Nestlé in society Creating Shared Value and meeting our commitments 2015

Recommendations

Info

Nestlé in society: Creating Shared Value Nutrition, health and wellness Rural development Water Environmental sustainability Human rights and compliance Our people G4-LA3, Diversity and equal opportunity G4-DMA, Equal remuneration for women and men G4-DMA Parental support initiatives We are committed to enhancing the quality of people’s lives and helping families improve their nutrition, health and wellness. We know the first 1000 days of life, between the start of pregnancy and a child’s second birthday, offers a unique window of opportunity to shape healthier and more prosperous futures. During this formative period, infants (including those of our own employees) require appropriate nutrition, stimulation and a caring setting to develop to their full potential. In June 2015, Nestlé launched a new global Maternity Protection Policy for all of our people. It is based on the ILO Maternity Protection Convention, and establishes minimum standards that must be implemented at Nestlé workplaces across the world by 2018. It has been well received and is estimated to be one of the most progressive programmes of its kind in the industry. The policy is applicable to all primary caregivers of newborns, including male employees and adoptive parents. It includes 14 weeks’ paid maternity leave, which can be extended up to six months (with leave beyond 14 weeks remunerated in accordance with local legislation and/or practices), employment protection, flexible working arrangements and guaranteed access to breastfeeding rooms during working hours in head offices and sites with more than 50 female employees. We currently have more than 275 breastfeeding rooms across our global working facilities. Total number of employees who were entitled to parental leave, by gender 2015 Women 96 655 Men 184 898 2014 Women 89 155 Men 178 184 2013 Women 85 879 Men 175 745 Covers Nestlé employees (excluding temporaries) registered in the HR system (approximately 84% of all employees). Breakdown of employees who took parental leave, by gender 4500 4000 3500 3000 2500 2000 1737 2508 1715 2208 1181 1532 2577 1506 2254 1060 1411 2636 1375 2291 1000 1500 1000 1083 1137 1179 Strengthening support for working parents in the United States 500 0 2013 2014 2015 As a founding member of the Working Parent Support Coalition, Nestlé USA has announced it will conduct internal analysis to understand the impact of our new global Maternity Protection Policy on female employee retention. Sites across the United States will track the retention rates of female employees and the number of female employees who take advantage of the new maternity policy. The information will be shared with members of the coalition and used to help assess the impact of maternity leave policies in improving gender balance in the workplace. We recently announced a new global Maternity Protection Policy because we believe all of our new parents deserve more. With industry leaders, we’re taking another step in the right direction by committing to evaluate and share the impact of our new maternity leave policy on employees in the United States. Our goal is to use this information to contribute to the ongoing dialogue around maternity leave policies so we all can continue to improve.” Paul Bakus, President – Corporate Affairs, Nestlé USA Total number of employees who took parental leave. Total number of employees who returned to work after parental leave ended. Total number of employees who returned to work after parental leave ended who were still employed 12 months after their return towork. Women Women Women Covers Nestlé employees registered in the HR system (approximately 84% of all employees). Return-to-work and retention rates (%) 2015 Men Men Men Women 87 Men 97 2014 Women 86 Men 87 2013 Women 88 Men 89 Covers Nestlé employees (excluding temporaries) registered in the HR system (approximately 84% of all employees). Nestlé in society – Creating Shared Value and meeting our commitments 2015 282
Nestlé in society: Creating Shared Value Nutrition, health and wellness Rural development Water Environmental sustainability Human rights and compliance Our people Diversity and equal opportunity G4-DMA, Equal remuneration for women and men G4-DMA Gender Balance business sponsors To embed our Gender Balance Initiative, each market and business has identified a local business sponsor. Working with the local steering committee, which sets priorities and tracks progress each quarter, the business sponsor helps overcome local challenges and shares learnings with other sponsors. Improvements are linked to an Operational Master Plan, which is developed at the market level. Achievements and progress are shared with other markets by web conference three or four times a year. Thoughts from our Gender Balance business sponsors Managing the coffee business in Greece in times of severe crisis, I have come to realise that business success is relying more than ever on the quality and motivation of our people. In this context, I feel proud, as a GBBS that in the last three years, our company has managed to increase the female talent pool to 50%, as well as achieving more than 40% female successors in key positions. I have no doubt that these have contributed to the resilience that Nestlé Greece has demonstrated in the hard times of crisis in comparison to the rest of our competitors. Moreover, my sponsor role reminds me constantly that a major duty of a leader is how to ensure and manage the maximum diversity in their teams, as this is a unique source of competitive advantage.” Ilias Papadopoulos, Business Executive Manager, Nestlé Hellas