3At a Glance Family owned for nearly 100 years 2011 net sales of more than $30 billionMore than 70,000 associates in 73 countries401 sites, including 134 factoriesDiverse business: Petcare, Chocolate, Wrigley (Gum & Confections), Food, Drinks, SymbioscienceIconic brands known the world overThree brands over 100 years old: JUICY FRUIT®, SPEARMINT® and ALTOIDS®Seven brands over 50 years old: MILKY WAY®, SNICKERS®, MARS®, M&M’S®, DOUBLEMINT®, UNCLE BEN’S®, and WHISKAS®3
4Billion Dollar BrandsWe have 11 billion dollar brands all pictured here4
5Our objective as a company At a glanceTo know Mars, Incorporated is to understand our heritage, the Five Principles that guide us every day, and the objective of mutuality which is at the heart of how we operate, and has helped us become a successful global food business.Quality, Responsibility, Mutuality, Efficiency and Freedom are the Five Principles that unite us across generations, geographies, languages and cultures.Our business objective, first expressed by Forrest E. Mars, Sr. in the early 1930s, calls upon us to create mutual benefits for all of our stakeholders.This objective, and the stewardship of the Mars Family, inspire us to put our Principles into action in every thing we do, and strive to make a difference to people and the planet through our performance.5
6The Five Principles Quality Responsibility Mutuality Efficiency The consumer is our boss, quality is our work and value for money is our goalOur company is dedicated to the highest quality in all the work we do. Quality is the uncompromising standard for our action, and it flows from our passion and our pride in being part of the Mars community. Quality work, which results from our personal efforts, is the first ingredient of quality brands and the source of our reputation for high standardsResponsibilityAs individuals, we demand total responsibility from ourselves; as associates, we support the responsibilities of othersWe choose to be different from those corporations where many levels of management dilute personal responsibility. All associates are asked to take direct responsibility for results, to exercise initiative and judgment and to make decisions as required. By recruiting ethical people well suite to their jobs and trusting them, we ask associates to be accountable for their own high standardsMutualityA mutual benefit is a shared benefit; a shared benefit will endureWe believe that the standard by which our business relationships should be measured is the degree to which mutual benefits are created. These benefits can take many different forms, and need not be strictly financial in nature. Likewise, while we must try to achieve the most competitive terms, the actions of Mars should never be at the expense, economic or otherwise, of others with whom we workEfficiencyWe use resources to the full, waste nothing and do only what we can do bestHow is it possible to maintain our principles, offering superior value for money and sharing our success? Our strength lies in our efficiency, the ability to organize all our assets – physical, financial and human – for maximum productivity. In this way, our products and services are made and delivered with the highest quality, at the least possible cost, with the lowest consumption of resources; similarly, we seek to manage all our business operations with the most efficient processes for decision makingFreedomWe need freedom to shape our future; we need profit to remain freeMars is one the world’s largest family owned corporations. This family ownership is a deliberate choice. Many other companies began as Mars did, but as they grew larger and required new sources of funds, they sold stocks or incurred restrictive debt to fuel their business. To extend their growth, they exchanged a portion of their freedom. We believe growth and prosperity can be achieved another way6
7Putting our Principles into action to create mutual benefits The Five PrinciplesMaking a difference to people and the planet through our performance is part of our measure of success. Our focus areas include: our operations, our supply chain, health and nutrition, brands and our working environmentPeopleCreating mutual benefits for Associates, our customers and consumers and our Mars communitiesMaking a lasting differencePlanetMaking a difference by responsibly sourcing our raw materials, making our site operations completely sustainable in a generation and using our brands as catalysts for change and to encourage consumer participation in sustainabilityThrough PerformanceDriving growth through quality and constant improvementMaintaining our financial Freedom so that we can make a difference over the long termOur OperationsHealth & NutritionSupply ChainOur BrandsWorking at Mars7
9Why is Health & Wellbeing Important to Mars? At Mars, we believe associates are at the heart of our business and drive our performance. Supporting associates in managing their health & wellbeing is a mutual benefit to Mars, our associates and their families. Understanding wellbeing and the impact on performance is key in delivering our business objectives and our ability to compete in a competitive market both today and tomorrow.
10One CertaintyNo organisation will be successful in a globally competitive market without healthy and productive people
11Population Trends - the threat to a sustainable workforce Changing Employee Populations (aging)Non-communicable diseaseTalent Shortage
12Wellbeing at Mars - Gallup’s Wellbeing Finder We believe that wellbeing underpins engagement and productivity.Gallup have been exploring the demands of a ‘life well lived’ to understand what differentiates lives that are spent thriving from those that are spent struggling or suffering.The five elements are:Career Wellbeing – liking what you do each daySocial Wellbeing – strong relationships and love in your lifeFinancial Wellbeing – effective management of economic lifePhysical Wellbeing – good health and energyCommunity Wellbeing – involvement with the area where you liveSource: Wellbeing - The Five Essential Elements by Tom Rath and Jim Harter Gallup Press, 2010
13The Evidence is Compelling: Sustained engagement & productivity depends on wellbeing In the most successful companies, leaders at all levels realise the inextricable link between wellbeing and productivity (BITC Workwell)Commonly the strategic objective of a workplace wellbeing programme is to promote health and support engagement whilst at the same time benefit from the secondary outcomes of improved productivity through reduced absenteeism and presenteeism as well as an improved employer reputation.
14Better Physical and Psychological Health Create an environment that promotes healthy behaviours14
15Wellness – an investment not a cost Awareness - Education – Action - WellnessBehaviour – Symptoms – Chronic Disease - IllnessLower cost, higher productivityThe cost of doing nothing is far greater than the cost of doing somethingDee EddingtonHigher cost, lower productivity
16Strategies Build a culture of wellbeing through business strategy Provide targeted associate educationProvide wellness capability & infrastructureTrain Line managers
17Wellbeing Capability & Infrastructure The Mars Winning with Wellness programme aims to provide all associates with opportunities to be informed about their health and help them to make choices about how to lead healthier lifestyles.We focus on diet and nutrition, physical activity, stress management and smoking cessation.
18Wellness Capability : Mars UK Links with External Agencies P4: Physical Activity in the WorkplaceH1: Chronic Conditions GuidesH2: Occupational Health StandardsH4: Healthier Staff RestaurantsH5:Smoking Cessation/Respiratory healthH6: Staff Health checksH7. Mental Health AdjustmentH8. Young People in the workplace
22Case Study: Sales Wellbeing Strategy Purpose: To support and promote the health & wellbeing of field based associates not able to easily access on-site activities.Introduced 2012:Resilience WorkshopsHealth RoadshowsPhysical Activity Challenge
23Sales Plan 4 hour performance under pressure workshop Information about smoking cessation, diet and nutrition and physical activity related topics and health concernsInformation about our associate assistance programmeOpportunity to have BP, cholesterol, BMI and glucose checks, advice and follow up with a qualified nurseSports Relief activities238 associates in 34 teams of 7 took part in a 16 week pedometer challenge
24Our Results89% said the campaign positively supported their energy levels and resilience68% said that the challenge had helped them to make long term changes to support their wellbeingDecreased absence in sales due to mental health related issuesDecrease in reported stress levelsIncrease in reported the quality of sleepIncrease in reported daily productivitySources: GCC end of survey report, internal survey & absence metrics
25Promote communications and social connections Better RelationshipsPromote communications and social connections
26Site Involvement Teams: Promoting Associate Engagement Communication, Consultation & ContributionMeet four weeklyRepresentative from each divisionChaired by senior ManagerPromoting a better place to work