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Global RESPONSIBILITY 2019
Table of contents
1 Introduction 12 Our Food 22 Our Planet
1 Letter to stakeholders 13 Health and wellness 24 Climate change
2 Company overview 17 Food safety 32 Water stewardship
3 Highlights in 2018 19 Consumer education and marketing 34 Regenerative agriculture
4 Materiality 20 Transparency 39 Sustainable sourcing
8 Stakeholder engagement 46 Responsible sourcing
8 Public policy
10 Human rights
48 Our Workplace 56 Our Community 64 Appendix
49 Workplace safety 58 Increasing food security 64 Environmental data summary
50 Ethics and compliance 61 Advancing sustainable agriculture 66 Global Reporting Initiative index
51 Global inclusion 62 Strengthening hometown communities 71 United Nations Global Compact Principles
53 Employee engagement and development 72 Sustainability Accounting Standards
Board (SASB) reference table
©2019 General Mills.
INTRODUCTION
To our stakeholders:
At General Mills, we know that food plays a we continue to increase transparency about This report describes General Mills’ strategies
central role in people’s lives and has a profound our ingredients and how our food is made. and performance across four key areas:
impact on the environment and communities Our Food, Our Planet, Our Workplace
Feeding a growing global population depends
worldwide. We believe that our company and Our Community. We have focused on
on a healthy planet, so we are committed to
can be a force for good. By using our global the topics that are most important to our
treating the world with care. We continue taking
scale and leadership, we work to create stakeholders and to our business. While we
bold actions to advance sustainability, including
value and make a difference for consumers, are proud of the progress we have made,
driving progress toward our ambitious goals to
workers, communities and the planet. hard work remains and we are motivated
reduce greenhouse gas emissions by 28 percent
by the opportunities that lie ahead.
Jeffrey L. Harmening We face tremendous change in our industry, across our value chain by 2025 and sustainably
Chairman, Chief with unprecedented social and environmental source our top 10 ingredients by 2020. We As always, we welcome your
Executive Officer challenges. Navigating this landscape embrace our responsibility to help achieve questions and comments.
General Mills
requires transformation and innovation at a stable climate, healthy watersheds, strong
Sincerely,
every level, from how we source ingredients ecosystems and better lives for farmers.
and make our products to how we engage
Transforming our global food systems requires
with consumers and other stakeholders.
new levels of collaboration and transparency
This transformation begins with understanding across our supply chain, and with businesses,
consumer needs and delivering what they governments and nongovernmental Jeff
want. Consumers increasingly demand food organizations. We support key global
that reflects their values, from a company they efforts to advance the sustainability agenda,
trust. We have greatly expanded our offerings including the United Nations Global Compact,
in recent years to meet these expectations and which we have endorsed since 2008.
We know that in order to deliver strong returns n S
ustainably sourcing ingredients, protecting General Mills has been a public company for
for our shareholders, we must successfully at-risk watersheds and advancing soil almost 90 years, and our shareholders rely on us
serve all our stakeholders – our consumers, health help to protect input availability to provide strong, stable returns. Transforming
customers, employees and communities. and ensure we can make the food our business model to be even more financially,
At General Mills, we prioritize financial, people love far into the future. environmentally, and socially sustainable will help
environmental and social performance as n R
educing our natural resource usage us continue to deliver value for years to come.
important measures of value and values. saves money while decreasing our Sincerely,
This report describes initiatives that environmental footprint. In fiscal 2018
drive value in multifaceted ways: alone, our energy efficiency projects saved
Donal L. Mulligan
nearly $5 million while avoiding 6,000
Executive Vice President, n D
elivering products that meet diverse
Chief Financial Officer metric tons CO₂e of GHG emissions.
consumer needs creates market opportunities.
General Mills n B
uilding a more sustainable business Don
We reached more than $1 billion in net sales
helps attract and retain the best
from natural and organic products in the U.S.
employees and supports the communities
in fiscal 2018, up almost 50 percent since 2015.
in which we do business.
GRI 102-12, 14
GENERAL MILLS GLOBAL RESPONSIBILITY 01
Company overview
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.
Key metrics
Net sales by segment, fiscal 2018* Carbon footprint, fiscal 2018 Total giving, fiscal 2018
(percentage of total) (percentage of total) (dollars in millions)
n Agriculture and transformation 48%
n North America Retail 64% n Packaging supply chain 7%
n C orporate contributions US$33
n C onvenience Stores and n Producing 10%
Foodservice 12% n F ood donations US$41
n Shipping 7%
n E urope and Australia 13% n Foundation giving US$28
n Selling 5%
nA sia and Latin America 11% Total: US$102 million
n Consuming 21%
Total: US$15.7 billion
Total: 15.3 million metric tons CO2e
*Does not include US$1.1 billion of net sales from joint ventures.
Our brands
General Mills produces and markets more than 100 consumer brands in more than 100 countries on six continents.
NEW COLOUR LOGO
™
GRI 102-2
GENERAL MILLS GLOBAL RESPONSIBILITY 02
Highlights in 2018
At General Mills, we work to create holistic value throughout our supply chain, from agriculture and operations to our
consumers and communities. Below are some highlights of our progress in fiscal 2018.
2018 highlights
85 percent 2nd largest 100 percent of facilities worldwide
of our 10 priority U.S. natural and
ingredients organic food
audited and/or certified for food
sustainably sourced producer safety by independent third parties
US$102 million in 13 percent 49 percent
corporate giving decrease of greenhouse gas emissions of professional
across our value chain in 2018 compared positions held
worldwide to 2010 by women globally
55,000+ acres US$4+ million 90 percent of our
of pollinator habitat invested in soil health solid waste recycled or
planted through 2018 initiatives through 2018 processed for recovery
81 percent of our U.S retail sales 83 percent 29 million
of our employees meals enabled through
volume nutritionally improved worldwide volunteered food donations around
since 2005 in their communities the world
GENERAL MILLS GLOBAL RESPONSIBILITY 03
Materiality*
In 2018, we partnered with Hudson map and disclosure topics for stakeholders, most having a global with General Mills executives to validate
Consulting to conduct an assessment the processed foods industry focus and representing a wide variety of and finalize the material issues list.
