Nestlé in society – Creating Shared Value and meeting our commitments 2014
238Our people Nestlé in society: Creating Shared Value Nutrition Rural development Environmental sustainability Water Human rights and compliance
Developing Employee Relations capabilities
Nestlé maintains a network of more than 60 professionals
around the world, comprising our global Employee Relations
(ER) community. Initiated in 2009, corporate ER began by iden-
tifying those individuals in each business market that were re-
sponsible for ER topics; the majority of those identified worked
in industrial relations. In the intervening six years, the role of
these experts has evolved significantly: they are now not only
responsible for labour relations but also for the implementation
of the Policy on Conditions of Work and Employment, among
other areas directly affecting employee trust and engagement.
In 2014, we identified the critical capabilities for success and
described each one as specific behavioural indicators so our
Employee Relations colleagues know what they need to deliver
day to day. To support their development in these capabilities,
we have built a comprehensive learning curriculum using a
to development and will launch a global
learning programme in 2015 focusing specifically on these
Learning about Creating Shared Value
Our challenge is to balance the need to engage people in Creat-
ing Shared Value (CSV) to enable them without overloading
We begin by building CSV into our management training to
maximise capability and understanding at leadership levels. CSV
is now firmly embedded in all courses run at both our internation-
al training centre and across all zones – reaching around 2 500
current and future leaders a year. Senior Managers have the op-
portunity to attend the Prince of Wales Business and Sustainabil-
ity Programme at Cambridge University, and we have developed
a bespoke sustainability training solution to answer the needs of
Nestlé leaders, which is currently delivered at our International
Training Centre and will be deployed globally.
As a leading Nutrition, Health and Wellness company, we
provide engaging nutrition training that is based on the most
up-to-date public health priorities, called Nutrition Quotient
(NQ) training, to all Nestlé employees – regardless of their work
site and working conditions. Our aim is to help our people make
informed decisions about their own nutrition, that of their family
and the nutritional needs of our consumers. The aim of thistraining programme
is to ensure Nestlé employees have a good
understanding of nutrition and also empower them to use this
knowledge in their work as well as with family and friends out-
side of the workplace. More than 310 833 employees have
completed Nutrition Quotient training since the programme
was launched in 2007. In 2014, 51 113 people received refresher
training (2013: 108 083).
We are also developing our environmental awareness pro-
grammes to foster a continuous improvement culture towards
more environmentally sustainable business practices. One of
our new training programmes in 2014 was the Environmental
Sustainability Leadership Workshops – Train the Trainer (TTT).
The TTT workshops, organised in each zone, enable the deploy-
ment of environmental awareness training and education to all
employees. A 30-minute online training course on Environmen-
tal Sustainability at Nestlé is available to all Nestlé employees.
Read more about engaging with our employees on environmen-
tal awareness inEnvironmental sustainability .
Developing our people
Our employee development strategy is designed to help em-
ployees gain the competencies and leadership capabilities they
need to contribute to the success of the business as well as
develop their own careers. Different development actions have
different levels of impact. Nestlé believes that effective develop-
ment should be through 10% formal education, 20% through
relationships and 70% through practical experience. Fostering
development plans that embed the effective 70/20/10 approach
is key to building long-term, robust capabilities.
Recruiting and developing local talent with local knowledge
is also crucial to the success of the business, especially in de-
veloping countries where the proportion of native employees at
management levels lags behind that of more developed coun-
tries. In 2014, 56% of Local Management Committee members
in developing countries were native to that country (2013: 52%).
Employee Job Success Profiles
Our Job Success Profiles detail what success looks like for a
particular role, and they help employees to understand what
they need to do to succeed, as well as identifying opportunities
for development in functional and leadership capabilities.
The profiles are published at corporate and local levels and
on the intranet, along with information about possible career
paths (within certain functions). They play a key part in the com-
pany’s personal development process. For operators on the
factory floor, we use a tailored skills matrix to track individual
learning and development needs.
17 The 70/20/10 model, developed by the Center for Creative Leadership (CCL), is based on the
concept that “lessons learned by successful and effective managers are roughly: 70% from
tough jobs; 20% from people (mostly the boss); and 10% from courses and reading.
Number of countries where training sessions were held