Stakeholders’ Proposals

The attention we dedicate to stakeholders is a key part in Barilla’s way of doing business.

Through the continuous dialogue with the people involved in our activities, we try to offer appropriate answers to meet the expectations of the people involved in the growth process of the Group, thus measuring the effective ability to generate value for the largest possible number of stakeholders.  Acknowledging the multiplicity of interests and the groups Barilla is accountable for, is essential to promote an inclusive and effective exchange.  

Our main stakeholders are:

BARILLA PEOPLE

Employees of all functions and roles, newly employed people and employees nearing retirement, people with disabilities, LGBTI people, trade union representatives and organisations including EFFAT at a European level, clubs and staff associations.

SHAREHOLDERS AND LENDERS

People who own shares in the Company and fund the development of the Group through capital contributions.

CUSTOMERS

Modern and traditional retail channels, new retail channels, commercial and community catering.

CONSUMERS

Kids, adults, elderly people, people with specific nutritional needs for health reasons, religious or ethic-cultural reasons.

SUPPLIERS

Suppliers of raw materials, in particular farmers and farmers’ associations, suppliers of packaging, co-packers, suppliers of goods and services useful for production (e.g. utilities, plants, maintenance services) and for product distribution (e.g. sales agents, advertising, communication and media buying agencies), suppliers of professional services.

LOCAL COMMUNITIES

Local authorities and governments, schools, citizens and civil society where Barilla is present with its production plants and offices, or where suppliers of the Group are located,; beneficiaries of philanthropic activities.

NON-PROFIT ORGANISATIONS

Non-governmental organisations committed to the management of serious crises and global emergencies, environmental associations, associations dealing with the reduction of food waste and the support to poverty-stricken people.

ITALIAN AND INTERNATIONAL INSTITUTIONS

Parliaments, Ministries and Authorities that – at a national and international level – govern the farming and production activities, supervise food safety, public health and environmental protection, promote research and education, or manage serious global emergencies, including European Commission, European Parliament, EFSA, FAO, UNICEF, UNHCR and UN.

SCIENTIFIC COMMUNITY

Food and nutrition scientific societies, medical associations, universities, scientific foundations and research centres dealing with the development of more sustainable agri-food systems.

MEDIA

Social networks, blogs and internet digital information websites, local, national and international press and televisions, trade and food specialised press.

TRADE ASSOCIATIONS

Trade associations of the food industry and brands of which AIIPA, AIDEPI, ITALMOPA, CENTROMARCA, IBC in Italy, and UNAFPA, IPO, CAOBISCO, SEMOULIERS, AIM, ECR EUROPE at an international level; associations of growers, inter-professional bodies, employers’ associations and organisations of joint-stock companies – in particular, ASSONIME, professional committees, associations of the logistic and marketing communication sector – in particular UPA.

COMPETITORS

Direct category competitors (pasta, bakery products, sauces), direct food industry competitors, indirect competitors.

The attention we dedicate to stakeholders is a key part in Barilla’s way of doing business. With each one of them, we keep dialogue open being committed to promote suitable methods for a clear, transparent, accurate and timely exchange.

Internal Stakeholders

As for “Internal” Stakeholders, also in 2016, Barilla People were involved through the “Global Townhall Meetings”, i.e. meetings to share strategy and results with the Group’s leadership.

To favour internal communication, in addition to a digital magazine that reaches more than 4,100 readers, a company social network is active and recorded growing participation in 2016: more than 1,600 active users, about 130 active groups, 4,900 messages.

Customers and Consumers

The dialogue with those who choose our products is equally fundamental: through the various contact channels, from phone contacts to digital platforms, in 2016 we gave a global follow-up to more than 100,000 contacts (including requests for information, compliments and suggestions) and carefully analysed about 30,000 dissatisfactions statements, important stimulations for our continuous improvement.
 

Classifications of contacts by reason





For the customers of small and large retailers, we created specific dialogue spaces: our Customer Collaboration Centers, where we organise meetings to listen to their priorities, and plan shared solutions to improve the point of sale experience.  In addition to the Customer Collaboration Center of Parma, in 2016 we opened one in Chicago to strengthen the engagement of the customers of the American market.

Barilla Insieme Day

Barilla has developed programmes to listen to the various stakeholders and dialogue with them. Every year we organise a day dedicated to analysing the most urgent challenges of the agri-food sector and assessing the Group’s path to sustainability.

To build a truly inclusive dialogue, capable of taking into account the local specificities and the different priorities that may arise in the various reference geographies, the eighth edition of the Barilla Insieme Day in 2016 was organised in Paris at our French headquarters. The next edition will be held in Chicago, United States, in September 2017.

The meeting in Paris involved more than 100 people, representing the different categories of stakeholders with whom the Group deals in France and in the European context in general.

The meeting saw the participation of the representatives of the international organisations supporting development, researchers, trading partners of the modern retail system and supply chain, representatives of the academic world, representatives of NGOs dedicated to combating hunger, protecting children’s rights and the environment, members of the coordination panels gathering large companies committed to establishing more sustainable business models.

The Barilla Insieme Day was the occasion to consider how private sector and business world can play a key role in accelerating change towards sustainable and inclusive business models.  In this scenario, outlined by Bathylle Missika of the OECD Development Centre, the progress made by Barilla’s “Good for You, Good for the Planet” strategy was assessed in terms of its contribution to the objectives of Agenda 2030 of the United Nations. The climate of collaboration and transparency also contributed to the identification of other instruments and actions to strengthen the effectiveness of the Barilla strategy.

Suggestions from stakeholders for each area of “Good for You, Good for the Planet”

Good for You

  • Partnership to disseminate correct eating habits
  • Brand and product information
  • Customized messages and products
  • Transparency on origin

Good for the Planet

  • Dissemination of awareness and good practices for sustainable agriculture
  • Support to the development of an inclusive supply chain respecting workers and enhancing women
  • Transparency and more details on strategies to improve supply chain sustainability
  • Traceability of raw material origin

Good for the Communities

  • Definition of a social mission for the Group
  • Better system organisation to manage social projects
  • Creation of synergy between NGOs, Barilla People and consumers
Identification of Relevant Topics

The Barilla Insieme Day is the occasion to verify priority topics for our stakeholders.

This contributes to the process that we follow to identify the most relevant aspects, on which to focus for the path to sustainability, and the resulting monitoring of the relevant performances.

The expectations of Barilla’s stakeholders and the evolution of the external scenario are periodically analysed by the Group managers, who assess the implications on company strategies and practices.

The process to assess risks and opportunities linked to the sustainability scenario is based on:

  • the results of the stakeholders’ engagement activities organized by Barilla during these last years;
  • the Agenda 2030 for Sustainable Development signed by the United Nations Member States and the tasks defined by Global Compact;
  • the studies of research centers and think tanks that analyse the global topics linked to food and nutrition, including the contributions and feedbacks gathered during the BCFN 7th International Forum on Food and Nutrition;
  • the key topics of consumer and trade associations with which the Group has relations, including Consumer Goods Forum, Caobisco, AIDEPI, IPO, UNAFPA, Unione Nazionale Consumatori, Adiconsum, Altroconsumo;
  • the sustainability reporting standard of the Global Reporting Initiative, the sector specificities given in detail in the analysis document “Sustainability Topics for Sectors” GRI and the reporting areas considered by the European Directive on disclosure of non-financial information;
  • analysis of local and international media;
  • strategic company documents, including the “Good for You, Good for the Planet” reports of the last three years, the Code of Ethics, communications from the top management and Group’s policies;
  • Sustainability reports and notices on socio-environmental performances of national and multinational groups of the food industry.