to update our list of material global perspectives, including from academics,
n T
he Dow Jones Sustainability Our final list is included on the following
responsibility issues, last done in 2015. consultants, customers, investors,
Index’s (DJSI) scoring framework page, with a visual representation
Input for this analysis included: nongovernmental organizations
for food products of where each issue has the most
and suppliers. Just over 30 internal
n M
aterial issues lists published impact across our value chain.
n S
takeholder and consumer research stakeholders responded, representing all
by several industry peers GRI 102-46, 47
Based on the input, we created and regions and a wide range of functions
n I nput from General Mills global
distributed a materiality assessment and areas of expertise.
responsibility experts and executives
survey to stakeholders to determine the Using this stakeholder input, we
n T
he Sustainability Accounting relative importance of each issue. We developed a draft matrix and worked
Standards Board’s (SASB) materiality received 30 responses from external
Materiality assessment process Materiality matrix
General Mills External Other stakeholder
Importance for General Mills to address
Results of 2015 executives disclosure and consumer
Industry peers
assessment and experts frameworks research
HIGHER
(input from external stakeholders)
PRIORITY
material issues
List of issues for materiality assessment
OTHER
material issues
External Internal
survey survey
HIGHER
Impact on General Mills
(input from internal stakeholders)
*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.
GENERAL MILLS GLOBAL RESPONSIBILITY 04
TRANSFORMING
AGRICULTURE
CONSUMING
PRODUCING
PACKAGING
SHIPPING
SELLING
Material issues
This table summarizes the issues that are most material to our global responsibility strategy, including several priority issues ranked highest by our stakeholders.
We include information about our approach to and progress on these issues throughout this report and in the Global Reporting Initiative (GRI) index.
CIRCLES NOTE VALUE CHAIN PHASES FOR EACH RELEVANT ISSUE
Climate change Advance programs to reduce greenhouse gas emissions and help mitigate the effects of climate change throughout the value chain.
Sub-issues: adaptation and resilience; climate policy advocacy; mitigation
Commodity availability Maintain reliable access to key commodities and inputs. Sub-issues: political disruption; severe weather; water-stressed areas
PRIORITY MATERIAL ISSUES
Corporate governance Operate with integrity and the highest standards of oversight, ethics and compliance. Sub-issues: anti-corruption; ethics and compliance;
and ethics grievance processes; privacy and data protection
Diverse consumer needs Diversify our product offerings and meet changing consumer preferences. Sub-issues: dietary needs; preferred agricultural practices;
preferred ingredients
Food safety Set and maintain the highest standards for food safety and quality. Sub-issues: audits; certification; recalls; training
Health and nutrition Improve the variety and nutritional profile of our products and engage in public discussions on nutritious lifestyles. Sub-issues: increasing
beneficial nutrients and food groups; decreasing nutrients to limit; nutrient-dense foods
Human rights Protect and respect human rights throughout the value chain. Sub-issues: child labor; discrimination; fair compensation; forced labor; freedom of
association and collective bargaining; gender equality; human trafficking; land rights; safe and healthy working conditions; working hours
Responsible sourcing Improve social, environmental and economic impacts of raw material sourcing. Sub-issues: integrated pest management; organic/regenerative
farming; risk assessments and audits; soil health; supplier diversity; supplier responsibility; traceability
Water stewardship Reduce water use and ensure appropriate water management throughout the value chain, especially in water-stressed areas.
Sub-issues: water use in agriculture; water use in packaging
Animal welfare Ensure the humane treatment of animals throughout the supply chain. Sub-issues: animal testing; antibiotic use; the “five freedoms”
Biodiversity Conserve a variety of plant and animal species through sustainable sourcing practices. Sub-issues: agricultural practices; forestry practices;
vulnerable species
Biotechnology Ensure responsible use of biotechnology tools and techniques in agricultural practices and food production. Sub-issues: consumer
transparency; disclosure requirements; technologies (CRISPR, gene editing, genetically modified organisms)
Deforestation Advance strategies to reduce tree clearing and associated environmental impacts. Sub-issues: biodiversity; climate change; endangered species;
high-risk supply chains (cocoa, fiber, palm oil)
Diversity and inclusion Foster a diverse and inclusive workplace. Sub-issues: board of directors diversity; equal opportunity/nondiscrimination; gender equality; workforce
diversity (beliefs, cultural values, gender, perspectives, race, sexual orientation)
OTHER MATERIAL ISSUES
Employee health, Maintain a safe workplace for our employees, contractors and visitors, and help employees lead healthier lives. Sub-issues: accident, injury and
safety and well-being illness prevention; physical and emotional wellness; work/life balance
Employee recruitment Provide competitive pay and benefits, and invest in training and development opportunities. Sub-issues: compensation and benefits; employee
and development engagement; employee recruitment and retention; training and development
Energy use Reduce energy use and costs throughout the value chain. Sub-issues: energy efficiency; renewable energy use; total energy use
Farmer livelihoods Support farmers’ capabilities and capacity to maintain viable operations. Sub-issues: economic empowerment for smallholder and women farmers;
farm worker safety
Food security Improve access to healthy, affordable food for the world’s growing population. Sub-issues: donations; food access and equity; food banks; food
deserts; school meal programs
Food waste Reduce food waste and loss from field to fork and beyond. Sub-issues: food rescue/recovery; packaging design to reduce food waste; product labeling
Packaging footprint Reduce the environmental impact of packaging. Sub-issues: amount of materials used; lower-impact materials; materials selection (fiber, glass, metal,
plastic); ocean plastic; packaging fees/bans; recyclability
Public policy and Engage with policymakers to advance the interests of General Mills and its stakeholders, maintain the company’s license to operate, and
engagement drive social and environmental improvement. Sub-issues: lobbying; policy advocacy; political contributions
Responsible marketing Maintain the highest standards for marketing and advertising, including through adherence to internal and industry guidelines.