The journey of Nestlé Middle East to enhance gender balance has been both enriching and rewarding. As the GBBS, I am happy and proud to see the tangible results and significant actions taken at a market level. We have witnessed increased awareness, a mindset shift, and an increased maturity level across the organisation, all leading to stronger complementarity among team members. The percentage of women among total managerial positions held in the Middle East has gone up from 16% in 2011 to 23% at the end of 2014. In addition, today, four women hold senior positions in top management.” George Badaro, Business Executive Manager, Nestlé Middle East FZE Inclusion and gender balance promote complementary thinking, which definitely impacts in good decision-making. Most of all, we are part of a Nutrition, Health and Wellness company, where more than 60% of food decisions at the point-of-sale are made by women. If we recognise that gender balance is not exclusively a women’s issue, our real challenge is to demonstrate ourselves that the entire organisation benefits when its workforce is more diverse and when we are aware that women and men face different challenges in career advancement. So if we create the appropriate conditions and increase gender balance in organisations, it will improve the quality of life at the workplace for everyone.” Susana Del Castillo, Consumer Services Manager, Nestlé Peru Networks A key component of ensuring a sustainable gender balance within an organisation is creating solid links between women. Nestlé encourages the work of professional groups and committees within its companies that can collect shared experiences and develop female business leaders. In Germany, for the past six years, we have participated in the annual CrossMentoring project, to help more women move into leadership positions. Around five women are nominated each year and supported in their professional and personal development with access to an experienced mentor, who is a leader from another company such as SEB, University Hospital Frankfurt, Deutsche Bahn or Deutsche Börse. Costing us around EUR 3000 (CHF 3609) per mentee, the programme has succeeded in helping women move into a first leadership role or in taking the next step on the leadership ladder. We are reviewing ways to increase the impact of the mentoring project internally, for example by inviting each woman who has been through the programme to become a mentor for a more junior female within our organisation. In 2014, Nestlé Pakistan launched Kero Aitemaad (Believe in Yourself). The initiative is aimed at challenging stereotypes, and listening to and tackling the fears of women who want to return to work. The programme is delivered exclusively by female employees at different levels of seniority. Kero Aitemaad gives support to women on how to navigate their professional lives. Through real-life case studies, they receive tips and guidance on how Nestlé Pakistan can support them. In 2014, Nestlé Pakistan also introduced the Nestlé Female Alumni Network, an initiative to help and inspire former employees and promote job opportunities. Today, the network has 60 members, who remain in touch through the platform. Nestlé in society – Creating Shared Value and meeting our commitments 2015 283
Page 1 and 2:
Nestlé in society Creating Shared
Page 3 and 4:
Nestlé in society: Creating Shared
Page 5 and 6:
Page 7 and 8:
Page 9 and 10:
Page 11 and 12:
Page 13 and 14:
Page 15 and 16:
Page 17 and 18:
Page 19 and 20:
Page 21 and 22:
Page 23 and 24:
Page 25 and 26:
Page 27 and 28:
Page 29 and 30:
Page 31 and 32:
Page 33 and 34:
Page 35 and 36:
Page 37 and 38:
Page 39 and 40:
Page 41 and 42:
Page 43 and 44:
Page 45 and 46:
Page 47 and 48:
Page 49 and 50:
Page 51 and 52:
Page 53 and 54:
Page 55 and 56:
Page 57 and 58:
Page 59 and 60:
Page 61 and 62:
Page 63 and 64:
Page 65 and 66:
Page 67 and 68:
Page 69 and 70:
Page 71 and 72:
Page 73 and 74:
Page 75 and 76:
Page 77 and 78:
Page 79 and 80:
Page 81 and 82:
Page 83 and 84:
Page 85 and 86:
Page 87 and 88:
Page 89 and 90:
Page 91 and 92:
Page 93 and 94:
Page 95 and 96:
Page 97 and 98:
Page 99 and 100:
Page 101 and 102:
Page 103 and 104:
Page 105 and 106:
Page 107 and 108:
Page 109 and 110:
Page 111 and 112:
Page 113 and 114:
Page 115 and 116:
Page 117 and 118:
Page 119 and 120:
Page 121 and 122:
Page 123 and 124:
Page 125 and 126:
Page 127 and 128:
Page 129 and 130:
Page 131 and 132:
Page 133 and 134:
Page 135 and 136:
Page 137 and 138:
Page 139 and 140:
Page 141 and 142:
Page 143 and 144:
Page 145 and 146:
Page 147 and 148:
Page 149 and 150:
Page 151 and 152:
Page 153 and 154:
Page 155 and 156:
Page 157 and 158:
Page 159 and 160:
Page 161 and 162:
Page 163 and 164:
Page 165 and 166:
Page 167 and 168:
Page 169 and 170:
Page 171 and 172:
Page 173 and 174:
Page 175 and 176:
Page 177 and 178:
Page 179 and 180:
Page 181 and 182:
Page 183 and 184:
Page 185 and 186:
Page 187 and 188:
Page 189 and 190:
Page 191 and 192:
Page 193 and 194:
Page 195 and 196:
Page 197 and 198:
Page 199 and 200:
Page 201 and 202:
Page 203 and 204:
Page 205 and 206:
Page 207 and 208:
Page 209 and 210:
Page 211 and 212:
Page 213 and 214:
Page 215 and 216:
Page 217 and 218:
Page 219 and 220:
Page 221 and 222:
Page 223 and 224:
Page 225 and 226:
Page 227 and 228:
Page 229 and 230:
Page 231 and 232: Nestlé in society: Creating Shared
Page 281: Nestlé in society: Creating Shared
Page 333 and 334:
Page 335 and 336:
Page 337 and 338:
Page 339 and 340:
Page 341 and 342:
Page 343 and 344:
Page 345 and 346:
Page 347 and 348:
Page 349 and 350:
Page 351:
show all

Nestlé in society Creating Shared Value and meeting our commitments 2015

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?