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
G4-DMA: Employment
Our role with our people
At Nestlé, we know our people are the key to our success and our achievements are a result of their strong
engagement and commitment. We sustain a high-performance culture. It is supported by a total rewards
approach and people development that puts the emphasis on diversity, innovation and growth. It means our
business is always ‘on the move’. We seek to operate with flat and flexible structures, with minimal levels of
management and broad spans of control. It increases efficiency, and facilitates the application of our Nestlé
Management and Leadership Principles.
We encourage our people to go beyond their comfort zone. Mistakes may be made, but there is always a
willingness to correct and learn from them. As a result, employees can have a far-reaching influence and explore
their full potential, propelled by continual support and a collaborative approach by line managers and employees.
The year in brief
Challenges Actions Achievements
The significance of the hazards we
face in our work is increased by the
scale of our global operations.
We have made a step change in reducing our
recordable injury rate this year. Actions that
contributed towards minimising risk include
focus and the continued deployment of key
programmes, such as machinery safety,
management of high hazard tasks, ergonomics
and functional compliance. Our aim is to strive
for true excellence, with the ultimate goal of
zero work-related injuries and illnesses.
28%
decrease in our recordable
injury rate since 2012.
We want to ensure that all of our
employees are covered by a certified
safety and health management system
but we are lagging behind our internal
target of 80% coverage. Time taken to
deploy resources and build competency
for certification beyond Manufacturing
and in acquired joint ventures is much
more than anticipated.
In 2015, Human Resources demonstrated
increased ownership of the follow-up of the
scheduled plans. Renewed communication
was done within the HR teams. We will
continue to do a close follow-up with the
concerned markets to ensure adherence to the
public commitment.
70%
of our employees are covered
by a certified safety and health
management system.
To prevent and reduce the risk of
illnesses (both occupational and
non-occupational), we must continue
to raise the awareness of our
employees and line managers.
The changing role of women and
men in society has created a need
for gender balance at all levels
in business.
We are strengthening health programmes,
with leadership of HR and supported by Safety
and Health functions. These responsibilities
will be reflected in our updated Safety and
Health Roadmap 2016.
We are continuing the global roll-out of our
unconscious bias training through a network
of more than 80 trainers.
Our new Framework for
Employee Health was
approved in February 2015.
34%
of our managers are women.
Youth unemployment is a major issue
around the world. Attracting and
retaining the best talent is critical for
gaining competitive advantage in a
slowly recovering economy.
We are rolling out the Nestlé Global Youth
Initiative across all our operations, to recruit
and develop the next generation of Nestlé
leaders, and to help young people with the
transition from education to work.
We have organised
1 756 readiness-forwork
events and offered
6 049 regular and
temporary positions in Europe.
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