Sub-issues: commitments and policies; marketing to children; nutrition and ingredient labeling
Transparency Communicate openly with stakeholders about our products and business practices. Sub-issues: employment practices; ingredients; labeling;
online access to information; supplier relationships/accountability GRI 102-46, 47
GENERAL MILLS GLOBAL RESPONSIBILITY 05
Priority issues: Goals and performance
Progress
Issue Commitment/Goal 2016 2017 2018
Food safety Ensure all facilities worldwide are audited and/or certified by independent third parties using globally recognized food safety criteria
100% 100% 100%
(% of facilities)
Achieve Global Food Safety Initiative certification of all General Mills owned facilities by 2020 (% of facilities) 80% 82% 84%
Health and nutrition Continue to improve the health profile of U.S. retail products* (%) 79% 80% 81%
Our food
Comply with global industry front-of-pack calorie labeling Ongoing (see page 19)
Diverse consumer Continue to expand product offerings to meet consumer needs and preferences
needs
n New product launches in the U.S. (number of SKUs) 235 310 265
n Gluten-free retail products in North America (number of products) 1,000 920 900
n Protein-rich retail products in the U.S. (number of products) 230 250 190
n Lower-calorie retail products in North America (number of products) 1,300 1,300 1,250
Reach US$1 billion in net sales from natural and organic products in the U.S. by 2019 (US$ million) $750 $1,045 $1,058
Climate change Reduce absolute GHG emissions across our full value chain by 28 percent by 2025 and 41-72 percent by 2050 (compared to 2010)
N/A -11% -13%
(% change compared to 2010)
Reduce energy use by 2 percent annually** (% change) 0% 3% -2%
Reduce production solid waste generation by 3 percent annually** (% change) 21% 11% 7%
Achieve zero waste to landfill at 30 percent of our owned production facilities by 2020 and 100 percent by 2025*** (%) 12% 14% 20%
Water stewardship Champion the activation of water stewardship plans for the company’s most material and at-risk watersheds in its global value
Ongoing (see pages 32-33)
chain by 2025
Reduce water use by 1 percent annually** (% change) 10% -5% -4%
Our planet
Responsible sourcing Sustainably source 100 percent of our 10 priority ingredients by 2020 (%) 69% 76% 85%
Cocoa (%) 46% 59% 90%
Vanilla (%) 22% 22% 32%
Oats (%) 50% 61% 90%
U.S. wheat (%) 36% 61% 74%
U.S. sugar beets (%) 68% 81% 81%
U.S. corn (dry milled) (%) 33% 67% 82%
U.S dairy (raw fluid milk) (%) 38% 83% 91%
Fiber packaging (%) 99% 99% 99.5%
Sugarcane (%) 67% 58% 70%
Palm oil (%) 100% 100% 100%
* Represents percentage of U.S. retail sales volume that has reduced calories, fat, saturated fat, trans fat, sugar or sodium by at least 5 percent per serving or increased beneficial nutrients (including vitamins, minerals and fiber) by at least
10 percent per serving, compared to fiscal 2005.
** Applies to all General Mills owned production facilities. Normalized to production.
*** These facilities sent no waste to landfill or incineration without energy recovery. Data includes facilities that were operating at the end of each fiscal year.
GENERAL MILLS GLOBAL RESPONSIBILITY 06
United Nations Sustainable Development Goals
General Mills supports the United Nations (UN) Sustainable Development Goals (SDGs), a set of 17 broad goals and 169 more specific targets to drive the 2030
Agenda for Sustainable Development globally. We focus on the goals that most closely align with the company’s priority issues and areas of long-standing
commitment, investment and progress.
MATERIAL ISSUES
n F
ood security n D
iverse consumer needs n W
ater stewardship n C
limate change n C
limate change n B
iodiversity
n F
ood waste n F
ood safety Learn more. n F
ood waste n C
ommodity availability n D
eforestation
n H
ealth and nutrition n H
ealth and nutrition Learn more. n E
nergy use n R
esponsible sourcing
Learn more. Learn more. n P
ackaging footprint Learn more.
Learn more.
Also refer to our GRI index for a mapping to SDGs.
Oversight
The General Mills leadership team The Chief Executive Officer also SUSTAINABILITY
has ultimate accountability for the convenes the Sustainability Governance GOVERNANCE COMMITTEE BOARD OF DIRECTORS’,
CEO, CHAIRMAN
PUBLIC RESPONSIBILITY
CEO, CHAIRMAN OF THE BOARD
company’s global responsibility Committee three times per year. The OF THE BOARD
COMMITTEE
programs and performance. The team role of the Committee is to approve CHIEF SUPPLY CHAIN
AND GLOBAL BUSINESS
includes Jeff Harmening, Chairman and monitor strategy, policy and key SOLUTIONS OFFICER
CHIEF INNOVATION,
and Chief Executive Officer; John investments related to sustainability. TECHNOLOGY AND
QUALITY OFFICER
Church, Chief Supply Chain and CHIEF SUPPLY CHAIN CHIEF INNOVATION, CHIEF HUMAN
Additional details about leadership CHIEF MARKETING AND GLOBAL BUSINESS TECHNOLOGY AND RESOURCES OFFICER
OFFICER
Global Business Solutions Officer; Jodi SOLUTIONS OFFICER QUALITY OFFICER
and governance related to specific
Benson, Chief Innovation, Technology
global responsibility issues are included
and Quality Officer; and Jacqueline
in relevant sections of this report.
Williams-Roll, Chief Human Resources GLOBAL RESPONSIBILITY GLOBAL HEALTH AND GENERAL MILLS
WORKPLACE
FOCUS AREAS SUSTAINABILITY NUTRITION FOUNDATION
Officer. The team meets regularly See Corporate Governance to learn
and receives input from internal and more about the company’s broader
r This graphic outlines governance and management of
external experts. The Board of Directors’ corporate governance structures
global responsibility focus areas at General Mills.
