ATNi in brief

Transforming markets to deliver healthy, sustainable diets for all.��ATNi (Access to Nutrition initiative) is a global non-profit actively challenging the food industry, investors and policymakers to shape healthier  food systems.

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We analyze and translate data into actionable insights, driving partnerships and innovations for market transformation so that all people have access to nutritious and sustainable food.

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Work through 3 pillars:

• Research & Indexes
• Alliances
• Policy Support & Thought Leadership

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ATNi Nutrition. Markets. Impact.

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Founded in 2013

Based in NL; global scope

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Donors include Gates Foundation, UK FCDO, Rockefeller Foundation

No funding accepted from the food industry

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Independent Board

Expert Groups advise on approach (pro bono)

24 staff plus several in-country consultants

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ATNi Nutrition. Markets. Impact.

02

5^th edition since 2013.

Assessed 30 largest global food and beverage companies – approx. 23% global packaged food sales

Benchmark their commercial policies, practices, and transparency against the best internationally-recognized guidance and standards currently available across a range of key nutrition-related topics.

• Used for engagement with companies
• Used by responsible investors (87 investor groups representing approx. USD 18 trillion AUM)
• Contribute to evidence base to identify where policy is needed

2024 Global Access to Nutrition Index

Affordable Nutrition (15%)

Workforce Nutrition (5%)

Responsible Marketing (15%)

Portfolio Healthiness (45%)

Responsible Labelling (5%)

Nutrition Governance (15%)

Why ATNi assesses companies on their workforce nutrition efforts:

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Recognized by WHO as key channel for addressing malnutrition at scale.

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58% of the global population spends at least one-third of their adult lives in the workplace.

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Workplace settings are contained environments that can modified, with repeated interaction with a captive audience

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For F&B companies specifically, such programmes can help foster a company culture with a greater focus on nutrition in its business practices.

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ATNi Nutrition. Markets. Impact.

03

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Source: Workforce Nutrition Alliance (2021), HEALTHY FOOD AT WORK: A practical guide for employers to offer their employees healthy snacks and meals at work

Shared benefits for both employees and employers, �both short and long-term:

2 million

employees across 30 Global Index companies

Methodology for Global Index assessment

Changed methodology significantly since previous report.

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Aligned indicators with 4 workforce nutrition ‘pillars’:

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1. Healthy food at work
2. Nutrition Education
3. Nutrition-focused health checks
4. Breastfeeding support:
• Length of maternity and paternity leave offered
• Specific measures in place to support breastfeeding mothers

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For each pillar, score depends on:�

• Whether part of formal program/policy
• Whether program has targets/KPIs in place
• Geographic scope of intervention
• Availability of intervention to employees (including manufacturers) per market
• Disclosure

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+ one indicator assessing whether companies support the nutrition of workers in their supply chains.

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ATNi Nutrition. Markets. Impact.

04

Assessed based on publicly available data and non-public information provided by companies.

Only actions that go beyond regulatory requirements credited

Due to methodology changes, strongly caution against comparing scores with previous index

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Healthy food at work, nutrition education, nutrition-focused health checks (pillars 1-3):

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• 24 companies (80%) offer some form of nutrition-related support, compared to 60% in 2021 Index
• 14 companies (45%) through formal programme
• 14 companies introduced new/improved practices since 2021

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Supporting breastfeeding mothers in the workplace:

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• 26 (87%) offer some form of voluntary breastfeeding support, compared to 72% in 2021 Index
• 12 companies offer >14 weeks paid maternity leave in at least one market (ILO-minimum); 2 companies voluntarily offer 6 months (WHO-recommendation)
• 9 companies improved their measures since 2021 Index

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ATNi Nutrition. Markets. Impact.

05

Overall progress:

Common features among frontrunners:

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1. Have formal programmes addressing 3-4 of the workforce nutrition pillars, guided by clear KPIs/targets
2. Each programme rolled out in most / all markets with employees
3. Programme is available to most / all employees (including manufacturers) per market
4. Clear tracking systems in place, and/or measuring outcomes (e.g. PepsiCo)

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Aspirational group – either:

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1. Formal programmes/policies in place for 2-3 pillars (that go beyond regulation), but not available in all markets / for all employees e.g. Ajinomoto, Barilla, FrieslandCampina, Grupo Bimbo, Indofood, Yili
2. Formal programmes in place in most / all markets for 1-2 pillars only (e.g. Coca-Cola, Kraft Heinz)
3. Addresses 3-4 pillars in most / all markets, but not clearly as part of formal programme (e.g. Arla, Kellanova, Ferrero, Flora FG)

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ATNi Nutrition. Markets. Impact.

06

1. Evaluate�

Assess what is currently in place across the company with regards to each pillar

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Use Workforce Nutrition Alliance self-assessment scorecard per worksite.

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Gather feedback from employees and local teams

2. Scale-Up��Set SMART targets to increase scale.

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Build on what’s already working in select markets.

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Use pilot data to refine materials and approaches before rolling out company-wide.

3. Secure buy-in

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Work with in-market teams to convince them of the benefits (business case), assist in resolving challenges.

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Develop incentives and systems to stimulate continuous improvement.

4. Drive accountability and progress

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Establish measurable targets and/or KPIs to track and drive progress.

Ideally, seek to measure outcomes.

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Publish progress / results.

ATNi Nutrition. Markets. Impact.

07

Create a global policy with minimum standards�

Develop a clear workforce nutrition policy, setting specific requirements that each market must meet or exceed, covering all 4 pillars}}