The year 2025 marks the conclusion of Monde Nissin’s first structured Sustainability Roadmap. It offers an opportunity to reflect on what was achieved, where progress was uneven, and what we learned over the five-year period. During this period, we introduced new systems, collaborations, and operational practices to address priority risks and opportunities, while navigating constraints related to data availability, site maturity, and operational complexity.
Over the roadmap period, we implemented initiatives across our Product, Planet, People, and Partnership Pillars. Measurable progress was recorded across several focus areas although the pace and extent of progress varied depending on operational readiness, data systems, and implementation capacity.
Lessons Learned from the First Sustainability Roadmap
Adjust Assumptions
Sequence Initiatives
Invest in Data Systems
Align with Business Processes
The roadmap also highlighted areas where initial assumptions required adjustment. In some cases, targets took longer to operationalize than anticipated, underscoring the need to sequence initiatives, invest in data systems and capabilities, and align sustainability objectives with business processes and data maturity.
As the Company progressed through the roadmap, sustainability oversight and management coordination were further formalized within existing governance structures. Sustainability considerations became more systematically integrated into established decision-making and monitoring processes.
The completion of the first Sustainability Roadmap marks the conclusion of the initial roadmap period. The outcomes and lessons documented in this report inform ongoing internal review processes.
From Commitments to Practice (2021–2025)
Milestones Achieved
- Advanced reformulation and fortification initiatives aligned with defined nutrition criteria
- Implemented production and packaging labeling initiatives aligned with defined nutrition objectives
- Conducted digital campaigns supporting informed food choices
- Expanded renewable energy sourcing across select manufacturing sites
- Implemented packaging optimization initiatives to reduce material intensity
- Strengthened focus on resource efficiency across operations
- Expanded structured learning, leadership, and coaching programs
- Continued strengthening labor-management collaboration mechanisms
- Implemented initiatives supporting inclusive workplace practices and employee wellbeing
- Implemented structured employee engagement initiatives aligned with Company values
- Strengthened leadership engagement and visibility across sites
- Supported cross-site collaboration through structured programs
Lessons Learned
- Product enhancements must remain supported by substantiated claims and quality standards
- Procurement standards require ongoing strengthening and consistent execution
- Defined performance indicators strengthen progress tracking and accountability
- Greater cross-functional integration is required to scale eco-efficiency initiatives
- Consistent monitoring supports environmental performance management
- Leadership accountability influences learning culture outcomes
- Structured follow-through supports sustained development outcomes
- Inclusive approaches support engagement and workplace performance indicators
- Visible leadership alignment with stated values supports employee engagement
- Inclusive programs support cross-team collaboration
Measures Taken for Continuous Improvement
- Continue product development initiatives incorporating technology-enabled reformulation
- Continue strengthening quality assurance systems, supplier standards, and accountability measures
- Strengthen cross-functional coordination on nutrition initiatives
- Continue implementing energy and resource efficiency initiatives
- Continue structured evaluation of environmental performance
- Continue strengthening training systems and learning pathways
- Maintain structured dialogue with labor and service collaborators
- Maintain structured engagement activities throughout the year
- Reinforce regular and structured leader-employee dialogue