Public Responsibility Committee and processes, including its Public
provides oversight and receives regular Responsibility Committee.
updates from the operating teams. GRI 102-19, 20, 26, 32
GENERAL MILLS GLOBAL RESPONSIBILITY 07
rs Cust
plie om
ers
Sup
Stakeholder engagement n A
nimal welfare n I ndustry
n H
uman rights partnerships
At General Mills, we engage with to shape standards across the consumer n P
roductinnovation
R
egenerative
ns
n
tio
stakeholders to accelerate progress packaged goods industry, which agriculture n S
ustainability
Co
cia
n S
ustainable collaboration
ns
on social and environmental initiatives. elevates overall sector performance.
so
sourcing
um
as
ers
ry
Our approach includes open dialogue, n F
ood safety n C
onsumer feedback/
We engage on issues that are material
ust
n P
ublic policy concerns
collaboration and transparent
Ind
n E
ducationand
to our global responsibility strategy n R
egenerative agriculture
responsible marketing
disclosure. This strengthens our ability n S
ustainable sourcing
and where we can have a substantial n P
roductneeds
to balance business and societal and preferences
positive impact. When engaging with
interests; build robust relationships
stakeholders, we assess potential
globally across sectors; and ultimately, n P
ollinators and n D
iversity and inclusion
alignment on objectives, organizational biodiversity n E
mployee satisfaction
identify innovative solutions that n S
oil health n E
mployee well-being
expertise, capacity, influence and
loyees
n W
ater stewardship
T
raining and
NGOs
create shared, sustainable value. n
willingness to collaborate. development
Emp
We are working to address shared issues – GRI 102-40, 42, 43, 44
such as health and nutrition, climate
change and water stewardship – so n D
isaster relief n F
inancial performance
n E
mployee volunteerism n G
overnance
collaboration is essential to achieving n F ood security n R
eporting
Regenerative
long-term, enduring progress. We work n
agriculture
n B
iotechnology
n C
limate change
with other companies and organizations n F
ood waste
m
C
s
o
This graphic un
m n P
ackaging
or
st
it i
es
n R
esponsible
nve
illustrates the marketing I
range of issues on
which we engage Regulators and public
policymakers
with stakeholders. w
Public policy
At General Mills, we engage in public public policy discussions to advance for the U.S. to remain in the Paris support for the National Organic
policy issues that are important to environmental priorities, including: Climate Accord; support the U.S. Standards Board (NOSB) and
our company and stakeholders. Environmental Protection Agency’s the Organic Agriculture Research
w Leading on regenerative and
(EPA) Clean Power Plan; and are and Extension Initiative (OREI).
We are committed to conducting sustainable agriculture – General
members of Business for Innovative
these activities in an accountable and Mills is a leading voice on w Advancing water stewardship
Climate and Energy Policy (BICEP).
transparent manner. In 2018, we led a regenerative agriculture. We – We engage policymakers to
See a list of our public actions here.
landmark, transparent enhancement encourage collaboration and drive more sustainable water
into our approach and priorities by investment by governments and the w Supporting stronger organic practices in key watersheds,
launching Public Engagement for the private sector, such as our support standards – We’re proud of our long like California. Learn more.
Greater Good. This extensive site details for the Regional Conservation history of engagement in developing
w Addressing packaging and food
our public policy engagement and Partnership Program (RCPP). strong U.S. organic standards, and
waste – General Mills promotes
highlights our focus in five key areas: have fought to promote and protect
w Combating climate change – We policies to effectively and efficiently
the integrity of the standards
n P
rotecting and preserving our support a comprehensive, national increase packaging recycling
and advance their continuous
planet: We actively engage in climate policy; have publicly called rates and reduce waste. In the
improvement. Learn about our
GENERAL MILLS GLOBAL RESPONSIBILITY 08United States, we are a leader in Hunger Center and are proud to Political contributions the Minnesota Chamber of Commerce
AMERIPEN – the American Institute have received the 2018 Corporate and the California Manufacturers
and memberships
for Packaging and the Environment Partner Hunger Leadership & Technology Association.
– and are actively engaged in Award. We also work with several Our civic policy describes our approval
We report additional details about
multiple, multi-sector and industry initiatives to advance public process for corporate political
our largest U.S. trade association
coalitions aimed at reducing and policy at the state level that contributions. The Public Responsibility
memberships annually in our civic
ending food waste and loss. would increase food security. Committee of the Board of Directors
involvement reports. We do not belong
oversees the company’s political
n D
elivering nutrition: We actively w Protecting people – We advocate activities, including our policy, disclosure
to, or make payments to, any tax-exempt
engage in public policy discussions for inclusive public policies organizations in the United States that
of corporate political contributions,
to advance nutrition priorities and add our voice to help lead write and endorse model legislation.
membership in major trade associations
consistent with those outlined in our change, including for inclusive U.S.
and independent political expenditures Accountability: In 2018, the Center for
U.S. Health Metric, including support immigration and LGBT policies.
(although the company has not made Political Accountability rated General
for strong Dietary Guidelines for
w Strengthening our communities – In any). During 2018, we made US$2,500 in Mills in the top five of the CPA-Zicklin
Americans; the U.S. Food and Drug
addition to our philanthropic support direct political contributions. For more Index of Corporate Political Disclosure
Administration’s efforts to reflect the
for our hometown communities, we details and historical information, see our and Accountability, and the top
newest scientific information on the
also develop important community 2005-2018 Civic involvement reports. food company. This ranking, which
definition of “healthy”; strong U.S.
partnerships that drive economic includes all companies in the Standard
school nutrition standards; and the The General Mills Political Action
growth and increase connectiveness. & Poor’s 500 index, maintained our
Supplemental Nutrition Program for Committee (G-PAC) is run by employees
performance from past years.
n I nforming consumers and increasing and uses employee funds to make
Women, Infants and Children (WIC).
awareness: We actively support political contributions to federal and, GRI 415-1
n E
nsuring safe food: We actively
public policy efforts to inform in limited cases, state candidates. No
engage in public policy discussions to
our consumers and increase their corporate treasury funds are used for
ensure safe food. We strongly support
the Food Safety Modernization Act
awareness about our products. For federal candidate contributions, but as Top 5
example, we are active members of allowed by law, the company pays G-PAC
(FSMA) – the largest revamp of CPA-Zicklin Index
several organizations that provided administration costs. Information regarding
U.S. food safety laws in decades –
comments to the U.S. Department of G-PAC transactions is available on the
of Corporate Political
and its goal of raising food safety
Agriculture (USDA) requesting that Federal Election Commission’s website. Disclosure and
standards across the food value
more information about bioengineered Accountability
chain. We supported the originating General Mills also advances its mission
ingredients be made available to
legislation for FSMA and the by partnering with trade associations
consumers, not less. (See one example
regulations for its implementation, and other independent organizations
here.) Learn more about initiatives
and have consistently called on that share our goals, including:
to increase transparency in the
Congress to continue adequate n I nternational organizations, such
Our Food section of this report.
funding for FSMA implementation. as EuroGlaces and the Brazilian
Compliance: We comply with all
n I ncreasing food security and Association of Food Industries.
lobbying regulations where applicable.
strengthening communities: n U
.S. public policy focused
General Mills is registered as a lobbying
We actively engage in public organizations, such as the Grocery
entity at the federal level for the U.S.
policy discussions in this area, Manufacturers Association and the
House of Representatives and U.S.
including the following actions: American Bakers Association.
