Overview
Over the past five years, Monde Nissin has taken practical steps to strengthen how we support our people across learning, wellbeing, safety, and engagement. Many early initiatives were largely program-based and varied by site, which presented challenges in data consistency, engagement visibility, and comparability. These experiences highlighted the need for clearer structures and systems that can be applied consistently across a diverse, multi-site organization.
As part of our Making Better Possible journey, we focused on system-level improvements that support day-to-day execution. These included more structured approaches to capability building and leadership development, the use of pulse and sustainability engagement surveys to better understand employee feedback, and enhancements to occupational health and safety systems, inclusive people practices, employee wellbeing programs, and labor relations processes. Together, these efforts contributed to improved consistency, data visibility, and accountability in how people-related initiatives are managed across Monde Nissin.
North Star Target Overview
Making Inclusivity Possible
North Star Target
Diverse workforce all enjoying access to social safeguards and dialogue, and competency development by 2025
2025 Progress
100%
of employees with above minimum wage
100%
of employees with medical benefits
36%
women in the workforce
56%
women in management positions
![training hours per regular and probationary employees[a]](/_next/image?url=%2Fimages%2Fmaking-inclusivity-possible%2Ftraining-hours.png&w=3840&q=75)
Average of 9
training hours per regular and probationary employeesa
Priority SDG
The implementation of a web-based learning platform enabled Monde Nissin to track learning progress for both regular and probationary employees from senior management, middle management, and staff levels compared to previous years wherein training data covered regular employees only.
Strategy and Targets
Under Making Inclusivity Possible, Monde Nissin's people strategy focuses on workforce capability development, fair and consistent employment practices, occupational health and safety, and structured employee engagement across sites.
Since 2021, the approach has shifted from site-based program implementation toward standardized governance frameworks that integrate learning, diversity, safety, and dialogue into operational processes. Learning and development are both managed through a defined capability architecture covering core, functional, technical, and leadership competencies. Delivery is centralized through the Monde Nissin Learning Campus, enabling consistent tracking and reporting. Diversity and inclusion are guided by the Equal Employment Opportunity Policy and strengthened Human Resource Information System (HRIS) reporting to monitor workforce demographics across sites.
Occupational health and safety management aligns with the Occupational Safety and Health Standards Act (RA 11058) and Department of Labor and Employment Department Order No. 198-18, supported by structured risk assessment tools, performance monitoring, and standardized preventive controls. Monde Nissin maintains an Occupational Health and Safety Management System (OHSMS) with defined roles, responsibilities, and reporting protocols across its sites. All employees are required to comply with safety policies, exercise due care for their own safety and that of others, and promptly report unsafe conditions, behaviors, incidents, and near misses.
Monde Nissin also maintains structured employment practices that support fair compensation and statutory compliance across sites. The Company complies with applicable labor regulations, including the Anti-Age Discrimination in Employment Act (RA 10911) and the Expanded Maternity Leave Law (RA 11210), and provides statutory benefits consistent with Philippine labor standards.
These commitments define measurable workforce objectives aligned with the Company's broader social safeguards and inclusion goals.
Lessons and Insights from the 2021–2025 Roadmap Period
Experience during the roadmap period highlighted the importance of standardized systems in sustaining inclusive workplace practices across a multi-site organization. Centralized policies, structured monitoring, and leadership accountability strengthened consistency and transparency.
Resilient organizational culture depends on leadership ownership, structured governance, and the integration of wellbeing and capability development into everyday operations.
Digital learning platforms and engagement surveys improved data visibility and supported more informed decision-making. Monitoring participation and integrating feedback into program refinement strengthened follow-through. Overall, the period underscored that resilient organizational culture depends on leadership ownership, structured governance, and consistent integration of wellbeing and capability development into operational processes.