• The number of Chinese youth who are obese has reached120 million. It does not help that many rural schools don’t offer nutritious meals and only 39% of all rural schools have PE equipment and even less schools have PE teachers.
• We also know that rural China has the second largest number of underweight children in the world and more than 128 million families live on less than $1 per day.
• Malnourishment has physical, mental and emotional effects, many of which are irreversible if allowed to persist.
• Also, as members of the CGF and its Health & Wellness Pillar, we are committed to the Pillar’s Resolution #3 – to help raise consumer awareness on health and wellness and energy balance to inspire healthier diets and lifestyles.

• We partnered with China Youth Development Foundation as well as various Chinese retailers (such as including China Resources Vanguard Co., Ltd. and Tesco China) and manufacturers and the Chinese Center for Disease Control and Prevention.
• We began by focusing on students (ages 6-12) at some 300 rural schools across China, as well as teachers and kitchen staff.
• The goal was to build the capacity of schools to offer nutritious meals and nutrition education, while empowering schools to grow vegetables and raise livestock through community gardens.
• This included building kitchens and offering nutrition education, physical activity and access to fresh foods. We also worked to train kitchen staff and teachers to ensure the programme was sustainable long-term, and the impacts far-reaching.

• Through this programme, we have seen:
  • Improved nutrition awareness;
  • Students and teachers are making better choices;
  • Expanded access to nutritious foods; and
  • Improved food safety.
• We are also monitoring results through our partnership with the Chinese Center for Disease Control.

• Campbell remains committed to meeting its public commitments through the CGF’s Health & Wellness resolutions:
  • 1.5 Providing healthier choices of products and services for a range of budgets;
  • 1.7 Promoting consumption of fruits and vegetables; and
  • 3.2 Encouraging and supporting our consumers of all ages to make informed choices and become more physically active.
• As such, we felt it necessary to partner with key customers to increase consumer demand for better for you foods and recipes and provide tools and resources for retail dietitians to promote healthy eating habits in their local communities.

• We partnered with Wakefern Food Co-Op to implement demo kits and recipes at the store and community level at more than 30 stores with resources provided to expand to 80 additional retail locations.
• Kits were also provided to regional dietitians at Meijer Supermarkets to be leveraged in their community outreach programmes and local media segments.
• These helped to:
  • provide better for you recipe demo kits (including recipes that use nutritious products, coupons to incentivise purchase, educational materials) that can be used to promote healthy eating habits in retailer communities; and
  • provide continuing education and insights to 80 of Wakefern’s store dietitians encouraging partnerships with manufacturers.
• We also distributed over 100,000 coupons for healthy products through our Healthy Communities Initiative in Camden, New Jersey.
• Our employees also got involved in supporting the community-based programme:
  • Global Nutrition, sales, and the activation team worked together to implement the kits as part of a larger health and wellness retailer partnership; and
  • employees and community partners have access to healthy eating materials, recipes, etc. through our www.campbellnutrition.com website.

• The kit is also available in digital format and can be used across multiple retailers.

• Increased promotion of nutritious products and recipes through media segments, in store demos, and community programmes, resulting in millions of impressions.
• Positive feedback and support from retail dietitians
• Products featured in retailer circulars, media and demos.
• Success of the campaign was tracked through tracking media segments, qualitative survey for retail dietitians that received the kit and coupon redemption will be measured at calendar year end.
• We’ve also learned how retailer and CPG partnerships provide an opportunity for effective and sustainable health promotion that can equally benefit consumers, retailers, and industry.

• The Give H2OPE to Others partnership aligns to both the CGF’s specific Health & Wellness Resolutions on Communication & Education about Healthier Diets and Lifestyles and on Access & Availability of Products and Services.
• The initiative enabled Walgreens customers to bring clean water to developing communities, simply by choosing to purchase specific products.

• We launched the campaign in partnership with Unilever. With each purchase of select Unilever products at Walgreens, five gallons of clean water was supplied to families and communities in rural Kenya.
• The water could then be used for drinking, basic household activities and drip irrigation.
• Walgreens colleagues were fully engaged with the Give H2OPE to Others campaign and were encouraged to support the campaign and proactively communicate the programme to their customers.
• Walgreens customers were able to track the impact of their purchase, and were given complete transparency as to the impact it made, which both incentivised and personalised participation.
• The campaign was also held in collaboration with innovative social enterprise Me to We.

• In just under six weeks, 17.2m gallons of water were generated. This provided funding for the drilling of a borehole in a village in Kenya, which will now provide an ongoing supply of clean water to the local area.
• The Me to We ‘Track Your Impact’ function enables customers to enter a unique code for each product purchased and see the individual impact of their action, and we found that this incentivised customers to take part, as they valued the personal involvement and transparency.
• Walgreens welcomes other partners for future programmes.

• A digital reward scheme that has incentivised patients to make healthy life choices, Walgreens Balanced Reward Program is aligned to the CGF’s Health & Wellness Resolution on Communication & Education about Healthier Diets and Lifestyles.
• To encourage partner involvement by providing incentives such as cost reduction and increased patient participation.
• To emphasise the pharmacy’s position as an ethical provider of primary healthcare services to local communities.

• Walgreens partnered with Novartis to provide Balance Rewards for Healthy Choices.
• The Walgreens Partner Balance Rewards Program utilised the Walgreens Connect digital platform.
• Novartis purchased Reward Points and then chose an activity to reward, such as weight loss.
• Participants could utilise a range of interactive modules, including: exercise, weight loss, tobacco cessation, diabetes and asthma.
• Participants who fulfilled a chosen activity were rewarded in real time, encouraging future interactions.
• Pharmacist-trained coaches were made available 24/7. An individual’s progress is tracked and personalised insights provided.
• The Walgreens Partner Balance Rewards Program and the Walgreens Connect app were also developed to benefit any manufacturer aiming to encourage patients to make healthy life choices.

• The programme has had a significant impact on patients and there are clear incentives for manufacturers to take part.
• Over 30,000 people use the Walgreens Balance Rewards Program, with over 80,000 goals set.
• Novartis reported strong results from the partnership. Participants on the weight loss programme lost an average of 1.5kg, with 27 percent losing more than 2.7kg. Diabetic and hypertensive patients using wearable devices were 7 percent more adherent; with biometric devices diabetic patient adherence increased to 11 percent.
• In total, 72 percent of participants in Balanced Rewards for Healthy Choices remained active after 12 months.