Senate and in the states of Minnesota
w Increasing food security – At the and California. We file regular reports n S
tate or provincial agencies,
federal level, we are a longtime on our lobbying activity (see links). local chambers of commerce and
supporter of The Congressional GRI 102-12, 13, 44 manufacturing organizations, such as
GENERAL MILLS GLOBAL RESPONSIBILITY 09Human rights
We believe that societies, economies chain, we are committed to treating Standards and Ethical Sourcing Policy, n S
upport for the Consumer Goods
and businesses thrive when human people with dignity and respect. our Employee Code of Conduct and Forum’s Forced Labour Resolution
rights are protected. Respect for human our Supplier Code of Conduct and Priority Industry Principles
To inform our approach in this
rights is fundamental to our purpose
area, we look to the UN Guiding n U
se of the Sedex Members Ethical
of serving the world by making food Governance
Principles on Business and Trade Audit (SMETA) protocol
people love and to our commitment The Public Responsibility Committee
Human Rights, the UN Universal
n E
ndorsement of the UN
to ethical business conduct. of the General Mills Board of Directors
Declaration of Human Rights, and the
Global Compact
International Labour Organization’s oversees our work in this area.
Our approach n S
ignatory to the UN Women’s
1998 Declaration on Fundamental Operational accountability rests with
Our Policy on Human Rights outlines Principles and Rights at Work. Empowerment Principles
Chief Supply Chain Officer, supported
our approach. We respect and n M
embership in AIM-PROGRESS,
The following also underpin our by members of the members of
acknowledge internationally recognized a forum of consumer goods
commitment to human rights: the leadership team including the
human rights principles. Within our manufacturers focused on Chief Executive Officer and heads
company and throughout our supply n G
eneral Mills’ Slavery and Human
responsible sourcing of Legal and Human Resources.
Trafficking Statement, our Workplace
Supporting human rights across our value chain
We work within a large, diverse value chain of partners and stakeholders. Each has a duty to respect human rights. General Mills expects our partners to adhere to
ethical business conduct consistent with our own standards.
Farmers Suppliers Employees Communities
We work directly with smallholder farmers Our supplier base is large, complex and We are committed to maintaining a We are committed to providing safe
from whom we source ingredients global. We address human rights through respectful, safe, secure and harassment- and healthy food, and we collaborate
to help strengthen their farming a multifaceted approach, including free workplace, demonstrating fair labor to improve food access and security
practices and their livelihoods, ensure supplier assessments, audits and direct practices and fostering a culture of for the world’s growing population. See
safe and healthy working conditions engagement. Our Supplier Code of diversity and inclusion. See Our Workplace Increasing food security for more detail.
and promote economic stability. See Conduct is the backbone of our program. for more detail.
Sustainable sourcing for more detail. See Supplier responsibility for more detail.
GRI 407-1, 408-1, 409-1
GENERAL MILLS GLOBAL RESPONSIBILITY 10About this report
The General Mills Global Responsibility n U
nless otherwise noted, data in this Feedback
Report describes our commitments, report is not externally verified and
We welcome your comments about
goals, programs and performance may occasionally be restated due
this report. Please send any feedback
across a broad range of issues. The to improvements in data collection
to Corporate.Response@genmills.com.
company’s Global Sustainability methodology and/or accuracy.
GRI 102-49, 50, 53, 54, 56
team has responsibility for the
development of the report. Ultimate
Stakeholder input
accountability lies with the General For the last several years, General Mills
Mills leadership team (see page 7). has engaged Ceres – a coalition of
investors, environmental organizations
The report is structured to explicitly
and other public interest groups working
align with the company’s material
with companies to advance their
global responsibility issues.
environmental and social performance
The Global Responsibility Report is and disclosure – to provide input on our
an important part of a broader set of annual Global Responsibility Report.
disclosures that provide stakeholders
This year, nine stakeholders, including
a multifaceted description of General
investors, NGO representatives,
Mills’ performance, including the
corporate practitioners and industry
company’s annual report, SEC filings
experts, provided feedback on a
and annual proxy statement.
detailed report outline. We value this
input and have incorporated much
Report scope
of their feedback into the report.
n T
he scope covers the company’s
global operations in fiscal 2018 Reporting standards
(52 weeks ended May 27, 2018),
n T
his report references the GRI 2016
except where noted otherwise.
Sustainability Reporting Standards,
n E
nvironmental data related to as well as the Food Processing Sector
General Mills’ production facilities Supplement. See the GRI index
presented in this report and in for details.
the Environmental Data Summary
n T
his report references the Sustainability
is reported on a May-April basis
Accounting Standards Board’s
(through April of the year noted).
(SASB) Processed Foods Standard.
n T
his report does not include data See the SASB index for details.
from Blue Buffalo Pet Products, which n G
eneral Mills endorsed the principles of
General Mills acquired in April 2018. the UN Global Compact in 2008. This
n O
ur Scope 1, Scope 2 and a portion of report serves as the company’s annual
our Scope 3 greenhouse gas emissions Communication on Progress. See the
have been verified by Bureau Veritas. UN Global Compact index for details.
GENERAL MILLS GLOBAL RESPONSIBILITY 11Our Food
At General Mills, our purpose is to serve
the world by making food people love.
IN THIS SECTION
Consumer education
Health and wellness Food safety Transparency
and marketing
81% 100% 2nd
In fiscal 2018, 100 percent of our General Mills
81 percent of U.S. facilities worldwide is now the
Retail sales volume are audited and/or second-largest
met our Health Metric certified by independent U.S. natural and
nutritional criteria. third parties using organic food
globally recognized producer.
food safety criteria.
