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
Market presence G4-DMA, G4-EC6, Training and education G4-DMA, G4-LA11
Developing people
We seek to provide each of our employees with opportunities to grow, evolve and contribute. We champion the
idea of life-long learning, believing that fulfilled employees create satisfied consumers. The international nature of
our business is a major attraction for employees and we offer opportunities to work in different locations,
including short-term projects, long-term expatriation and local transfers. Our learning solutions are delivered to
meet the specific needs of employee groups, from e-learning tools to face-to-face tutorials, workshop sessions,
local posters, and activities and information employees can take home to their families. During the past year,
Nestlé has increased training per employee from 28.8 hours to 31.6 hours per year.
Developing our capabilities
Learning is part of our company culture. We believe in
sharing knowledge and ideas freely with others to seek
continuous improvement. Employees at all levels are
systematically encouraged to assess how they enhance their
skills and knowledge.
Experience and on-the-job training are the primary sources
of learning. We foster development plans that embed the
70/20/10 approach to build robust capabilities for our people
and our business.
• 70% practical experience (e.g. job rotations, special
assignments, live projects);
• 20% relationship-based (e.g. mentoring, networking); and
• 10% formal education (e.g. training, e-learning,
conferences).
The plans are reviewed against changing career paths and
new opportunities, with at least one formal discussion per
year. Around 76% of our employees received regular
performance and career development reviews in 2015.
Our Progress and Development Guide gives structure to the
discussions between employees and line managers about
future career aspirations. Managers are responsible for
guiding and coaching employees to succeed in their current
positions. Practices such as lateral professional development,
extension of responsibilities, and cross-functional teams are
encouraged to acquire additional skills, enrich job content and
widen accountability.
Recruiting and developing local talent with local knowledge
remains crucial to maintaining our success, especially in
developing countries where the proportion of native
employees at management levels lags behind that of more
developed countries. In 2015, 63.3% of Local Management
Committee members in developing countries were native to
that country.
Employees by gender who received regular performance
and career development reviews in 2015 (%)
Employees by function who received regular performance
and career development reviews in 2015 (%)
Corporate Affairs 77
& Communications
Finance & Control 79
Marketing & Sales 59
ISIT 87
Human Resources 73
Procurement 80
Research & Development 81
Technical & Production 62
Local Management Committee members native to country
in developing countries in 2015 (%)
2015 63.3
2014 56
Expatriates at Nestlé’s headquarters and central functions
from emerging markets (%)
2015 53
2014 43
Employee Job Success Profiles
Our Job Success Profiles help employees understand what
they must do to succeed in a particular role. They are
published at a corporate level, local levels and on the intranet,
along with information about possible career paths within
certain functions. The profiles also identify opportunities for
development in functional and leadership capabilities. For
factory operators, we use a tailored skills matrix to track
individual learning and development needs.
Women 67
Men 65
This data is based on 2014 performance cycle where we had a coverage of 66%. 2015
performance cycle is not yet completed, this metric will be available end April 2016.
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