Sustaining Our World – 2017 Sustainability Report
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Fostering an Engaged and
Empowered Workforce

We are committed to cultivating an organization of
talented and diverse team members.

The majority of our workforce — some 104,000 team members — are hourly and work in our U.S. chicken, beef, pork and prepared foods production facilities. This is a diverse segment of our workforce comprised of many recent immigrants to the U.S. The remainder of our 122,000 team members are salaried and primarily work in plant management support and corporate positions.

In FY2017, we launched a suite of workplace enhancements aimed at expanding programs to support our hourly team members. As part of this initiative, we committed to improving workplace training, workplace safety, compensation and benefits, as well as helping workers gain life skills. To measure progress against these initiatives, we announced three workplace goals that include a 15 percent reduction in OSHA recordable incidents and a 10 percent increase in employee retention. Our third goal is to enable hourly employees to access English as a second language and extend financial literacy training to all employees. Enhancing both of these life skills will help employees better integrate into the communities where they live and work and better position them to realize their full personal potential.

In addition to new retention and workplace safety goals and initiatives, our better workplace efforts include:

  • The hiring of 25 or more poultry plant trainers, adding to our existing 260 trainers and 30 training coordinators hired since 2015 for our poultry business.
  • Expanding Upward Academy, a life skills program for workers. Learn more in the Community section of this report.
  • Maintaining provisions for regularly scheduled breaks; policies and practices that allow plant Team Members to stop the line at any time for worker or food safety issues; and a training program that includes worker rights elements and multiple venues for raising concerns and voicing issues.
  • Sharing publicly the results of the third-party social compliance audits of our plants. Learn more in the Ethics section of this report.

We continue to pilot a project for “span of control” that involves hiring additional production supervisors to help drive improvements in safety, retention and performance. The pilot began with a poultry plant in North Carolina and expanded to a second plant in the same state. We are still early in this pilot and continue to monitor and evaluate its success.

We are also piloting alternative work schedules at poultry plants. We are evaluating specific departments within a poultry plant that generate the most instability to determine if they are candidates for process improvement, modeling changes or alternative work schedules.

We are collaborating with Oxfam America and the United Food and Commercial Workers Union (UFCW) as we implement and evolve these workplace enhancements. UFCW holds 22 labor contracts with us that represent more than 24,000 workers. For more information on the full scope of our workplace commitments, visit our Workplace website.

Talent Strategy

Our talent strategy is aimed at attracting the best talent, recognizing and rewarding their performance, developing and retaining them. Our internal talent acquisition team’s strategy is to equip and enable the business to hire talent that solves their future challenges through standardization, talent advisory and engagement. The team’s focus is to develop sourcing strategies that identify best-in-class target industries, companies and schools to acquire desired capabilities that enable our business. Our recruitment efforts also provide an integrated focus on building a diverse organization that brings experiences and backgrounds as diverse as the consumer marketplace we serve. To this end, we actively engage in military, LGBT, college and other diversity recruiting efforts. We have three talent objectives that support our “grow, deliver, sustain” talent strategy:

  • Zero Talent “Outages.” We strive to grow and develop the differentiated capabilities and skills that we need for the future. This includes focusing on current workforce development and recruiting new team members with the skills needed for future business growth.
  • Succession Planning versus Replacement. We strive to keep a robust pipeline of talent, actively developing our current team members throughout the organization, and engaging with potential team members externally so that we have a strong talent pool to pull from when movement happens.
  • Be a Talent Magnet. Our goal is to be the employer of choice within our markets and peer groups.

New Onboarding Process

In FY2017, we developed a new onboarding program, Launch, which offers new corporate team members the tools and resources they need to reach their full potential and feel welcome, included and supported in their careers at Tyson Foods. The online Launch new-hire portal provides relevant resources, tools and customized content to help new hires become familiar with who we are as an organization, and gain a better understanding of our culture and how they fit into the Tyson Foods family.

The program includes support tools for managers, designed to help them in onboarding new team members. The manager materials set managers up for success with helpful email and onboarding plan templates, how-to guides and an onboarding checklist that leads managers through each step of the process to ensure a positive onboarding experience for new team members.

Launch ensures that all new corporate team members have a consistent experience and an increased sense of belonging at Tyson Foods. As a growing company, Launch is already helping us onboard new organizations after an acquisition — allowing us to more smoothly integrate the unique capabilities of the acquired company and its talent, while also introducing them to our culture and ways of working and operating. We will be working to expand Launch into the plant onboarding experience in FY2018.