GENERAL MILLS GLOBAL RESPONSIBILITY 12Our Food Our Planet Our Workplace Our Community
Health and wellness
Nutrition u Material issue | GRI 416-1, FP4, 6, 7
Our approach and growth for General Mills. The and safety, and product labeling. Health and Wellness Advisory Council:
Bell Institute influences General Mills’ Responsibility for marketing Since 1989, we have benefited from
Our goal: Our goal is to provide a diverse
product development through: communications is held by the the guidance of our global Health and
portfolio of products that can contribute
n N
utrition science research Chief Marketing Officer. The Bell Institute Wellness Advisory Council, a group of
to the well-being of consumers and
of Health and Nutrition reports directly leading external health and nutrition
meet their various needs, including n I nsights on regulatory matters
to the Chief Innovation, Technology and experts who provide perspective from
nutrition. We are committed to making n H
ealth communications to customers, Quality Officer and regularly updates academia and research institutes. The
food with passion and putting people nutrition communities and consumers the Public Responsibility Committee council meets regularly and challenges
first by improving the variety and health
n R
ecommendations for product of the Board of Directors on the us to continually advance health and
profile of our products while adhering
innovation and reformulation company’s health and wellness strategy. wellness strategies and practices.
to high standards of food safety.
Learn more on the Bell Institute website.
Investment in research: We invest
CEO, CHAIRMAN
in research and development (R&D) OF THE BOARD
to continuously improve the health
profile of our products and help
us better understand the impact
Leadership and governance: CHIEF INNOVATION,
of food on health and wellness. CHIEF
TECHNOLOGY AND
HEALTH AND WELLNESS
Operationally, responsibility for MARKETING OFFICER
QUALITY OFFICER
ADVISORY COUNCIL
Bell Institute of Health and Nutrition: product development and marketing
General Mills’ global Bell Institute of lies within the R&D and marketing
Health and Nutrition is the company’s organizations. The Chief Innovation,
PRODUCT FOOD BELL INSTITUTE
source for scientific health and Technology and Quality Officer MARKETING AND SAFETY AND
RESEARCH AND
OF HEALTH AND
DEVELOPMENT
COMMUNICATIONS QUALITY NUTRITION
nutrition expertise that creates value is responsible for product health
Nutrient-dense foods
At General Mills, we provide a diverse and granola bars containing whole grain and/ Cheerios, Fiber One and Lucky Charms are
portfolio of products, including many or fiber, plays an important role in healthy examples of nutrient-dense cereals that
nutrient-dense foods, which can help diets. They are important contributors to provide beneficial nutrients, such as key
consumers meet dietary recommendations consumption of key food groups, including vitamins and minerals, whole grain and fiber.
and fit into a healthy eating pattern. whole grains and dairy, and beneficial Low-fat and nonfat yogurts, like Yoplait
nutrients like vitamins, minerals, protein and/ Original Style Yogurt, Go-GURT, Yoplait Light,
While we traditionally report our progress as
or fiber, while balancing nutrients to limit. Greek 100, YQ and Petits Filous yogurt are also
increasing certain beneficial nutrients and
Focusing on nutrient density helps tell the nutrient-dense choices. They are important
reducing others, we also recognize that few
whole story about the nutritional value of sources of essential nutrients, such as protein,
foods are composed of a single nutrient.
a food – beyond what has been increased calcium, and often vitamins A and D.
Consumption of nutrient-dense foods, like
or reduced – to help support consumers
fortified cereals, low-fat and nonfat yogurts
in adopting healthy dietary patterns.
GENERAL MILLS GLOBAL RESPONSIBILITY 13Our Food Our Planet Our Workplace Our Community
Global nutritional improvements
In 2005, General Mills began the journey toward improving the nutrition of our products with the implementation of our U.S. Health Metric. Over the past several years,
we have expanded our efforts, applying similar criteria to encourage nutritional improvements globally. Here are some highlights of nutritional improvements worldwide since
2005 (fiscal 2005-2018 results).
Global nutritional improvements since 2005
Increased beneficial nutrients and food groups Reduced nutrients to limit
NUTRIENTS AND
IMPACT* KEY CATEGORIES NUTRIENTS IMPACT*** KEY CATEGORIES
FOOD GROUPS
300+ Provide at least 8 grams of cereal and savory snacks, frozen pizza,
new products whole grain per serving snacks Reduced sodium canned vegetables, baking mixes,
Whole grain 480+ products
by 5 to 25% dry dinners, refrigerated dough,
Sodium side dishes, soups and cereal
300+ Provide a significant source of cereal and
new products dietary fiber per serving** snacks
Fiber
Reduced sugar
370+ products yogurt, snacks and cereal
by 5-30%
yogurt, cereal, Sugar
600+ Provide sources of key snacks, and fruit
Vitamins and new products vitamins and minerals** and vegetable
minerals products
Reduced trans fat
Provide at least 10% of the baking mixes, refrigerated dough
270+ products to 0 grams labeled
165+ recommended daily value of yogurt and and pizza products
new products protein per serving (or are a snacks Trans fat per serving
Protein source of protein)**
*New products introduced FY05-FY18 containing beneficial nutrients and food groups at specified levels.
**As defined per region.
***Existing products reformulated FY05-FY18 to reduce targeted nutrients at specified levels.
Cereal Partners reformulating its global product portfolio Goal: By 2020, all CPW cereals
to increase ingredients and nutrients that containing a green banner will be
Worldwide
are important to a balanced diet – such made of whole grain*** and free
Our Cereal Partners Worldwide (CPW) as whole grain and fiber – and reduce of artificial colors and flavors.
joint venture with Nestlé makes and ingredients like sugar and sodium. **Scope: All active recipes under Nestlé brand;
markets cereals globally outside North % capture increase/decrease since the launch
Progress: Since 2003, CPW has of each recipe; and based on 2018 volume.
America. CPW is committed to making ***At least 8g of whole grain per serving.
achieved 23 percent less sugar, 31
breakfast better by providing nutritious, Excludes: 1. Products where technology does
percent less sodium, 58 percent more not allow the addition of whole grain;
tasty and convenient breakfast cereals. 2. General Mills imported products.
whole grain and 48 percent more r A few of the General Mills products introduced
For more than a decade, CPW has been globally in fiscal 2018 meeting Health Metric criteria.
fiber in their product portfolio.**
GENERAL MILLS GLOBAL RESPONSIBILITY 14Our Food Our Planet Our Workplace Our Community
Spotlight: U.S. Health Metric
Since its inception in 2005, more than 1,500 products have been included in the U.S. Retail Health Metric. In fiscal 2018, 81 percent of our U.S. Retail sales volume met Health Metric criteria.
