WHY THIS RISK AFFECTS US
Millions of people eat our products every day. We have a duty to make food that is safe for people to eat and is clearly and correctly labelled.

WHAT MIGHT HAPPEN IF WE GET IT WRONG
Failing to make safe products or label them accurately would damage our reputation in the industry and could also, ultimately, jeopardise the industry's long-term prospects.

HOW WE MITIGATE OUR RISKS
We use Hazard Analysis Critical Control Point (HACCP) principles to identify the food safety controls required in our businesses. All operational staff are trained in food safety using documented procedures derived from the HACCP plan. We ensure compliance through audit of our sites and our suppliers of key raw materials, using a combination of internal and external food safety experts.

PROGRESS
We have continued to invest in food safety processes in order to remain leading class in this area.

Risk management in action:
In July 2012 one of our sites was the subject of a malicious and isolated act of contamination. Our risk management processes prevented any contaminated products from leaving the factory. We took additional steps by installing CCTV and encouraging employees to use our new 'Speak out' service. For more information see our responsibilities

WHY THIS RISK AFFECTS US
We have a duty of care to take every reasonable step to secure and protect the H&S of our employees across the Group. A relatively high proportion of our employees (over 80%) work in fast-moving manufacturing environments.

WHAT MIGHT HAPPEN IF WE GET IT WRONG
Compromising on the H&S of our 19,000 employees would damage our reputation within the industry and would further impact the business through loss of employee trust.

HOW WE MITIGATE OUR RISKS
Our Group Technical Director is responsible for the Group's H&S policies and performance and is supported by the Central Technical team which provides specialist expertise in key areas including H&S. H&S KPIs are reported monthly to the Management Board.

The team's role is to embed and monitor sound H&S practices and standards across the business and to develop a proactive accident prevention culture across the Group.

PROGRESS
Our key H&S measure is Major Accidents per 100,000 employees. In 2012 our performance improved by 26% and we continue to perform significantly better than the average for the food and drink industry. Our total number of accidents also fell by 10% in 2012.

WHY THIS RISK AFFECTS US
We have a highly experienced senior management team which is passionate about the business and whom we consider to be a key competitive strength.

WHAT MIGHT HAPPEN IF WE GET IT WRONG
We would be unable to fulfil our strategic growth objectives without the recruitment, development and retention of talented and committed people who understand and respect our values.

HOW WE MITIGATE OUR RISKS
We communicate our values internally in order to provide our employees with a cohesive framework. We recruit, appraise, reward and develop our employees against these values. We are committed to 'growing our own' people and provide relevant training to help our employees reach their potential. We have developed a 'talent pipeline' of employees based on performance and potential and we identify opportunities for them to grow within the business.

PROGRESS
In 2012 we relaunched our values across the Group.

For the fourth year in a row we have hit or exceeded our employee retention targets, achieving retention rates of 90% for managers and 92% for site-graded employees in 2012.

We filled 45% of our vacancies internally in 2012.