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-EC6, Training and education G4-DMA, G4-LA9, G4-LA10
HR Business Partner capabilities
We continue our focus on strengthening the capability of our
global HR community, which was set as a key corporate priority
in 2014. The Nestlé HR Business Partner (HRBP) Capability
Framework was launched last year, with a new competency
model and guidance on practical ways to build capabilities.
The HRBP model consists of six competencies:
• Strategic partner;
• Insights advocate;
• Change agent;
• HR integrator;
• Capability builder; and
• Cultural enabler.
Each one is clearly defined with behavioural descriptors and,
based on this, development opportunities can be defined and
actions set.
In 2015, markets were encouraged to implement the
framework by reviewing capabilities and agreeing
development actions to close gaps. In 2016, we will continue
to encourage markets to improve HR capabilities by leveraging
the HRBP framework
Succession planning
Succession planning is our method for planning career
development and filling jobs at various levels in the
organisation. The plans, as a minimum, cover all of our key
jobs and include a list of potential successors for those roles.
They are created taking into account career history, talent
assessment, performance evaluation, skills and capabilities.
At any one time, we know exactly how well potential
successors are performing and how close they are to taking
on the next role in their development. Their readiness is
systematically reassessed on an annual basis.
In 2015, we filled 74% of key positions through succession
planning. About 8750 people have now been identified
as potential successors for key Nestlé positions across
the organisation.
Line managers and leadership
In an increasingly dynamic world, leaders face significant
challenges and opportunities. These stem from shifts to new
social patterns and unprecedented worldwide competition.
Achieving ongoing success requires each of our leaders to
understand context and capitalise on it. They must:
• Lead to win;
• Manage for results;
• Grow talent and teams;
• Collaborate internally
• Make a difference; and
• Compete and connect externally.
A key driver is authentic and transparent communication and
feedback. Our line managers have prime responsibility for
building and sustaining an environment where people have a
sense of personal commitment to their work and give their
best to ensure our company’s success. They care for and
develop the leaders of tomorrow. Line managers decide on all
people matters under their influence, within the boundaries set
by the policies and principles, acting as the final decisionmakers.
We support them with a number of tools and
practices, to be used appropriately when executing their roles:
• Me@Nestlé is a portal that includes support information for
line managers;
• The Line Manager Portfolio is an interactive tool
supporting our people leaders;
• The Nestlé Leadership Framework is used to identify
competencies for development initiatives;
• The Leadership Curriculum Catalogue provides local,
regional and global training options; and
• The Leadership Development (LD) Reference Guide for
Markets helps our LD pillar members ensure a common
framework for leadership development across the company.
We run two key programmes in collaboration with the London
Business School:
• Leading the Nestlé Way Programme gives senior
leaders the skills they need to inspire employees; and
• The Nestlé Leadership Programme helps managers
develop motivational skills.
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