Who We Are – Meet Our Mission, Values, and Team

Define our mission in one sentence and demonstrate it in every on-site action. Our electrical teams translate this promise into reliable installations on factory floors and in clean spaces, with clear milestones and quarterly reviews to track progress.

We build values around safety, integrity, accountability, and continued improvement. We identify risks earlier in planning and apply related standards to guide site activity. Our team manages ppas and energy contracts transparently to protect customers and our companys reputation.

Meet the team: engineers, project managers, and field specialists who coordinate on-site execution. Our cross-functional model spans product development, sourcing, and client support, with approximately 180 professionals across three factory spaces and regional offices, tackling the biggest challenges at every stage.

Values in practice: customer-centric collaboration guided by safety-first culture, transparent reporting, and rigorous QA. We keep a clean supply chain through close vendor reviews, cross-checking equipment specs, and regular site audits to reduce the risk of downtime. By planning ahead, we keep down times minimal and resources aligned with demand.

Where we source from: our on-site teams manage a balanced mix of local and related suppliers. Our factory-scale procurement uses a structured process with approximately 60% domestic and 40% international sourcing, and we run ppas reviews to optimize energy contracts and reduce long-term costs. This complex approach keeps projects delivered on time, where possible, with clear milestones, and it reinforces our companys long-term position.

Who We Are: Mondelez International – Mission, Values, and Team

Adopt a mission-first approach to guide every decision across our global teams. The heart of Mondelez beats through a collective effort that makes products made with care and supporting communities where we work.

Specifically, our mission aims to nourish moments of joy and health while improving our environmental footprint. We assess performance through region-level dashboards, tracking levels of waste reduction, responsible sourcing, and product quality. Mondelez produces a portfolio of snacks consumed by people around the world, with brands seen in thousands of stores. In september, leadership signed a pledge to increase transparency and align near-term plans with regional needs.

Our team blends company-owned and partner operations, with cross-functional roles that coordinate product development, marketing, and supply chains. This collective effort links dedicated colleagues from engineering to field sales, ensuring our values are lived across developing regions and industrial facilities alike. This creates a direct link between shop floor realities and company strategy. These accelerated learning loops turn field insights into scaled actions across the globe.

We are charging ahead da developing new products that meet consumer demand while maintaining nutrition and flavor. This includes improving energy efficiency in industrial facilities, expanding responsible sourcing in every region, and signing new supplier agreements that support local communities. Our near-term targets map progress across levels of the organization and, this year, guide what we accomplish.

How Mondelez International Fulfills Its Mission, Values, and Team Structure

Align the mission with measurable metrics across the life-cycle and empower teams to act with accountability.

Mondelez translates its mission into action by focusing on source-quality and protein options that meet consumer needs while reducing footprint. The team identifies every touchpoint–including sourcing, packaging, and distribution–and implements changes that lower risk and include measures to improve impacts. We keep government standards integrated and use a data-driven approach to track compliance and performance.

Our team structure rests on cross-functional squads anchored in markets and supported by global centers. Each squad includes R&D, procurement, manufacturing, marketing, and regulatory experts, with a clear ladder for career progression. Services such as sustainability, ethics, and quality management provide shared support to ensure consistent practices across the life-cycle.

We implement a set of metrics to quantify impacts: energy and electrical use, water, waste, and packaging footprint; product quality and safety; cost and revenue growth; and social metrics for supplier ethics. Action plans translate insights into steps that are actively tracked and measured in project dashboards. Each project must deliver tangible results within a defined life-cycle stage and align with annual targets.

april governance reviews consolidate progress, adjust risk plans, and reallocate resources to high-priority projects. We start from a source-based risk assessment and ensure compliance with government requirements. The team uses a life-cycle perspective to optimize each product’s footprint while maintaining service quality.

To reinforce this model, leaders map responsibilities, keep data accuracy, and create clear reporting lines that connect mission to daily actions. The ladder enables career growth for specialists and leaders, ensuring the team remains aligned with values while delivering measurable business results.

Mission in Action: Translating Purpose into Daily Decisions

Log three daily decisions that move toward zero-emissions, assign a site owner, and report results weekly.

In January, we piloted this approach at seven sites across America, with investments directed toward alternative materials and process improvements. We measure emissions and cost impact in a single context to ensure clarity for every employee.

