European sites. Our employees found creative ways to bring our health and safety culture to life, from videos, to quizzes and posters. It’s important to us that everyone has an opportunity to engage positively.
  • We have stepped up our focus on mental health and wellbeing. A number of our factories now have ‘mental health first aiders.’ The pandemic has had a profound impact on all our lives, it’s important to us as a business that we look after our employees holistically.
  • Many of our sites supported our employees to have their Covid-19 and flu vaccinations whilst at work It’s important to us that we make it as easy as possible for our employees to stay safe.
  • Supporting our communities is a valuable part of who we are. Many of our sites have worked to fundraise for causes important to them: from Make a Wish Foundation to Parkinson’s and East Anglia Children’s Hospices.

The global food system is a complex web of activities, ranging from agricultural cultivation, production and processing to transport and consumption, upon which many livelihoods depend.

We have a responsibility to protect the internationally recognised human rights of workers both within our business and our global supply chains. This includes their labour rights; for example access to effective grievance procedures, worker representation, and a safe working environment. Building strong ethical standards to embed respect for human rights across our value chain is an essential step toward a fairer food system.

As we better understand the profound impact of Covid-19 and the tremendous shift in our society that will be required to reach Net Zero, it is essential that we work to make this a ‘just transition’. At Hilton Foods we see business done well as a vital element of ensuring a just transition: creating good jobs and opportunities for people and communities across our value chain. We have both an opportunity and a responsibility to provide a better future for all.

Examples of what we do in this;

– Alongside our new policies, our human rights strategy has been refreshed and endorsed by senior management within Hilton Foods. We plan to accelerate the work we’re doing on human rights to 2025, by extending its scope and enhancing our commitments.

– We have created a new Supplier Ethical Approval & Risk Assessment process which is housed on our supplier management system, Foods Connected. We piloted this system in 2021, and will launch across our business in 2022. In addition, we have developed a new Supplier Social Code of Conduct, which sets out the behaviours and standards we expect from our suppliers. This Code of Conduct will launch in 2022.

– In 2021, we extended our in-house modern slavery and human rights standards training to our Group auditors. We see the value in empowering those working with our suppliers most frequently with the tools to speak up when they see something amiss.

– We have continued to support the outcomes of the independent Human Rights Impact Assessment, in collaboration with Tesco and local supply chain partners in our Vietnamese prawn supply chain. We are committed to understanding the impacts of our business activities on rightsholders, and working to address and enhance livelihoods.

We’re committed to building a sustainable future together, ensuring all our employees have the opportunity to thrive.

The culture of our business is derived from our people, that’s why we are committed to developing them. The innovation, resourcefulness and dedication of our employees is what makes Hilton a great place to work. Ensuring our business is fit for the future means we have to create a visible framework for our employees to access and understand their career and training opportunities.

This is about creating value for every employee who works with us. We continually review our capability and succession planning and progress, we worked to identify and grow talent to fill future leadership and business-critical positions. Our vision for a business ready for the future means working with our employees to identify their strengths, and making our business resilient with a strong talent pipeline.

Nurturing internal talent is important to us, that’s why we run our Accelerated Development Programmes. We want to ensure everyone knows they have a place at Hilton, and support is at hand for them to become the best they can be.

Our accelerated development programmes include our Emerging Leaders Programme, developing participants to lead and to implement change. We want to grow our future leaders to be self-aware and empathetic leaders, who are able to work across cultures and deliver our growth strategy.

Examples of what we do in developing potential:

  • In 2021, our employees accessed a total of 8444 training hours.
  • We are passionate about the unique perspectives and skills our employees bring to the table. That’s why in 2021 we created reverse mentoring relationships between our executive leadership team and our shop floor employees. We hope this will encourage even better crosspollination of ideas within our business, and ensure all levels of leadership understand what matters to employees.
  • We’ve extended the number of employees receiving individual performance appraisals. We focus on holistic conversations from objectives to work responsibilities and from development plans to career aspirations. we believe we engage best with our employees by working transparently with them.
  • We know the value of training for our employees and our customers. Along with upskilling, training offers important opportunities to enhance employee satisfaction, improve our internal processes and retain valuable employees. Our factories have conducted training covering:
  • Lean Manufacturing
  • Food Safety and Allergens
  • Chemical Handling
  • First Aid
  • Electrical Safety
  • Manufacturer Training for Equipment
  • Manual Handling Training
  • Personal Development Review Training
  • Apprenticeships Across Functions
  • Modern Slavery and Human Rights

Diverse and inclusive teams are critical to enabling our ambitious growth plans. It is essential that we do all that we can to demonstrate the opportunities that exist for diverse talent within our business.

