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
Occupational health and safety G4-DMA
Strategic priority 1: personal ownership
and engagement
To achieve our ambition, we need to ensure everyone is
engaged across our business. A key focus for our activities is
behavioural change to renew personal ownership.
Safety and health beyond operations
Traditionally, safety and health activities and programmes were
mainly targeted at our manufacturing sites. However, in order
to care for all employees who work in other parts of the
business, we have expanded the scope beyond operations. We
have revised the requirements for sales and supply chain, and
have committed to cover all employees under a certified safety
and health management system. We have strengthened our
partnership with HR to sponsor safety and health beyond
operations, putting in place clear responsibility for leadership
and support. This partnership is improving compliance in our
Sales, Supply Chain and Office-based functions. Senior
management from functions other than Manufacturing are
increasingly engaged on this important matter and are actively
sponsoring the implementation of initiatives and programmes
that will enhance safety and health in their part of the business.
Capability of managers
We believe that top management leadership is the single most
important determinant in improving the safety and health
performance. We have, therefore, deployed training
programmes to improve the capability of managers to lead
continuous improvement in safety and health. Safety and health
is being steadily integrated into senior leadership training
courses at our global training centre at Rive-Reine. We are
using a number of trainers, both internal and external, to deliver
training and we monitor progress against this leading indicator,
using our performance tracking tool. Our Leadership Through
Safety® programmes are designed for us, integrating Alletrust’s
successful methodology. They rely on cognitive science to drive
behavioural change. Since 2011, nearly 3500 Nestlé leaders in
the USA received training, including 1199 in 2015 3 .
In our European businesses, we have introduced a safety
and health coaching programme, which helps management
teams to improve their leadership and ownership related to
safety and health. More than 30 senior safety and health
professionals within the company, who have demonstrated
excellent coaching styles and skills, have been selected to
undertake these visits. Coaches spend three days with each
team, coaching them in one-to-one and group sessions. The
programme is complementary to other processes, such as
auditing or the functional compliance programme. In 2015, it
covered 28 units in Europe. This initiative is proving to be a
best practice, and so we plan to significantly increase
coverage to 58 sites in 2016.
Values-based behaviours
Nestlé is a company founded on caring: for our consumers, for
the environment and for our work colleagues. Fundamental to
this approach is the creation of a mutually supportive work
environment in which we all care for – and look out for – each
other: giving ‘the gift of feedback’ to help each other stay safe
and healthy. The feedback can be in the form of peer-to-peer
or management feedback.
This approach is used to constructively modify the
behaviour of our employees and contractors at site. This
process is focused on modifying behaviour and is
complementary to other programmes aimed at improving
the systems of work. The number of behavioural feedback
sessions are a leading indicator and it is tracked through our
performance tracking tool. Each unit/market has its own
defined targets. In 2015, we had a total of 4 088 650
behavioural observations globally.
Strategic priority 2: managing key risks
We are continuing to implement global best practices to
manage the key risks or focus areas outlined in our roadmap.
Our progress during 2015 is outlined in the sections below.
Vehicles and driving
Vehicles and driving remain the leading cause of work-related
fatalities in Nestlé. We continue to develop, monitor and
enhance local safe-driving programmes in our markets. To
assist our work in this area, we are members of the Global
Road Safety Partnership, support the United Nations Decade
of Action for Road Safety and network extensively to identify
and adopt best practices. More than 67 780 drivers in
61 countries were registered for training on our VRM
e-learning platform in 2015.
Since 2014, we have included safe driving metrics in
our global internal reporting tool (SHE-PM) to give us
greater visibility of our performance. In 2015, we updated
the existing mandatory global safe driving standard to
incorporate current global good practices and clarify
expectations, particularly regarding working hours,
distraction, including a ban on mobile phones (both handheld
and hands-free), driver training, risk assessments,
pre-hire assessments, vehicle features and health
capability assessments. We have also expanded the scope
to include vehicle use on Nestlé sites and the use of
personal cars for company business. The standard is
supported by a guideline that provides advice and tools to
aid markets in implementation. Our markets will apply the
requirements progressively until mid-2017.
Wherever possible, we work with our third-party
logistic service providers to promote safe driving
practices. Through our responsible sourcing engagement
programme, we are continuing external auditing of our
Zone Asia, Oceania and sub-Saharan Africa third-party
logistic service providers. These include an ethical
component, arranged and hosted by third-party logistics
suppliers, to show adherence with national and
international laws and standards.
In 2015, we audited our third-party suppliers in AOA,
equating to 77% of our expenditure on transport and logistics
in the region.
3 This includes Nestlé USA, Nestlé Nutrition, Nestlé Professional and Nestlé R&D; and these
figures are not adjusted for those trained who have left the company since 2011.
Nestlé in society – Creating Shared Value and meeting our commitments 2015 263