U.S. Spotlight Index

Global Index

India Spotlight Index

Global Index 2018


Corporate Profile

N/A (2013)

Corporate Profile

A Governance (12.5%)
B Products (25%)
C Accessibility (20%)
D Marketing (20%)
E Lifestyles (2.5%)
F Labeling (15%)
G Engagement (5%)
Highest score among rated companies
The percentages in parentheses indicate the weight assigned to each Category
Market capitalization
$62,191 m
# of employees
Total revenues*
$34,244 m
Reported product categories
Bakery; Confectionery; Dairy; Snack Bars; Spreads; Savoury Snacks; Coffee; Other hot drinks; Other
Reported revenue by geography**
Rest of the world 82%, United States 18%
* Source: Capital IQ, USD exchange rate as of 31 Dec 2014 ** Source: Capital IQ

Nutrition general




Corporate Profile

  • Governance

    Overall scores
    Rank 9
    Scores per criterion
    Criterion Absolute score Weighted score
    Strategy 5.586 1.860138
    Management 3.553 1.183149
    Reporting 4.062 1.352646
    Average scores
    Lowest 0
    Average 3.5622272727273
    Highest 8.731
  • Products

    Overall scores
    Rank 6
    Scores per criterion
    Criterion Absolute score Weighted score
    Formulation 3.193 1.5965
    Profiling 5.833 2.9165
    Average scores
    Lowest 0
    Average 2.7987727272727
    Highest 8.427
  • Accessibility

    Overall scores
    Rank 10
    Scores per criterion
    Criterion Absolute score Weighted score
    Pricing 1.25 0.625
    Distribution 0 0
    Average scores
    Lowest 0
    Average 1.1542272727273
    Highest 6.68
  • Marketing

    Overall scores
    Rank 7
    Scores per criterion
    Criterion Absolute score Weighted score
    Policy (all) 4 1
    Compliance (all) 4.167 1.04175
    Policy (children) 7.997 1.99925
    Compliance (children) 8.333 2.08325
    Average scores
    Lowest 0
    Average 3.7889090909091
    Highest 8.539
  • Lifestyles

    Overall scores
    Rank 4
    Scores per criterion
    Criterion Absolute score Weighted score
    Employees 4.688 1.561104
    Breastfeeding 1.875 0.624375
    Consumers 7.109 2.367297
    Average scores
    Lowest 0
    Average 2.4945
    Highest 7.072
  • Labeling

    Overall scores
    Rank 3
    Scores per criterion
    Criterion Absolute score Weighted score
    Facts 4.55 2.275
    Claims 7.285 3.6425
    Average scores
    Lowest 0
    Average 2.3608181818182
    Highest 6.22
  • Engagement

    Overall scores
    Rank 4
    Scores per criterion
    Criterion Absolute score Weighted score
    Lobbying 1.563 0.7815
    Stakeholder 8.125 4.0625
    Average scores
    Lowest 0
    Average 2.7793636363636
    Highest 6.25

Areas of strength

- As a new entrant to the 2016 Index, Mondelez has scored relatively well on the Global Index compared to peer companies. The company recognizes that it has a role to play tackling the global challenges of increasing levels of obesity and diet-related chronic diseases, and it has established a nutrition strategy at Group-level with global scope.
- Mondelez sets global product reformulation targets, which is a leading practice among companies assessed.
- Mondelez product fortification initiatives focus on priority countries and it has worked to make products more affordable in those markets.
- Mondelez adheres to the International Chamber of Commerce (ICC) Framework for Responsible Food and Beverage Marketing Communications, setting a baseline of standards with a broad scope of application for marketing products to consumers including children. The company also uses internal guidelines to ensure a responsible approach to marketing and subscribes to global and regional frameworks. Mondelez does not advertise to children under-6 and only advertises products that meet its nutritional criteria to children aged 6-12. The company has committed to stop advertising to children under-12 from 2016. Its compliance with its marketing policy targeted at children is disclosed, reaching 98% for television and 100% for print and online media.
- Mondelez has committed to exclusively supporting programs that help consumers adopt healthy lifestyles and which are developed and implemented by independent groups with relevant expertise.
- The relevant Codex standards are followed to monitor the use of health and nutrition claims on products in the absence of regulatory guidance. The company is one of a handful that clearly discloses its application of this practice.
- Mondelez used the AA1000 standard to conduct its stakeholder engagement initiatives, which informs its corporate social responsibility (CSR) strategy.

Areas for improvement

- Mondelez’s nutrition strategy could be broadened and responsibility for day-to-day implementation should be centralized through a member of senior management reporting to the Board of Directors. Nutrition should also be incorporated into its annual report and accounts.
- Mondelez does not have a sugar target and this is a significant omission for a leading snack food and confectionary company. The company could improve by setting goals for positive nutrients such as fruits and vegetables, and by investing in new healthy product development.
- Mondelez does not include affordability and accessibility in its business practice. The company should place greater emphasis on making healthy products affordable and accessible.
- The company could improve its employee wellness programs by setting clear health and participation objectives and should develop a formal global commitment to support breastfeeding at work.
- Mondelez applies its back-of-pack (BOP) labeling policies globally, but could further improve its labeling by fulfilling its front-of-pack (FOP) labeling commitments for 2016.
- The company could strengthen its undernutrition activities by further developing and distributing fortified foods for those with micronutrient deficiencies in countries with the greatest need, and by supporting programs to educate the undernourished on the benefits of consuming such foods.
- Mondelez derives nearly 40% of its revenues from emerging markets. The company could do more to boost its offer of affordable healthy products and harness local distribution models. Smaller servings at lower cost and the use of non-traditional retail channels, such as micro-entrepreneurs, are examples of possible strategies.
- Commercial and non-commercial undernutrition activities should focus on defined target groups, e.g. the most vulnerable population segments of children under the age of two and women of childbearing age.

Improving nutrition for all

The Access to Nutrition Index rates food and beverage manufacturers´ nutrition-related policies, practices and disclosures worldwide on a recurring basis.


Access to Nutrition Foundation
Arthur van Schendelstraat 650
3511 MJ Utrecht
The Netherlands
+31 (0)30 410 09 16



Bill & Melinda Gates Foundation

Ministry of Foreign Affairs

Robert Wood Johnson Foundation

© Copyright Access to Nutrition Foundation. All rights reserved. | Disclaimer | Legal | Privacy policy