U.S. Retail Health Metric achievement U.S. Health Metric criteria: or at least a half-serving of fruit,
FY05-FY18 vegetables, or low or nonfat dairy.
n R
educe calories, fat, saturated
More than 1,500 products included in FY05-FY18 fat, trans fat, sugar or sodium by n F
ormulate/reformulate products to
5 percent or more per serving. meet specific internal requirements,
76% 77% 79% 80% 81% n I ncrease beneficial nutrients – including including limiting calories, and
73%
68% vitamins, minerals and fiber – by meeting health or nutrition claim
64%
60% 10 percent or more per serving. criteria as defined by the U.S. Food
and Drug Administration (FDA).
45% n F
ormulate/reformulate products
40%
to include 8 grams of whole grain
33%
21%
16% Spotlight: Nutritional impacts across our
North American portfolio*
FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18
Fiber Whole grain
Drivers of nutritional improvements n 1 9 percent of our North American product n A
t breakfast, Big G cereals are
U.S. Retail sales volume FY05-FY18* SKUs (300+ products) contain at least 10 the No. 1 source of whole grain
percent of the recommended daily value of for Americans.
fiber per serving. Examples include Fiber n 2
0 percent of our North American
One Snack Bars and ready-to-eat cereals. product SKUs (550+ products)
contain at least 8 grams of whole
Protein grain per serving. Examples include
FY2018 U.S. Retail Health Metric volume: ready-to-eat cereals and grain-based
n 1 1 percent of our U.S. retail product SKUs
snack bars.
16% 46% 38% (190+ products) provide at least 10 percent
of the daily value of protein per serving.
Products with increase Products with Products with
n 2
9 percent of our Canadian retail
Calcium
in beneficial nutrients both increase in decrease in
beneficial nutrients nutrients to limit product SKUs (165 products) are a n 2
4 percent of our U.S. retail product
n Whole grain
n Fiber AND decrease in n Sodium n Saturated fat source of protein. SKUs (300+ products) provide at
n Vitamins/minerals nutrients to limit n Sugar n Total fat least 10 percent of the recommended
n Protein n Trans fat Cal Calories daily value of calcium per serving.
n 4
5 percent of our Canadian retail
n 6
2 percent of our North American
product SKUs (200+ products) are a
product SKUs (1,250+ products)
source of calcium. Examples include
have 150 calories or less per serving.
yogurt products, fortified cereals and
n 3
0 percent of our North American
Annie’s Macaroni & Cheese products.
*The information on this diagram shows efforts we have made to improve the nutrition profile of our products. product SKUs (700+ products) have
Divested products are not included.
100 calories or less per serving.
*Status as of FY18; includes current products meeting specified criteria.
GENERAL MILLS GLOBAL RESPONSIBILITY 15Our Food Our Planet Our Workplace Our Community
Diverse consumer needs u Material issue
Our approach: At General Mills, diverse the way people eat and interact with approach to health and wellness. dairy alternatives, nutrition-driven
and evolving consumer needs are at the our brands. Three key consumer-driven Wellness incorporates everything granola and probiotic drinks.
center of our business. We include the trends that are influencing important from physical health to whole body
voice of our consumers in every decision initiatives at General Mills include health, including mental health aspects.
Changing demographic
we make by understanding their needs, responsible living, wellness and balance, Food options across this wellness landscape
motivations, values and behaviors. We and changing demographic landscapes. continuum increasingly are available Shifts in population demographics and
consistently monitor key trends and in a variety of food categories, such consumer attitudes result in changing
macro forces that can drive change in Responsible living as snacks and yogurt. For example: preferences and needs. For example, half
The combination of an intensifying of General Mills consumers are multi-
n G
eneral Mills products recently
TREND | COMPASS pull on natural resources and greater
launched include YQ by Yoplait,
cultural or 55+ years old. Multicultural
awareness of social issues is leading to families and Baby Boomers, who are
which delivers an excellent source of
more personal consumer action. People becoming empty nesters and moving
protein with less sugar, and Oui by
increasingly are mindful of factors greater into retirement, increasingly are looking
Yoplait French-style yogurt focused
than themselves – others, animal welfare for products that fit their varied lives.
on simple, everyday pleasure.
and the environment – in their decision-
For example, Betty Crocker Mug Treats
n G
eneral Mills is the fourth-largest
making. For example, General Mills
offer single-serving options for smaller
producer of gluten-free products
natural and organic brands, like Annie’s,
households, while innovations such as
in the U.S.* One in five of our
Epic, Cascadian Farm and Muir Glen,
Cinnamon Toast Crunch Churros Cereal
North American products is
continue to fully integrate sustainability
have multicultural consumers in mind.
labeled as gluten-free. In 2018, we
as a standard operating principle. In
250+
offered more than 900 gluten-free
April 2018, we acquired Blue Buffalo, a
product SKUs in North America.
mission-driven natural pet food business.
n 3
01 INC, General Mills’ business
Wellness and balance development and venture capital
In fiscal 2018, we introduced
r General Mills constantly monitors key
food trends, including the items highlighted As access to information grows, people unit, invests in products that more than 250 new products
in this trend compass. are taking a more proactive and holistic deliver options like plant-based in the U.S. to meet diverse
*Nielsen xAOC; 52 weeks ending Dec. 29, 2018.
consumer needs.
Investing in food innovations
Our approach: Today’s fast-changing food with promising early-stage brands and also Our progress: We continue to grow our Partners: As of November 2018, we have 10 partners:
industry requires rapid innovation and a steady helps make their food products accessible portfolio and support for entrepreneurial
stream of new ideas. In 2015, General Mills to more people. By combining the vision brands. In fiscal 2018, we:
began to invest in small food start-ups through and passion of these entrepreneurs
n A
dded Urban Remedy and GoodBelly
301 INC, the company’s business development with General Mills’ extensive capabilities
Probiotics, two high growth potential
and venture capital unit. The 301 INC team in areas such as product development,
companies, to our portfolio.
helps expand the vision of entrepreneurs supply chain, marketing, operations and
channel development, we believe we can n H
eavily reinvested in dairy-free yogurt
meet consumer needs faster than ever. maker Kite Hill to help meet consumer
demand for more plant-based options.
