Nestlé in society Creating Shared Value and meeting our commitments 2015

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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 Safety by design and change control The introduction of new equipment or processes, and the construction of new facilities, creates the potential for new risks but, at the same time, presents opportunities to reduce risk by building safety and health in at the design stage. Getting this process right is critical to effectively managing some of our most important safety and health challenges, e.g. machinery, ergonomics and process safety. The Packaging function is responsible for establishing, maintaining and developing our filling and packaging Equipment Specification Standards. To ensure that safety and health are built in by design, this group issued machine specifications (including the safety and health requirements) for 14 groups for machines spanning product preparation, pack preparation, consumer units, retail units and ancillary equipment. This ensures that the machines are bought ‘right first time’ and we mitigate safety and health risks at the design stage itself. It is a significant step forward in our journey towards ‘zero incidents’ and we intend to build further on this initiative. On the other hand, we also need to enhance our capability to identify and manage safety and health issues when we make smaller changes, e.g. when we modify equipment, processes and procedures, ingredients and components, organisations and personnel. We will, therefore, need to ensure our change control procedures are comprehensive and robust. For change control, considerable work was done in 2015. A task force comprising members from Manufacturing, Quality Assurance, Engineering and Safety and Health worked together to develop a new mandatory standard on the management of change. It requires a mandatory risk assessment and prior approval from all the functions in the task force before any change can be initiated. A new IT tool has also been created to facilitate easy implementation across all sites. The roll-out will be done in 2016. Permit-to-work Permit-to-work (PTW) is one of the most important elements in management of our high hazard tasks. It provides a final opportunity for Nestlé to ensure that high-hazard tasks are carried out safely and is, therefore, particularly relevant to the management of fatality risks and contractor management. PTW can also be a powerful tool for developing safety and health competencies. Our units are encouraged to adopt a coaching approach to the issuing of PTWs, in which permit issuers help those doing the work to identify and assess risks and select appropriate controls. In 2015, full compliance was required to the mandatory requirements, with a significantly enhanced approach to the management of high-hazard tasks which was first established in 2013. At that time, the criteria for PTW (including roles and responsibilities) were extended and clarified, and the process for managing work under a PTW more clearly specified. The role of PTW itself had also been clarified within the context of a new model for assessing and managing high-hazard jobs, and linked to the use of risk prediction. The new Standard and Guidance: Management of High Hazard Tasks is now mandatory for all Nestlé-managed sites. It applies to work done on-site, both by Nestlé employees and contractors. We strongly believe that strengthening the management of high-hazard tasks at our sites is key to eliminating fatalities in the future. Audit As we continue to evolve our safety and health management processes and improve our performance, we will also need to enhance our audit processes to ensure they are a positive driver for continuous improvement. The Nestlé Occupational Safety and Health Management System requires that all units undertake regular self-audits of compliance annually with legal and corporate requirements, and with local policies and procedures. In addition, once every three years, an independent assessment by a calibrated assessor is required. During 2015, we further strengthened the functional compliance programme by adding checklists for safe driving and working at height, and expanding functional compliance process to the Supply Chain function. To enhance competencies at a local level, we have conducted functional compliance sessions to calibrate local assessors in Brazil, Turkey and the South Asia region (India, Bangladesh and Sri Lanka). Our Nestlé Group Audit function complements this by carrying out compliance audits around the world and overseeing our risk management processes. We use commonly occurring Group Audit findings to prioritise improvement projects and training. In 2015, these findings related to: • Working time; • Incident investigation and reporting; and • Management of high-hazard tasks. Nestlé in society – Creating Shared Value and meeting our commitments 2015 270
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, G4-LA6 Safety and health commendation for Flowergate factory, Nigeria Our Flowergate factory was awarded an official commendation in 2015, from the Occupational Health and Safety Unit of the Public Health Department in Nigeria. Part of the Ministry of Health in Ogun State, the unit inspects all factories in the state on an annual basis and promotes sustainable health and safety in all workplaces. During the last visit to the Flowergate factory on 14 July 2015, remarkable achievements were noted by Government officials and the factory was commended on its high safety and health standards. Areas noted during the visit included the various programmes and projects implemented during the year, the general working conditions, the level of training and awareness of people, personal protective equipment compliance, the medical facilities on site and the level of emergency preparedness, especially during the Ebola outbreak. Key enablers Our safety and health indicators As we continue on our journey towards ‘zero’, it is becoming clearer that focusing exclusively on lagging indicators will not be sufficient to drive desired behaviours and could, in some situations, drive the wrong behaviours. We, therefore, need to transition towards a more balanced approach that incorporates leading indicators that reflect our safety and health priorities, and focus our improvement targets on these indicators. Therefore, we monitor our performance for both leading and lagging indicators for work-related injuries and illnesses. We have a global set of leading indicators. Our global leading indicators include: • Percentage of market management team members trained in safety and health leadership (2015: 66%); • Number of behavioural feedback sessions per person (2015: 12); and • Percentage of machine lines assessed (2015: 94%). In addition, we encourage each market and local units to supplement the Group’s leading indicators with additional ones that reflect their own local priorities. Nestlé’s performance against each indicator can be found here. On the left: Dr F.O. Adetonwa, Head of Occupational Health and Safety Unit in the Ministry of Health of Ogun State, Nigeria; on the right: Raphael Fischer, Safety, Health and Environmental Sustainability Manager of Nestlé Flowergate factory, Nigeria. Injury rate performance We continue to push for even higher standards of transparency in identification and reporting. We include all on-site contractors in our data for injuries and illnesses, regardless of the level of supervision by Nestlé. In 2015, our recordable injury rate improved its performance to 2.57. We witnessed a 17% improvement in lost day rate over last year. Strategic priority 5: safety and health functional capability and leadership Safety and health functional capability We are working to increase levels of personal ownership for safety and health across Nestlé. In the future, success for the Safety and Health function will be less about what it does, and more about what it trains and enables others to do. This success will require different ways of working and exceptional leadership skills in areas like influencing, coaching and change management. We are raising the capability of the safety and health community to enable strong functional leadership. To enhance the functional capability of our safety and health managers, specific topics, such as machinery safety, ErgoPro were covered during the regional safety and health workshops by extending the duration of the workshops. A formal talent management process for safety and health professionals exists across the company. 5 4 3 2 1 Recordable injury rate (per million hours worked) Group-wide target of 2.8 2013 2014 Overall EMENA AMS AOA Target 2.8 2015 Nestlé in society – Creating Shared Value and meeting our commitments 2015 271
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