1. Decision capture and flagging: Each shift, an employee points to the top action and flags it on the open dashboard. The flag signals priority, and a one-line letter to the team explains the action and expected emissions impact.
2. Materials and procurement: Compare two options for each component, prioritize alternative materials with lower embodied emissions, and publish related data to suppliers whenever possible to enable open collaboration.
3. Operations and energy: Optimize routes, reduce idle time, and accelerate generation of on-site clean energy. Adapt equipment use to cut energy and emissions while preserving economic viability.

Over time, we originate decisions from our vision, guiding choices toward tangible results. The force of daily decisions builds resilience across all sites in America, and the learning loop remains open to feedback from every employee. We will publish a monthly letter that highlights progress, challenges, and next steps, ensuring transparency and accountability for all stakeholders engaged in this mission. As pointed out by field teams, the most effective actions cut emissions and deliver measurable cost savings.

Quality in Practice: Standards for Taste, Safety, and Consistency

Implement a time-bound sensory and safety verification protocol across the supply chain with a shared standard, clearly defined scope, and mechanisms for rapid adjustment.

Align with policy signals and stakeholder expectations to secure political and market support, ensuring the focus remains on major risk areas and progress on decarbonization through measured efficiencies.

Structure and shared responsibility ensure continuity of data and accountability. Always include farmers and plant varieties in the decision loops, providing the support they need to maintain quality as developments occur and to replace outdated practices with evidence-based controls.

Taste discipline relies on a standard sensory protocol, an engaging panel process, and a weight on consumer relevance. Build a robust descriptor set, calibrate instruments, and include seasonal adjustments to preserve a consistent profile across products and time.

Safety discipline requires a formal HACCP-style plan, risk assessment at each node, and time-bound verification of critical controls. Use a clear risk map, with mechanisms to document deviations and corrective actions, and replace any process that cannot meet safety thresholds.

Continuity of data and structural governance keep audits and trends visible. Create a shared data structure that stores batch-level results, with access for farmers, processors, and retailers, and establish routine reviews to keep actions aligned with the standard.

With these elements in place, the network of farmers, plant producers, and market partners gains a clear, trust-based framework for taste, safety, and consistency that supports weight on consumer outcomes, reduces risk, and accelerates improvements.

Social and Environmental Responsibility: Real Projects Across the Supply Chain

Focus on a defined, scalable program that uses measurable targets to reduce social and environmental impacts across the supply chain and deliver clear value to communities and customers.

Leading suppliers align with danone standards, and current projects cover energy, materials, and social footprints through a ladder of milestones and annual reviews, pursued responsibly.

In manufacturing, electrical energy efficiency drives savings; we install energy monitors, set temperature controls, and adapt to local weather patterns to cut waste and ensure materials used meet defined sustainability specs. On average, energy intensity per unit output declines over time.

april updates show progress versus baseline, with measurable reductions in energy use and packaging waste, while data covers both direct and value-chain impacts.

These projects build resilience across the supply chain; over time, transport optimization, reusables, and packaging redesign create opportunity for suppliers to reduce costs while improving worker safety and community benefits.

last year, pilots in upstream farming, packaging, and local distribution demonstrated that annual reporting can translate into concrete actions, with the ladder of improvements guiding teams from trial to scale.

These efforts support a focused path to reduce weather-related risks and temperature fluctuations affecting production, while keeping the current workforce engaged and involved.

Integrity and Collaboration: Building Trust with Partners and Consumers

Implement a transparent disclosure framework aligned with guidelines to build trust with partners and consumers. Establish a baseline of metrics and publish updates that show measuring impacts and progress, ensuring stakeholders see our commitment in concrete terms.

Move collaboration forward by funded programs that share related data with investors and partners. Set a clear target, explain pricing implications, and report outcomes with quarterly updates to show how efficiencies compound across the sector, aiming for outcomes that benefit all stakeholders.

Establish pricing transparency that reflects value and protects consumers, with guidelines that are easy to audit. A 6- to 12-month plan can shift pricing gradually while maintaining access, with a target to reduce variability than previously observed.

Measure the economic footprint of our operations and compare against a baseline to capture change over time. Track efficiencies, impacts, and cost drivers, and share these updates with investors and partners to drive informed decisions across the sector.

We own the data we collect and the policy allows access to related insights from our owned datasets in a controlled way. This approach ensures only authorized sharing and keeps privacy and competitive safeguards intact while enabling actionable decisions for partners and consumers.

Establish governance with a clear cadence: quarterly updates to investors, monthly measuring dashboards for teams, and periodic public reports. This structure anchors contribution to economic growth, aligns to baseline metrics, and guides continuous improvement across the sector, prioritizing transparency and collaboration.