为系统性培育合规文化，亿滋国际建立轮训机制，实施线上线下结合的培训计划，深化员工对公司核心 政策的理解。除正式培训外，公司还在全球及各区域定期开展宣传活动，持续强化员工的合规意识与道 德决策能力，以动态应对不断变化的合规风险环境。成效层面，2024年公司举办约90场互动式合规直播 课程，约4.3万名员工以在线形式完成了相关培训。 在权益保障机制建设上，亿滋国际秉持公平原则，通过公司的合规与诚信计划，为员工、承包商和分包 商提供可及的投诉机制。公司提供覆盖超过90余个国家/地区的免费热线及在线网络举报平台，支持保 在合规意识深化方面，亿滋国际制定并持续更新具有约束力的《行为准则》，将其作为公司合规与诚信 计划的核心组成部分。该准则提供约32种语言版本，明确每位员工依法合规开展业务的责任，涵盖网络 安全、人工智能、人权、社交媒体、制裁与贸易法以及反洗钱等关键领域的操作指导。为确保持续贯 彻，所有员工每年必须接受《行为准则》培训，阅读、理解并严格遵守准则内容，同时签署书面确认书 以示承诺。 文/华夏ESG观察联盟 企业介绍 亿滋国际（纳斯达克：MDLZ）在全球150多个国家和地区为消费者提供零食。2024年公司全年 ...

Group 1 - Shanghai is focusing on high-quality development and aims to become a world-class modern international metropolis, enhancing its appeal for global goods, especially high-quality and diverse food products [1] - The city welcomes global food companies like Mondelēz International to participate in the development of Shanghai's food industry, improve their headquarters capabilities, and integrate deeply into local supply chains [1] - Mondelēz International, ranked 436th in the Fortune Global 500, is a leader in the global snack industry and has established its Greater China headquarters in Shanghai [2] Group 2 - The CEO of Mondelēz International expressed that Shanghai represents future trends and is often ahead of the global curve, making each visit a learning experience [1] - The company aims to seize growth opportunities in the Chinese market, enhance consumer experiences, and share insights from China with the global market [1]

Core Viewpoint - The article discusses the balance between globalization and localization in supply chain management, emphasizing the importance of local innovation while leveraging global resources [3][4]. Group 1: Globalization and Localization - The relationship between globalization and localization requires a better balance, focusing on local consumer needs while utilizing global advantages [3]. - The company has achieved over 90% localization in packaging materials and raw materials in China, with 100% localization in biscuit production technology [3][4]. Group 2: Product Development Trends - The snack industry shows distinct market characteristics, with Chinese consumers preferring less sweet products due to health concerns, leading to the development of thinner, less sweet Oreo products [5]. - Local product development can inspire interest in other markets, showcasing a trend towards healthier snacks globally [5]. Group 3: Supply Chain Maturity and Challenges - The AMEA region faces varying supply chain maturity levels, with a need for patience in improving factory standards [6]. - The collaborative environment in China, supported by government and suppliers, is unique and not easily replicated elsewhere, highlighting the need for patience in global expansion [6][7]. Group 4: Talent Development and Leadership - The company employs two methodologies for talent development: "hunting" for specialized skills and "farming" for building foundational capabilities [9][10]. - Female leadership is emphasized, with a focus on establishing a unique leadership style and overcoming feelings of inadequacy [11]. Group 5: Lighthouse Factories and AI Integration - The Suzhou factory is recognized as a global lighthouse factory, showcasing advancements in employee engagement and technology integration [12][13]. - Future AI applications are expected to enhance decision-making processes and optimize supply chain efficiency [14][15]. Group 6: Future Supply Chain Challenges - Key challenges include building a flexible supply chain, ensuring sustainability, and engaging the new generation of workers [16]. - Recommendations for supply chain professionals include focusing on loss reduction, maintaining a broad perspective while addressing specific issues, and fostering collaboration [17][18][19].