• The First 1,000 Days campaign aligns with the CGF’s Health & Wellness Resolution on Communication & Education about Healthier Diets and Lifestyles.
• The latest scientific evidence indicates that this time period is the most critical in impacting the healthy outcome of a child. The nutritional decisions a mother makes during her pregnancy and the first two years of the babies life are a greater determinant of health than genetics.
• The purpose of the campaign is to ensure this critical insight is accessible to all pregnant women and new mums in the UK.

• Boots UK and Danone partnered for the ongoing First 1,000 Days campaign.
• Expert advice provided to members of Boots UK’s Parenting Club, a club of one million members for mums-to-be and mums with babies up to two years old.
• Educational materials were provided to pharmacists.
• In store experiential events that focused on nutritional advice were held and advice and information provided in-store.
• Live Web Chat with Boots UK nutritionists was also provided.
• We also launched of new exclusive cereal bar that contains the optimum vitamins required in pregnancy.
• Boots UK is now holding discussions with other food, milk and healthcare suppliers regarding other potential partnerships to support consumer education and communication efforts.

• Pharmacists are increasingly able to support mums on key baby feeding conditions.
• Boots sales of special milks up 28.7 percent year on year.
• CPD modules accessible to 6,500 pharmacists.

• Nestlé, being the world’s leading nutrition, health and wellness company, is committed to promoting healthy diets and lifestyles in the Middle East region and globally, as published in the 2014 Nestlé in Society Report. Among several efforts to promote nutrition, health and wellness, and in line with its ambition to create good food moments and make a difference in consumer’s lives through healthier cooking habits, MAGGI launched the “1SpoonLess” initiative in the Middle East calling families to reduce 1 spoon of salt, sugar and oil in everyday cooking.
• The Middle East is a region where the burden of obesity and its health effects are prevalent, requiring a change in the eating habits across all age groups.
• Nestlé understands the health challenges of the region and ensures that our products, information and services cater to the latest nutrition recommendations for healthy living. MAGGI identified an opportunity to make a difference through promoting healthy cooking and reaching consumers across several channels, including engagement in retail.

• A cross-functional team from Nestlé Middle East was created, including the MAGGI brand team, creative agency, sales teams in eight countries, nutrition, health and wellness team and corporate communications. That, in addition to the key customers and retailers across 8 countries.
• Strong communications were used to invite and encourage people to start cooking healthier in addition to educating and showing them different and simple ways to start making a difference in everyday cooking. This happened through activation in retail with nutritionists present to provide expert advice.
• With the support and recommendations of our key customers and retailers through strong in-store presence, trade activations, in trade point-of-sale material (POSM) across the MAGGI culinary brand range, people were inspired and invited to adopt healthier cooking. Promotions included a recipe book providing nutritional tips on how to reduce 1 spoon of salt, sugar and oil everyday through healthy home cooked recipes and portion guidance.
• We collaborated with key retailers across eight countries, mainly Carrefour, LuLu, Panda, Othaim and Spinneys, to ensure excellence in execution of the campaign in trade through stands, POSM, events and activations that were customised and tailor made for each retailer.
• Through an internal office activation, our employees supported this initiative by making the commitment themselves to ensure their families start cooking healthier and reduce everyday intake of salt, sugar and oil, thus inspiring their communities as well.
• We partnered with 25 bloggers, influencers and journalists that spread the campaign further online, creating stronger advocacy bonds and conversation as well as across all our social media platforms.(#1SpoonLess).

• This collaborative action covered more than 760 stores across channels in 2015.
• 10 in-mall activations and 1500 nutritionist consultations.
• 500 in-store stands, sampled 47K cups in 44 outlets.
• > 800,000 recipe books diffused educating consumers on healthier cooking habits.
• 25 influencers activated #1SpoonLess on all their social media platforms (Instagram, Facebook…).
• Great feedback from retailers on the impact of the initiative in helping promote health and wellness in everyday cooking.
  MAGGI reached more than one million people educating them on how they can make a difference in their daily cooking habits!
• Further measures to be developed that show how consumers are committing to making a change and how it is impacting their daily lives.

• Ahold and Johnson & Johnson have partnered to deliver a unique in-store experience for diabetes household shoppers with the goal being to drive patient engagement, increase health literacy, improve medication/therapy adherence, and benefit health outcomes.
• The aisle reinvention will meet patient needs whether they are looking for cough syrup, have questions about snacks, or looking for ancillary products for their overall care.
• Ahold’s specially-trained Diabetes Care Pharmacists will have one place to take patients/shoppers to. This new set fits perfectly with Ahold’s initiative to better position itself to serve its customers with diabetes.
• This test-and-learn initiative aligns to CGF’s strategic imperatives:
  • communication and education for healthier lifestyles; and
  • product information and responsible marketing.

• Target: People with diabetes or caretakers of people with diabetes.
  Employee Involvement: Employees at each store have been made aware of this initiative and are encouraged to support shoppers or patients in the diabetes aisle. We believe the new diabetes set will be a powerful tool for the pharmacy team to utilise when engaging shoppers, leading to more meaningful conversations, increased support and education.
• We partnered with various departments and industry experts across both of our organisations including:
  • nutritionists;
  • pharmacists;
  • behavioural scientists; and
  • healthcare merchandisers.
• As the project progresses, we will evaluate the inclusion of other industry partners with expertise in this space. We welcome interested partners to reach out to us via the CGF.

• This concept is being tested in eight stores in various formats. We are conducting store level analysis, both quantitative and qualitative with shopper intercepts, to understand impact and improvement opportunities.
• Initial anecdotal feedback has been overwhelmingly positive. We look forward to analysing the final results in 2016.

• The work between our two companies has helped us move closer to implementing the Health & Wellness Resolutions #1 & #3, especially #3
• We want to help the communities we operate in to better understand their Visceral Fat Level and learn how to reduce body fat by improving diet and lifestyle choices.
• It was agreed that AEON were great partners for Kao to help educate customers on these two important health issues.

