Trust and Practical Listening – Strauss Group לוגו שטראוס

Our ongoing journey to become a company worthy of trust is based on the understanding that trust is at the heart of any successful business strategy. Often, trust is seen as a predictor of the underlying socioeconomic strength of countries, which is the basis for growth.

The 2019 Edelman Trust Barometer Research, conducted among 700 companies and over 34,000 employees, reveals significant data about the important sense of trust between the company, its executives and its employees. The approach in the study results relates to changes in the average employee’s ethics concept, with three times the number of participants indicating that it is important for them to trust the company’s ethical capabilities in comparison to the research results of previous years. It is important for employees to clearly be aware of the CEO’s views on significant topical issues, such as climate change, employment diversity and fair wages. Organizations must adapt to the process of supporting these values as a basic condition of interacting with other organizations.

Subsequent to the Edelman research, many studies and discussions led us to develop the view that trust is based on three main dimensions: leadership, culture and corporate governance. We are committed to addressing these three dimensions, one at a time, to ensure that Strauss works and continues to act in a manner that encourages confidence in all levels of the organization.

The Strauss Group is working to maintain and strengthen the trust of all stakeholders in the company. In 2018, a rapid systematic process was initiated to understand what behaviors encourage trust, focusing on the food sector. Among other steps, we listened to our stakeholders in formal and informal settings.

We have developed a diverse corporate culture, channels, and tools to help us listen, as well as refine the meaning of a company that enjoys its stakeholders’ trust so that we can work to find ways to meet stakeholders’ expectations. Through the Strauss Trust Survey conducted in 2018, we received in-depth insights from a variety of stakeholder groups and continue to work to ensure that its conclusions are embedded in the core of our operations.

We understand that this is an ongoing journey that we must re-examine every step of the way. Consequently, we are committed to continuing to formulate processes that will help us work for constant improvement in providing greater value to our consumers, our employees and our communities. We believe that as a company that gains the trust of its stakeholders, we can expand and enjoy sustainable business growth.

Learning about our employees' views

Strauss Group companies regularly strive to receive feedback from employees, through both formal and informal channels, as part of ongoing communication and performance management processes, and through structured surveys. Organizational communication and a culture of openness are key components of building trust. For example, in 2019, Strauss Israel conducted a survey of employees to measure their perception of employers and food manufacturers and attitudes towards them. 88% of employees chose to participate in the survey, indicating a high level of involvement and motivation to make an impact. The results of the survey indicate a high level of trust among employees in the company, with regard to Strauss’s social and business responsibility, the products that the company offers and the company as an employer. In addition, some of Strauss’s employees in Israel took part in working groups for implementing trust in our different companies, helping us gain deeper insights into the causes of trust among our employees.

Strauss’s Social Plan in Israel: Eight Years of Consistent Activity to Benefit Our Employees’ Economic Welfare

Since 2012, Strauss Israel has been systematically updating and improving the compensation packages and social benefits it offers to employees, especially low-income workers, with the aim of improving their quality of life and helping them save for the future. We call this “The Social Plan.” The plan is based on a number of principles, including: avoiding the employment of minimum-wage employees in the company and setting a “Strauss Minimum Wage” that is NIS 300 per month higher than the minimum wage in Israel; improvement and construction of incentives; and participation in dormitory expenses and long-term savings plans. All of these measures come in addition to the basic package of social benefits provided to employees.

In 2019, we further evaluated progress, and followed up with changes to encourage employees to optimize their benefits, especially with respect to long-term savings, as well as enhancing and expanding their existing health insurance coverage. In addition, we reviewed base salaries against our goals and awarded raises where applicable, as well as a special bonus for 2019 as a grant for permanent employees.

In 2019, 74 of our employees’ children received a higher education scholarship in return for volunteer work in the community.

In the 2019 employee survey, 80% of employees agreed with the statement that “Strauss treats employees fairly,” which represents a 5% increase over the previous survey. In 2019, Strauss Israel invested approximately NIS 5.3 million in benefits under the Employee Social Plan, and over the last four years, its cumulative investment in benefits amounted to approximately NIS 37 million. (For more information, see Strauss’s Human Rights Charter).

This activity supports 1 of the UN Sustainable Development Goals

  • Zero Hunger (2)