Nestlé in society Creating Shared Value and meeting our commitments 2015

Nestlé in society:
Creating Shared Value
Nutrition, health
and wellness
Rural development
Water
Environmental
sustainability
Human rights
and compliance
Our
people
Investment G4-DMA, G4-HR2, G4-HR4, Assessment G4-DMA, G4-HR9
Our achievements in 2015
We held two stakeholder convenings in 2015 – one in London,
UK, and one in Washington DC, USA – where we discussed
human rights-related issues with expert stakeholders as part
of dedicated breakout sessions. In Washington DC, we
presented our stakeholders with the new list of our salient
human rights issues to get their feedback and inputs.
On the industry front, as part of the CGF’s new
Sustainability Steering Committee, we actively promoted a
resolution on forced labour that is aligned with the UNGP. We
also contributed to a webinar organised by the WBCSD on
human rights reporting, sharing our experience in piloting the
new UNGP Reporting Framework. As part of the UNGC, our
Group General Counsel actively participated in the work that
led to the development and release of the Business for the
Rule of Law Framework and the Guide for General Counsel on
Corporate Sustainability.
Pillar 3: Training and awareness raising
Our approach: we develop the awareness and the skills of our
employees in order to make their work-related decisions and
actions aligned with human rights.
Our training is delivered at two different levels. At the global
level, we have developed an online human rights training
module for Nestlé employees. The objectives of these modules
are to:
• Make all employees aware of the company’s position
regarding human rights and inform them about the relevant
Nestlé policies and procedures;
• Share with them good practice examples based on our
experience in this area; and
• Make them think – individually and collectively – about
human rights issues, challenges and opportunities in their
own work environment.
At the functional level, we have developed specific training
modules for targeted departments with the company. These
aim to go one step further than the online training, as they
focus on issues that are specific to the function, using real-life
case studies or imagined scenarios. These face-to-face
training sessions are delivered together with a human rights
‘champion’ from the department, usually a member of the
HRWG (see page 224).
Our achievements in 2015
Our objective
By 2015: All FTSE4Good Countries of Concern where we
operate are covered and our employees trained to reduce
human rights risks in our operations. (FTSE4Good is an
ethical stock market index series of the London Stock
Exchange, designed to measure objectively the
performance of companies that meet globally recognised
responsibility standards.)
In 2015, we trained 8130 (2.4%) employees on human rights
across nine FTSE4Good Countries of Concern. (The
FTSE4Good is the ethical stock market indices of the Financial
Times and the London Stock Exchange, and is designed to
measure objectively the performance of companies that meet
globally recognised corporate responsibility standards.)
Since the launch of our online human rights training tool in
2011, 72 778 (27.71%) employees in 66 countries have been
trained. Direct engagement with the relevant departments
allows us to tailor human rights training to the specific issues
they face in their daily activities.
Pillar 4: Risk evaluation
Our approach: we evaluate human rights-related risks in
order to manage them proactively.
Our exposure to human rights risks (reputation, liability,
operations, etc.) is evaluated annually at corporate level by the
HRWG, with inputs from the DIHR. Each risk entry is rated
across four different levels: Nestlé facilities, Tier 1 suppliers,
upstream suppliers (including farmers) and local communities.
Risk ratings are based on likelihood and impact. Information
and data from issue and crisis management systems, media
(including social media) monitoring mechanisms, and CARE
and Responsible Sourcing Audits, as well as the results of the
HRIAs, feed into the annual review process.
The results of this exercise are integrated into our Enterprise
Risk Management (ERM) system. Each risk identified as high
comes with a specific action that is presented to the Executive
Board as part of the annual ERM review process.
This risk-to-the-business approach complements the concept
of ‘salience’, which focuses on risks to the rights holders.
Nestlé in society – Creating Shared Value and meeting our commitments 2015 233