• First, we wanted to provide customers with an opportunity to learn more about these two issues and learn how keep motivated in their efforts to improve health.
• This was done in two primary ways:
  • measuring Visceral Fat Levels by using a Kao device; and
  • offering advice about lifestyle behaviour changes.
• Second, we wanted customers to realise the health benefits associated with these and in how better eating habits and regular exercise were vital in realising the health benefits.
• In order to achieve these, we held two public events that we open to all AEON customers (except children):
  • a Visceral Fat Measurement Session; and
  • a Healthcare Seminar.
• We also worked with the Local Government of Ooita Prefecture in Japan and the Japan Obesity Prevention Healthy Society. The Ooita Prefecture has the highest prevalence of heart-related health issues in Japan, so was the place to start.
• We also issued flyers in AEON stores and the event was on local media – TV and newspaper.
• We also ensured our employees were actively involved and supporting the events.

• A number of benefits have been realised as part of these efforts and customer surveys have emphasised their appreciation across the two events.
• For the communities/customers, of which more than 500 people were reached in three days:
  • customers better understood the facts behind their own Visceral Fat Levels with the help of visual data; and
  • they learned about the importance of reducing fat and the ease at which one can maintain a healthy level of body fat.
• For Kao, we were able to:
  • establish Kao’s healthcare event model co-operating with retailers and local governments;
  • improve the image of our company in the healthcare sector; and
  • we learned how to contribute to community health through our retail partnership.
• For AEON, they were able to:
  • provide customers with additional reasons to shop at the AEON Mall;
  • learn how to contribute to community health alongside their business partners;
  • improve the image of their stores with the local community; and
  • boost employee motivation levels around the support of customers and their health needs.
• For the local Ooita Prefecture, they could:
  • take positive steps towards achieving their goal of turning the Prefecture in one of Japan’s healthiest in the next 10 years; and
  • better understand the actual health levels and knowledge of residents in the Ooita Prefecture.

• Childhood obesity and under-nutrition remain major public health concerns. The nature of the problem is complex and driven by multiple social, cultural, economic and environmental factors. Addressing these challenges requires the combined efforts of scientists, academics, consumers, public health stakeholders, industry partners and national and international authorities. As a leader in nutrition, health and wellness, Nestlé has a critical role to play. That is why Nestlé has created United for Healthier Kids, a pioneering and comprehensive programme to help parents establish healthier eating drinking and lifestyle habits from conception to 12 years of age. The programme is implemented in Mexico, Brazil, Panama, the Philippines and the Middle East and we have a commitment to implement it in a total of 14 markets by end 2017.

• Programmes are run locally with the support of partners from the public and private sectors. These may be national authorities, scientific institutes, NGOs, media and communication companies or retailers, etc.Programmes require identifying a target population, understanding their health status and current behaviours, drafting the behaviour change initiative to serve public health objectives, developing the behaviour change solutions and messages, implementing, monitoring, evaluating and documenting.
• An infographic helps understand how the programme works in the Philippines and in Mexico.
• Programmes are locally relevant: implementation aims to address specific local needs.
• A global panel of independent scientific experts in health and nutrition guides the programme framework including content, measurement and monitoring and advises on areas for improvement.
• Employees are engaged in the local programmes through activities that range from helping parents cook with their kids and move more together.

• The programme was piloted in 2014-2015 in Mexico and the Philippines and rolled out to more markets in Sept 2015.
• Mexico:
  • In 2014, 5 million parents were reached through the United for Healthier Kids TV show on a weekly basis.
  • The five families that participated in the show underwent a detailed nutritional and health assessment before and after the show. Results were encouraging; for instance the consumption of fruit and vegetables increased by 120% in the adults of the families, and by 104% in the children.
• Philippines:
  • In Year 1, 18 million mothers were reached through the United for Healthier Kids campaign that generated a total of 150 million exposures. Response to the effort and nutrition content overall were positive.

• Nestlé launched the Nestlé Healthy Kids Programme in 2009 with the objective to raise awareness of nutrition, health and active lifestyles among school children.
• Nestlé is also supporting the EPODE International Network to disseminate the methodology, which has proven to be effective in reducing childhood obesity.
• Expanding from past experiences in the school set to a full-fledged Community-Based Programme in Romania was an important step towards the objective of building healthier communities.

• Nestlé partnered with SETS (Si eu traiesc sanatos or ‘I’m living healthy, too!’), a national movement initiated by the PRAIS Foundation. The movement is based on the EPODE methodology which not only promotes healthy lifestyles among families but also to adopt a holistic approach of mind & body and aims at changing the environment around the child.
• In 2014, Nestlé Romania continued the implementation of the SETS chapter addressing all Nestlé employees. An internal SETS newspaper was distributed, internal events were organised on the topics of hydration and quality sleep for children, as well as a sleep diary competition for children.
• In 2015, SETS internal interventions continued with a traveling exhibition that took place at Nestlé HQ in Bucharest and at the factory in Timisoara. 25 drawing were set for 3 weeks, along with posters to announce the exhibition and over 800 informational and educational materials for the employees’ families, specially designed for the kids, with information about a healthy life style and a balance nutrition.

• Between December 2012 and January 2013, PRAIS Foundation applied a questionnaire in 30 schools from Bucharest, on 677 first grade pupils about the lifestyle habits. At the end of SETS edition in 2016, another questionnaire will be applied on the same respondents.
• Also, at the end of each SETS edition, another questionnaire is applied in the schools in all SETS cities: Bucharest, Roman, Cluj-Napoca and Timisoara. This questionnaire is addressed to the teachers and it is about the implementing methodologies.

• As malnutrition and obesity continue to be public health concerns, we are committed to engage with communities to promote healthier lifestyles. This is part of our Creating Shared Value proposition.
• Nestlé implemented nutrition education programmes in Brazil, France, Russia and Portugal for 15 years. On that basis, in 2009 a global programme was launched with global guidelines and branding.
• Nestlé committed to implement Healthy Kids Programmes in 80 countries by the end of 2015.

• Programmes are run locally with the support of over 290 partners. These are national authorities, scientific institutes, sports organisations and NGOs. At a global level, Healthy Kids partners with the EPODE International Network and IAAF.
• An infographic and an animation help understand how the programme works. A series of Case Studies are also available on http://www.nestle.com/csv/case-studies.