GENERAL MILLS GLOBAL RESPONSIBILITY 16Our Food Our Planet Our Workplace Our Community
Natural and organic brands
Since 2000, we have steadily expanded with organic ingredients; approximately
our natural and organic business,
including through brand acquisitions, to
370 organic product SKUs are available
throughout the U.S. and Canada.
Our natural and organic brands
meet growing consumer demand. We
n G
rowth – We committed to growing
offer a mix of certified organic cereals,
our natural and organic food business
yogurt, vegetables, fruit products, ®
to US$1 billion in net sales by 2019, and
snacks, meals and baking products.
reached US$1.058 billion in fiscal 2018.**
Our progress:
Sustainable supply: We are also ®
n S
cale – General Mills is now taking steps across our supply chain to
the second-largest U.S. natural ensure a long-term supply of organic
and organic food producer.* ingredients. Learn more about how we
are building our organic capacity in
n P
roducts – One out of every 12
the Our Planet section of this report.
products in our North American
portfolio is certified organic or made
*Based on SPINS NOMC Dashboard data through Sept. 16, 2018.
**Nielsen updated through May 26, 2018; Natural Supermarkets updated through May 27, 2018; Whole Foods updated through May 26, 2018.
Food safety u Material issue | GRI 416-1, 2, FP5
Our approach areas of concern, as well as collaborate n A
udits – Our Global Internal Audit of excellence and online training
with industry peers and regulators to team periodically audits the academy. In fiscal 2018:
Safety is a priority for our company
help raise standards industrywide. effectiveness and efficiency of
n O
ur General Mills food safety
and central to our culture. Leading
food safety controls and operating
with safety – both in the workplace Systems: Our global food safety team included more than 400
procedures. Results are reported to
and the food we make – is one systems focus on prevention, trained quality professionals.
the company’s Global Governance
of the key operating principles intervention and response:
n W
e conducted Auditor Academy
Council and Board of Directors.
that guides our work. n P
rocesses – Food safety is training sessions attended by 25
n T
raceability – Our inventory control and
Investment: We invested US$14.4 million integrated into all our processes, participants from two countries.
supplier management systems include
into food safety in fiscal 2018; equal beginning with R&D and extending These sessions help improve our
the ability to trace the sources of our
to 7.6 percent of our total essential across our supply chain. ability to identify and fix issues,
ingredients, which is key to isolating risks
capital investment for the year. as well as prevent food safety
n R
isk mitigation – We conduct
in the event of food safety concerns. We
problems from occurring.
Collaboration: Food safety leadership internal risk-based surveillance and
evaluate our suppliers’ systems to ensure
is a differentiator for General Mills, but food safety testing at all General Mills n W
e provided food safety training
they meet our traceability requirements.
not an area of competition. We freely facilities to identify and prioritize to more than 3,500 professionals
Training: We provide food safety
share our best practices and emerging specific areas of risk. across the supply chain.
training through our global centers
GENERAL MILLS GLOBAL RESPONSIBILITY 17Our Food Our Planet Our Workplace Our Community
Governance: Performance conducted five voluntary product Our progress:
recalls globally in fiscal 2018 (compared
n D
etailed policies – Governance n 8
36 supplier audits were
Our goals:
to nine in fiscal 2017), including
of General Mills’ food safety and conducted in 2018.
n 1 00 percent of General Mills facilities recalls of snack bars, cereal, yogurt,
regulatory matters begins with a
n 9
8 co-producer audits were
third-party audited and/or certified. and fat and tallow products.
corporate Food Safety and Regulatory
conducted in 2018.
Policy signed by our Chief Executive n 1 00 percent Global Food Safety
Initiative (GFSI) certification of all
Suppliers n 7
8 percent of our global co-production
Officer. This corporate policy is
General Mills owned facilities by 2020. Our approach: sites are GFSI certified.
supported by 18 detailed policies
with accompanying standards and Our progress: External verification and n A
udits – To help ensure the safety of n 6
5 percent of global ingredient
guidance documents. These global certification of our facilities includes: the raw materials (ingredients and suppliers and 92 percent of our North
policies cover a broad range of food packaging) we use in our products, American ingredient vendor sites are
n 1 00 percent of our facilities worldwide
safety areas, including regulatory we continue to expand the number GFSI certified.
are audited and/or certified by
compliance, trace and recall, labeling, of supplier and co-producer audits n 3
00+ suppliers were trained through
independent third parties using globally
claims, physical, chemical and we conduct globally. We perform
recognized food safety criteria. supplier schools and webinars in 2018.
biological hazards, transportation, direct audits and also encourage
n 9
50+ supplier representatives
and good manufacturing n 8
4 percent of our company-owned third-party audits and/or certification,
production facilities are GFSI certified, participated in training sessions
practices and sanitation. such as through GFSI, as an additional
indicating they meet global standards in Australia, Brazil, China,
n L
eadership – The Vice President preventive control measure.
for food safety management India, Spain, Taiwan, Thailand
of Food Safety and Quality has n S
upplier training – We bring together
recognized in more than 150 countries. and the U.S. since 2011.
direct responsibility for food our suppliers around the world to
safety. The Global Internal Audit Recalls: When we learn about illnesses share food safety knowledge and
team periodically validates that that may be linked to our products, communicate food safety expectations. 100 percent
our food safety processes and we take quick action. We collaborate We conduct supplier training in of General Mills
controls are operating effectively. with health officials to investigate the facilities are third-
100%
classroom settings tailored to the needs
The company’s Global Governance situation, communicate with consumers of each market. The seminars address party audited
Council conducts a quarterly review and issue voluntary product recalls topics such as biological and physical and/or certified
of risk, which includes food safety. to remove affected products from hazard controls, allergen management
store shelves, when appropriate. We
for food safety.
and production facility sanitization.
GENERAL MILLS GLOBAL RESPONSIBILITY 18You can also read