Jackie Lanham Chief People and Culture Officer
We employ over

0

people
dedicated to serving our customers and the millions of consumers across our 10 markets

Here are some of the ways we practice responsibility with our people.

 

Valuing People

Being a fair, safe and inclusive employer by engaging and empowering our people while supporting our local communities.

Our people are at the core of how we do business and they bring our culture to life within our factories, offices and communities. We’re working towards an ambitious future, one we want to build together with all our employees. Creating spaces where our employees can speak freely about contributing to that future and how to participate in it is vital.

Our goals are to:

  • Continue to put the health, safety, and wellbeing of our employees at the heart of what we do.
  • Drive a more inclusive and diverse workforce, where all have an opportunity to thrive.
  • Engage and empower our people.

Our targets are to:

  • Reduce Lost Time Incidents (LTIs) by 10% (2020 baseline) across Group.
  • Establish Global Wellbeing Framework to support employee wellbeing, inspiring our employees to make informed decisions about their mental, physical and financial health.
  • A commitment to equal opportunity and development for all within Hilton Foods.
  • Achieve 30% of leadership roles filled by women.
  • Promote the growth of our Women’s Network, aimed at providing support, development and action to those who identify as women within Hilton Food Group.
  • Ensure employee consultative forums or works councils are operational at all Hilton Foods Sites.

Some of the recent actions we've taken include:

  • We launched a Women’s Network, open to all who identify as women, to provide support, development and action at Hilton Foods
  • We successfully ran a Health and Safety Awareness week across all our European sites.
  • We have stepped up our focus on mental health and wellbeing. A number of our factories now have ‘mental health first aiders.’
  • All employees had the choice to receive flu and Covid-19 vaccinations on site

Protecting Human Rights

Safeguarding the welfare and just treatment of all people and communities engaged with our business and supply chains.

The global food system is a complex web of activities, ranging from agricultural cultivation, production and processing to transport and consumption, upon which many livelihoods depend. Building strong ethical standards to embed respect for human rights across our value chain is an essential step toward a fairer food system.

Our goals are to:

  • Assess and address human rights impacts across our business activities.
  • Extend our Modern Slavery strategy and awareness training to colleagues to all Hilton Foods sites.
  • Establish future-ready standards for agency and service staff on our sites.
  • Hold robust due diligence on our primary (protein, ingredients, in-directs) suppliers.
  • Improve access to grievance procedures across Hilton Foods.

Our targets are:

  • To have a functioning governance structure in place that looks after human rights risks and opportunities by end of 2022.
  • To train all HFG employees on human rights.
  • Development and roll out globally of core HFG Agency Labour Standards.
  • 100% of labour and service providers audited to HFG Standard.
  • Development and roll out globally of HFG Accommodation standards.
  • 100% of primary suppliers agreed to HFG Supplier Code of Conduct.
  • 100% of new primary suppliers screened using social criteria.
  • 100% of high risk primary suppliers audited.

Here are details of some of the progress we’ve made:

  • We launched a new Supplier Ethical Approval & Risk Assessment process and a Supplier Social Code of Conduct in 2022.
  • We made a renewed commitment to the implementation of the United Nations Guiding Principles on Business and Human Rights (UNGPs) through the publication of our Human Rights Policy and Supply Chain Social Responsibility Policy.
  • We continue to implement the outcomes of the independent Human Rights Impact Assessment in collaboration with Tesco and local supply chain partners in our Vietnamese prawn supply chain. This is to better understand our impacts on rightsholders, and to address and enhance livelihoods.

Developing Potential

Growing and developing our people to be the best they can be, ensuring our business is ready for the future.

We’re committed to building a sustainable future together, ensuring all our employees have the opportunity to thrive and develop.