• 76 million children from 73 countries were reached through Nestlé Healthy Kids in 2014 alone.
• Programmes are locally relevant by including the community in design and implementation to address specific local needs.
• Monitoring and evaluation framework and indicators are defined at a local level with the support of external scientific partners. For example, results of the pilot study in Lebanon were published in peer-reviewed journal and showed positive improvement in children’s eating habits and nutrition knowledge compared to a control group.
• A global Evaluation Committee reviews each programme on a yearly basis and advises on areas for improvement.
• Employees are engaged in 22 countries through activities that range from taking part in sports events with children and parents to building community gardens.
• Results are communicated externally at local and global levels. Healthy Kids progress is also communicated in the creating shared value report that is released annually.

• A Dementia Friend learns about living with dementia and then turns that understanding into action – A campaign run by the Alzheimer’s Society to challenge the way we think and act about this disease across the UK.
• A quarter of people in our community with dementia feel that they can no longer go shopping, despite it being the local activity that they enjoy most.
• We knew that M&S had to play a part in changing this for the better engaging our employees as part of our employee wellbeing programme.

• Ran a company wide engagement campaign using internal communications and social media providing employees with access to become a Dementia Friend (DF) via a simple 5 minute video and ‘knowledge card’ and ways to share how it made them feel and pledge action they would take.
• We worked with the Alzheimer’s Society to obtain high quality information and free Dementia Friend badges for all employees to wear with pride on becoming a DF.

• The campaign led by our Employee Wellbeing team saw unprecedented levels of engagement across the business.
• We were overwhelmed with the feedback from key employee voice groups, managers and social media on both the personal impact of the campaign and the impact on in store customer service awareness where 1 in 14 of our customer who are 65 or above will be living with this disease. Individuals have received service awards turning their training in to action and have taken on local community initiatives to drive Dementia awareness and support.
• The impact of the Dementia Friends campaign led to an annual Dementia Friends week on our Wellbeing calendar and investment in Dementia Friend Champions enrolling 85 representatives on to a 1 day champion workshop in October 2014 – with commitment to roll this training out across 2015/16 across every store.
• We have contributed to a number of external initiatives around Dementia Friends including collaboration on a national charter to support other Retailers to become more Dementia Friendly.

• The Healthy Communities programme embodies the company purpose. We share our work and community impact to demonstrate our commitment to health and wellbeing.
• We decided to first focus on our hometown of Camden, NJ where Campbell has been since 1869. It is a very challenged city with high crime and poverty. Upon building a model in Camden we are scaling to our other hometown communities.
• Campbell’s leadership decided in 2010 that we were in a unique position to do more for the health and wellbeing of the families and children of Camden, which has been our home for more than 145 years.

• The approach is based on Collective Impact: an approach to complex social issues that includes 5 criteria: A common agenda, shared measures, mutually reinforcing activities, constant communication and a backbone org.
• Financial investments against 4 strategic focus areas; leveraged relationships across multi sector stakeholders and leveraged funding from public and private sources.
• A director was hired to design and run the programme.

• Campbell has differentiated itself by creating a signature programme to “measurably improve the health of young people in its hometown communities by reducing childhood obesity and hunger by 50%.”
• Created a programme based on Collective Impact that has been scaled to two other CSC communities in OH and WA to date.
• We are seeing the needle begin to move on stabilizing and in some instances lowering BMI. We measure BMI and food insecurity annually and report incremental changes and outputs quarterly. We developed a measurement tool used by all of our partners.
• Employees are not only engaged but have built complementary programmes to extend the impact of the Healthy Communities program.me For example, Career Paths at CSC (we have a toolkit for this programme).
• Annual press releases on results, CSC website, HC annual report, blogs, video, speaking engagements and weekly community commitments.
• The Collective Impact approach has guided the work and is largely responsible for the success of the programme.

• Walmart and the Walmart Foundation strive to create a more affordable, accessible, healthier, safe and transparent food system.
• In 2011, Walmart put forward five public commitments around healthier food, which included reformulation of products, working to save customers money on fresh produce, increasing access to food by building stores in food deserts, launching an easy to understand “Great For You” icon to help identify healthier products and investing in nutrition education.
• In September 2014, the Walmart Foundation announced a renewed commitment to nutrition education, with the goal of reaching 4 million people over the next 5 years.

• The Walmart Foundation initially began investing in community based nutrition education programmes which could achieve scale and meaningful behavioural change.
• The new approach focuses on two key outcomes: increased consumption of fruits and vegetables, and an increase in the number of meals consumed at home. These indicators were chosen because of the depth of research available, the ability of community programmes to impact these behaviours, and the ability to leverage business assets.
• Programmes are supported based on their ability to drive towards these outcomes, as well as their ability to reach low income and underserved populations.

• Walmart and the Walmart Foundation have supported a wide variety of community programmes, such as:
  

  • cooking classes;
  • shopping tours;
  • classroom and after school-based programmes;
  • school gardens;
  • summer nutrition programs (in partnership with Park & Recreation departments);
  • Nnutrition classes at senior citizen centres and in underserved diverse communities; and
  • online learning formats.

• All grantees have transitioned to the new evaluation framework, strengthening the ability to create a community of practice for partners.
• Nearly 1 million people were reached through nutrition education partners in FY 2015.
• Results are communicated annually through our Global Responsibility Report.

• Physical activity is a key driver to have a healthy lifestyle. The sooner people start having healthy habits, the easier it will be to maintain those habits in the future.
• Kids are the future of our society, and one of the most important targets for us in Grupo Bimbo. Having them involved in physical activation initiatives will create a strong link between the brand and sports.
• In Grupo Bimbo we care for our society’s health and wellness.
• It also creates strong values like teamwork, fair play and respect.

• It’s an interscholastic soccer tournament and an unforgettable experience for children.
• It promotes physical activity and also creates strong relationships between school colleagues and also with children from other schools on every country.
• The eight finalist teams won regional championship trophies: a five-day soccer camp in Mexico City where they learned about soccer techniques and were given talks on different topics, among them nutrition.
• It’s an international tournament (USA, Mexico, Chile, Guatemala). The winning team of the tournament in Mexico won an all-experience paid trip to Orlando, Florida.

• In 2014, 41,357 boys and girls from 45 cities in Mexico took part in the Futbolito Bimbo tournament, which lasted 3 months.
• Inspired by the success of this project, other countries have held their own tournaments: Chile, Guatemala and the USA.
• In 2014, 11,725 children participated in these countries.
• In 2015 we are promoting this initiative again, and we hope to have a greater impact, reaching more children and having more countries involved.
• This year the Mexican champion will also win a trip to the US to play a friendly game with the US champion.

More information here.

• The Tesco Eat Happy Project is our long-term commitment to help 4 to 11 year olds children have a healthier and happier relationship with food. We believe that if children understand more about food and where it comes from, they can make better decisions about what they put on their plates when they grow up.

The Tesco Eat Happy Project is accessible to all 4 – 11 year olds across the UK.

• Our Farm to Fork Trails offer interactive, educational fun at a Tesco store or Supplier Partner’s farm or factory. Children learn how bread is made, taste new food and see how cows are milked.
• Our Online Field Trips are broadcast live from farms and factories across the globe. Children use technology in the classroom to stand in a muddy field and chat to real growers and producers.
• In partnership with the Children’s Food Trust, Let’s Cook helps to equip children with the skills and passion to cook, by exploring different recipes and ingredients in a fun and interactive way.
• £8 million was invested during the first year of the project.
• We have a team of nine people working on the project at head office. We also call upon the experience and expertise of our colleagues across the business.
• We work with Farming and Countryside Education (FACE) who provide us with a consultancy service. They share their expertise on running educational farm visits and provid training for our Supplier Partners before they deliver visits at their sites.

• 665,000 children had an Eat Happy experience, in the first year.
• There are 800 Trail Guides in our stores delivering Farm to Fork Trails.
• 96% of Trail Guides, who deliver Farm to Fork Trails in our stores, say they feel proud to work for Tesco, versus 74% all store colleagues. A clear indication that colleagues involved in the project are more engaged as a result.
• We worked with 70 Tesco suppliers, across 179 sites, who now open their farms and factories to children so that they can see, up-close, how eggs are collected and graded, how mushrooms grow in the dark or how peppers are grown and harvested.
• Teachers tell us that a Farm to Fork Trail provides their class with a memorable, learning experience. The children taste, smell and touch foods they haven’t experienced before.
• And parents tell us that their children are much more likely to eat a healthy meal if they’ve helped to prepare it.

• Unilever is committed to building awareness of the importance of looking after health health, as well as providing guidance on how to do so.
• A key risk factor for the development of heart disease is raised cholesterol.
• Although raised cholesterol is a key risk factor for the development of heart disease, research shows that in some countries up to six in 10 people actually do not know their cholesterol level.

• We have developed a number of different approaches to raise awareness of heart health, for instance, rolling out our It Takes a Village campaign, establishing National Cholesterol Days as well as developing and distributing cholesterol-lowering starter kits and digital tools. More and more of these activities are run in partnership with health organisations, such as the World Heart Federation.
• Residents of the villages and communities taking part in the initiative are educated, motivated and supported throughout their three-week cholesterol-lowering journey via a number of activities, including on-the-spot cholesterol testing (at the beginning and end of the period) that includes:
  

  • expert advice from a nutritionist and a fitness instructor;
  • hands-on cooking guidance and lessons from a well-known chef; and
  • community breakfast clubs.

• We started this intensive behaviour change programme in the village of Redueña in Spain in 2013. Since then, we have run it in a further nine countries (Germany, Greece, Australia, Brazil, Belgium, Ireland, South Africa, France and the UK).

• In 2014 alone, 150 million people were exposed to our media and PR communications around cholesterol-lowering. Some 990 people have already joined the intense three-week challenge, and 85% of those who took part succeeded in lowering their cholesterol.
• Lessons learned: promoting awareness of heart health and providing guidance on how to take action for consumers is often more effective when messages are communicated in partnership with health authorities than when promoted by a stand-alone brand.

• Many children around the world do not have access to basic dental care and education.
• The World Health Organization calls caries (cavities) the “most chronic global disease,” affecting 60 to 90 percent of school children and nearly 100 percent of adults.
• As a leading provider of oral care products, Colgate has the unique ability to address this major social issue and to educate and improve the oral health of children and their families.

• Colgate’s “Bright Smiles, Bright Futures”(TM) (BSBF) programme was launched in 1991 and is among the most far-reaching, successful children’s health initiatives in the world.
• Through BSBF, Colgate distributes toothpaste and toothbrushes and videos, books, software and activities in over 30 languages for use in the classroom or at home. Volunteer dentists visit local communities to conduct free dental screenings, treatment referrals and educate children and their families about the importance of maintaining good oral health.
• Colgate partners with government health agencies, non-governmental associations (NGOs) and dental associations to expand the reach of our programmes and oral care education.

• BSBF has reached more than 800 million children and their families across 80 countries since 1991, with a goal to reach 1.3 billion children by 2020.
• Through our partnership with the Ministry of Education and Training in Vietnam, we have reached more than 22 million kindergarten and elementary age children and trained 20,000 teachers across the country since 1996.
• Colgate partners with the Brazil Ministry of Health to train “Community Health Agents” to teach oral care and handwashing education in the community. Over 20,000 agents have been trained since the program’s inception, reaching 12 million people in more than twelve cities in Brazil.
• Colgate partnered with the New York University College of Dentistry and the Henry Schein Cares Global Student Outreach Program on a two-and-a-half year programme to improve the oral health of children across the country of Grenada. The programme reached children in all Grenada schools and resulted in an 80% decrease in tooth decay.
• A clinical trial in Thailand has demonstrated the importance of early intervention and education for reducing cavities, and the potential for school-based intervention to have a significant impact.

Many people find that eating vegetables and fruits is precious, and enhance mental and physical health through experience of delicious foods”.  This is AEON’s wish and AEON holds experience learning events of “hearing”, “looking at” and “eating” foods at stores regarded as “food materials libraries”.

Past events history, as well as contact and application information, is shown on the home page.

Typical Programmes are as below.

•  Programme at stores (90 mins), covering:
  

  • learning proper balance of eating;
  • shopping games;
  • cargo booking presentation;
  • quiz on vegetables;
  • food journey inside of the body; and
  • cooking a salad.

•  Programme at schools (45-60 mins), covering:
  

  • learning the proper balance of eating;
  • quiz on vegetables and fruits; and
  • easy cooking of a salad and tasting.

• The experience learning event was held in an elementary school at Aomori Prefecture in 2001 at the first time. Till Feb. 2015, they were held 245 times and approx. 11,500 children participated in them.
• The events were held 37 times in FY2014 and 2,120 people (both children and adults) participated in them.
• In FY2014, in addition to programmes for elementary schools, programmes for teachers, high school students and companies were implemented. The contents of programmes were mainly to learn proper balance of eating and to learn preciousness of vegetables and fruits.
• Children who experienced the programmes commented, “ I am going to eat more vegetables” and “I want to get over my dislike of vegetables”, thanks to what they learned at the events.
• Adults commented, “the programme is easy-to-follow, and to immediately introduce to my daily life” after learning about eating balance.
• Questioners after the programme (n＝1062) noted 18% of respondents eat more than 350g vegetables everyday, 41% as much as 350g, and 39% less than 350g. After the programmes, 69% of respondents understand the importance of eating vegetables with every meal.

• Recognising that all of us have a role in improving the well-being of our communities, The Coca-Cola Company (TCCC) joined food and beverage companies from across the United States to cut 1.5 trillion calories on the supermarket shelf by 2015.
• Working together across the food and beverage industry and with the Healthy Weight Commitment Foundation (HWCF), the Partnership for a Healthier America and the Robert Wood Johnson Foundation, we were able to exceed our goal and cut a total of 6.4 trillion calories.

The approach was based on the core belief that we can do more together than we can do on our own. TCCC, through participation in the HWCF Calorie Commitment project, continued to advance the “Golden Triangle” approach and engage business, government and civil society to work together to achieve the goal through a variety of practices  to effect positive change in communities large and small to not only meet, but exceed the original commitment earlier than anticipated.

The HWCF initiative brought together a diverse group of voices – from public health institutions to industry to civil society – and created a blueprint that is being used in other countries around the world.

Members in total were able to jointly cut 6.4 trillion calories out of the “calorie in” side of the balanced lifestyle equation, which nets out to a reduction of 78 calories per person in the United States per day.  In addition, we were also able to clearly communicate around our diverse portfolio of beverages, including our reduced-, low- and no-calorie drinks as well as our smaller, portion-controlled packages.

• 75% of the deaths in Mexico are associated with being overweight and obesity.
• Costs of not developing workable solutions to prevent overweight and obesity are estimated to exceed 200 billion pesos by 2018.
• There are those who believe certain products are the cause of the problem and actions taken to date have not resulted in meaningful change.
• Many experts have provided evidence that this multifactorial problem requires multi-disciplined solutions and all sectors must be part of the solution.
• Public affairs and communications has been responsible for driving the programme through the Coca-Cola Foundation with bottlers.

• The Golden Triangle Model of business, government and civil society working together has succeeded in driving this programme, specifically:
  

  • the Coca-Cola Foundation;
  • Movimiento es Salud Foundation;
  • universities and 3rd party experts; and
  • government authorities representing rducation, health and sports.

• Design, execution and measurement have been done by independent 3rd party experts (universities, etc).
• Participants receive information on their results, and recommendations/guidance wrt to exercise and diet.
• Materials and metrics are essential to success.

• The study began in 2013. Data to date show the prevalence of participants’ overweight and obesity has not increased.
• Fat percentage decreased 3 to 4 percentage points in 48% of evaluated participants.
• Fat percentage decreased over 2 percentage points in 69% of evaluated participants.
• Over 4000 evaluation centers were created.
• Cost of all bio-impedance scales was covered by Coca-Cola Foundation.
• Mexico has General Guidelines for Physical Activity approved by the Ministry of Health.
• Over 70% of the participants in this study are students, 6-17 yo.
• The President of Mexico will launch a new strategy against physical inactivity, promoting the evaluation of all government workers and expediting the integration of 20,000 full-time public schools.

Communication efforts included an International Forum which resulted in more than 251 publications, 1,857.236 USD Ad Equivalency, 274 Million impressions. There continues to be articles in the media.

Recommendations:

• A program of this magnitude must include the support and involvement of Civil Associations and government, in the areas of education and health, both at the regional, local and national levels.
• We have learned that to achieve a change in behavior and culture, it is essential to begin with schools, since this allows for measurements to be done every three months, and the students could have an hour of exercise daily in order to improve their results. This focus is absolutely necessary for ‘proof of concept’
• It is important to involve the parents, in order to ensure follow-up and support for both the diet and activity requirements

• Levels of physical activity (PA) among school children are alarmingly low. 30% max of the school population in the region is exposed to regular physical activity.
• In 2006 our Latin Center Business Unit launched the programme Apuntate a Jugar (Sign to Play) to promote PA through movement and play in primary schools. The programme required more science behind it and effective measurement. These requirements were added and the programme was renamed, Hora de Moverse (Time to Move).
• The programme is promoted by the marketing, PAC and technical (SRA) functions in the Latin Center.

• We contacted the CDC for the global expert on physical activity for children. We were directed to the Department of Exercise Science at the Arnold School of Public Health, at the University of North Carolina.
• The University of North Carolina developed the programme, trained the trainers, development the measurement criteria and will aggregate local data and produce a final report.
• This AHL Program is a Grassroots un-branded programme.
• It is inclusive and benefits children regardless of gender, physical health and activity level.

• The programme is in its first year of implementation.
• Goal: 10 main markets in 2015. 500k children during the first year of implementation.
• Data collection launched this year. Goal: to demonstrate the impact of one hour of moderate to intense physical activity on children participating in the children.
• Local authorities, particularly Ministries of Health, Education and Sports are supportive of the initiative.
• “Lessons Learned” so far:
  

  • securing the support of the authorities is key; and
  • measuring is imperative, but difficult to execute at the beginning.

• Each country launch involves a ceremony and a press conference. Further communications are being developed.
• Supporting government authorities are updated on progress on a regular basis.
• No employees involved so far.

• Physical activity (PA) delivers a range of health and well-being benefits—both physical and mental. Further, it is an essential component of energy balance and thus weight management, but is also contributing to mental well-being and is important for social cohesion.
• PA is increasingly recognised as a global health pandemic which warrants specific interventions to optimise the health and well-being of the public globally.
• Health care professionals have an opportunity to improve population health and prevent disease states by routinely prescribing increased PA for patients/clients who are not getting enough activity. In short, to make PA a standard in healthcare.

• The Coca-Cola Company has a commitment to support active, healthy living programmes in the 200+ markets globally we operate in.
• These programmes are conceived and implemented in close partnership with professional organisations and community-based stakeholders that know what works best in their local settings to address the barriers to being more physical active/increasing PA.

• Best Practice: EIM, is currently in 43 countries and has eight regional centres.
• EIM was founded by the American College of Sports Medicine in 2007 with The Coca-Cola Company (TCCC) as a founding sponsor. Based on interest in the healthcare community it became a global initiative in 2010. In 2014, the EIM on Campus programme was launched to encourage colleges to implement the EIM Solution to reach students. Recently, the The Exercise is Medicine® Solution has been launched to further advance PA as a standard in healthcare.
• EIM provides resources to meet the needs of physicians, exercise professionals and community leaders in regularly assessing PA levels and offering specific activity programs based on individual needs.
• Support includes training sessions and tool kits for professionals, educational materials that can be shared with patients and advocacy for the value of exercise in preventative health. Additionally, representatives strive to share the evidence-based science regarding the role of exercise in health, well-being and chronic disease prevention.
• To date, EIM has trained over 21,000 professionals and through that network has impacted over 22.9 million people.
• TCCC continues to support EIM by providing introductions and contacts within the countries to accelerate EIM’s global expansion and through unrestricted educational grants to enable communication and raise awareness of the EIM principles.

• Physical activity delivers a range of health benefits: it is an essential component of energy balance and thus weight management, but also contributes to mental well-being and is important for social cohesion.
• Physical inactivity is increasingly recognised as a discrete public health challenge in itself; one which warrants specific interventions.
• Worldwide, 80% of adolescents aged between 13-15 years do not achieve the recommended levels of physical activity (Hallal et al, 2012). Against these guidelines, the proportions of physically-inactive children and young people tends to rise with age, 13yo to 15yo to be a particular vulnerable age group (HBSC survey).

• The Coca-Cola Company has a commitment to support active, healthy living programmes in the over 200 markets in which we operate globally.
• These programmes are conceived and implemented in close partnership with community-based stakeholders that know what works best in their local settings to address the barriers to increasing physical activity among the public.

• Best Practice: Olympic Moves, the Netherlands.
• An inclusive, school-based, multi-sports programme with a specific objective to inspire teens to move more and stop the decline in sports participation after age 13.
• Olympic Moves was founded by Coca-Cola Netherlands in 2003, in partnership with the Dutch Olympic Committee and KVLO, the national umbrella organisation of physical education teachers.
• Olympic Moves aims to help young people experience the benefits of an active lifestyle by playing sports together – many for the first time. The games celebrate the value of participation, with students choosing from 18 different sports such as badminton, tennis, street dance and swimming. Regional competitions take place during the school year and culminate with a festival in the iconic Olympic Stadium in Amsterdam just before summer break.
• The 2014 edition saw 150,000 students from 300 schools participate, reaching almost half of all schools in the Netherlands. Olympic Moves is the nation’s largest school programme promoting physical activity.
• Of those who participated, over 90% said that Olympic Moves had gotten them more involved with sports.
• 80% said that Olympic Moves made sports really fun.

• Reason of the engagement is the comparatively high proportion of obese children and adolescents in the population of Turkish origin and the lack of dedicated obesity prevention projects for this target group.
• In 2012, Mars Germany was a founding member and active supporter of LALE. Together with partners from politics, economy and society, the NRW Consumer Protection Ministry introduced the initiative “Lale – iss bewusst und sei aktiv” (eat healthy and stay active). With the initiative, the participating cooperation partners strive to make their contribution to preventing obesity in families of Turkish descent.

• The initiative Lale – iss bewusst und sei aktiv! specifically targets families of Turkish descent. The initiative is supported by altogether nine official partners, among others the Ministry of Consumer Protection in North Rhine-Westphalia, the Ministry of Health in NRW and the Federation of Turkish Parents Association (FÖTEV e.V.), and the Consumer Advice Center in North Rhine-Westphalia.
• Trained bilingual nutrition and physical activity experts convey their knowledge in LALE courses specifically tailored to the needs of families of Turkish descent – in both German and Turkish. Workshops and information material are aimed specifically at parents and grandparents, and thus indirectly at the whole family, while respecting and taking into account their cultural background.
• In the three years of development and intervention stage, a comprehensive concept of trainer and course manual was generated that now forms the base of the LALE-courses. Every measure contains nutrition and physical activity elements. Within the project, qualification measures for bilingual experts as well as courses for Turkish parents and information and PR material are implemented and further developed.
• More information is available at: www.lale-nrw.de,  by downloading the attached Lale Fact Sheet and via the below presentation (download ppt file).

• Today the Lale programme is certified. Finalising the concept certification in line with the GKV prevention guidelines opened the opportunity for a sustainable continuation of the trainings without additional external funding in the future. German statutory health insurers can begin promoting bilingual Lale courses. This enables participants to claim a reimbursement from their health insurer.
• Evaluation by an external research institute (futureorg) showed the following impact (t0 at start of Lale course, t1 after 3 months):
  

  • >80% Satisfaction with Lale courses;
  • t0/t1 comparison showed significant changes in nutritional habits: in t1 80% said they use the “AID nutrition pyramid” (vs 11.8% in t0);
  • in t0 1/3rd of the participants knew the BMI of their children, in t1 this figure was raised to >70%;
  • in t1 more than 80% included their children in cooking procedures (vs 54% in t0); and
  • in terms of physical activity respondent answering they never do any pa with their children t1 showed a significant improvement (t1: 3.4% vs t0: 20%).

• With regards to external communication:
  

  • the LALE homepage is available in both German and Turkish; communications were focused on the Mars newsletter and through the channels of our partners; and
  • a Media Event for was also hosted to launch of Lale programme, welcoming the Minister for Consumer protection NRW.

• The Diabetes Clinical Intervention campaign helps us to align with the CGF’s Health & Wellness Resolution on Communication & Education about Healthier Diets and Lifestyles, by promoting patient medication adherence and successful diabetes self-management through counselling, instruction on injection technique and dissemination of product information.

• The campaign launch involved pharmacists at Walgreens across the US and in France at 200 Alphega pharmacies.
• Our partner, Sanofi, supported the campaign by providing interview guidance, financial support and training to 200 Alphega pharmacies in France and to Walgreens pharmacies across the US.
• Diabetes patients who are treated with insulin were provided interviews with pharmacists.
• Interviews were held to enable pharmacists to improve patients’ understanding of both their illness and their treatment.
• Training, via a webinar and educational materials, was provided to pharmacists and pharmacy staff.
• Educational materials were also provided to patients and customers.

• Optimising the clinical acumen of pharmacists has helped with the education of NTT insulin-dependent patients on proper injection methods, to help ensure patient medication compliance and persistency.
• Expected to involve around 500,000 patients in the US. Equates to approximately one intervention per Walgreens store per week.
  Recently launched in France, the campaign has so far received 100
• percent positive feedback from pharmacists, due to the perceived benefit to patients and the quality of support and tools provided.

• There are 2.5 million people in the UK today living with cancer; an increase of almost 500,000 in the previous five years. By 2030, there will be four million people living with cancer in the UK. The purpose of the campaign was to reach everyone who needs support, including the family, friends and carers of people affected by cancer.
• The strategic cancer care partnership aligns with the CGF Health & Wellness Resolution on Communication & Education about Healthier Diets and Lifestyles.
• The Boots MacMillan partnership was launched to help make expert cancer information and support accessible to everyone in every community across the UK.
• Boots has demonstrated a commitment to extending the role of pharmacy professionals as a primary health provider and its team of pharmacists and pharmacy support colleagues are passionate about providing expert advice and healthcare services.

• Boots began an ongoing collaboration with Macmillan Cancer Support.
• The campaign was designed to deliver innovative services and localised support in communities in the form of more than 2,000 Boots Macmillan Information Pharmacists and over 470 Boots Macmillan Beauty Advisors.
• Cancer information has been made easily available in Boots stores and online channels. In addition, training has been provided for all Boots’ healthcare teams.
• Boots has 60,000 colleagues across the UK and they have shown incredible support to Macmillan through engagement with the charity and through fundraising activities. Since 2009, Boots has raised over £10m to support the fight against cancer.

• Macmillan Cancer Support estimate that Boots Macmillan Information Pharmacists and Boots Macmillan Beauty Advisors reached 66,000 people living with cancer in 2014. In addition, many thousands of customers were supported through Boots stores and the provision of information.
• The uniquely positioned partnership provides accessible and convenient ongoing support, advice and information to people affected by cancer across the UK.
• By improving access and connecting people to Macmillan Information in stores, Boots can continue to support patients at every stage of their cancer journey, all within a trusted and familiar environment to help ensure no one faces cancer alone.

• In alignment with the 3rd Health & Wellness Resolution, DIA Brazil decided to participate, as a donor, in the “Mesa Brasil” Project, a food banking initiative developed in Brazil that fights hunger, reduces waste and helps the environment.
• DIA decided to become a donor in this project as it represents an interface to the problem of hunger, allowing us to efficiently address the issue in the community where we do business and live. Given that the food waste for our industry is a surplus of food for other parties, we see ourselves, and the industry, as a critical player with vital resources to break the cycle of poverty and function as a bedrock of stability in the community.

• DIA Brazil joined the “Mesa Brasil” Project, which was developed by a non-profit organisation of the state of Sao Paulo, called Social Service for the Commerce organization (SESC).
• The “Mesa Brasil” Project congregates companies, social institutions and volunteers to receive food donations, transport them and provide meals to undernourished people.
• “Mesa Brasil” is an essential part of the solution not only for alleviating hunger and improving food security but also for promoting the enhancement of life quality of those people served by the social institutions.
• With food banks being an efficient link between food waste and hunger, in 2015, DIA Brazil donated more than 150,000 kilograms of food through its distribution centres.
• At the beginning, just one distribution centre in Sao Paulo started donating food to “Mesa Brasil”. However, the relationship developed extremely well, and our employees felt proud of not only managing food waste better but, most importantly, also helping others by alleviating their hunger. As a result, our six other distribution centres currently operating in Brasil started participating in the programme.
• The programme is now an important part of the indicators of our social responsibility division in Brazil that evaluate every project that is carried forward and develop new projects to enhance our participation and wellness of the community.

• In 2015, a total of 4.3 million kilograms of food were collected by the “Mesa Brasil” Project and, consequently, more than 170,000 people have received meals through 730 social action institutions.
• We’ve seen a +23% yearly increase in tonnes of food donated in 2015 and +19% yearly increase in number of donating companies, with the total growing to 640 companies.

• Grupo Éxito have implemented numerous actions in health and nutrition through different areas. To generate greater impact on stakeholders, the company decided to integrate and articulate these efforts in an independent, more focused strategy.
• After a diagnosis of the nutritional actions within the company, the results were articulated in agreement with the company’s sustainability strategy. As a result of this, the Presidential Committee approved the Company Nutrition Policy in November 2014.
• The Commercial Department, through the quality and nutrition areas, began working with the Éxito Foundation and the company’s human resources and marketing teams to collect and organise the information required to prepare the policy.

• During 2015, the Nutritional Policy was launched and communicated to internal and external stakeholders. Also, the strategies, indicators and targets were established and started to be executed.
• 5 strategies that aim to improve health and nutrition of our stakeholders were developed: Gen Cero, healthy workplace, sustainability of the food chain, nutritious and healthy food, and nutrition education to clients.
• The policy includes all of our stakeholders, including vendors, employees, costumers and the communities we serve.
• Information was made available on the different programmes within the company, nutrition specialists and diagnosis tools were also made available, and media were utilised to help communicate results.
• The company’s Sustainability Report was also used to communicate the positive results.

• Benefits of the programme include:
  • all actions within health and nutrition are now fully integrated within the company;
  • sustainability indicators within the company were improved; and
  • the company’s much clearer focus/goals around its commitments on food and nutrition issues.
• Through investment in the “Gen Cero” strategy, a number of employees benefited from the wellness programmes. We’ve also seen an increase in purchases to small and medium local producers to ensure sustainability of the food chain.
• We have seen increased sales of organic products
• Innovation in private label products with nutritional and health benefits and increased number of products within the healthy portfolio.
• The coverage of information and communication campaigns has increased as well as an increase in relevant interactions generated within our networks.
• Based on these results, the company recommends that health and nutrition actions should be integrated in a unique strategy in order to generate greater impact on stakeholders.