3. Nestlé in Greece and the world

Transcription

Nestlé Hellas
Sustainability
and Creating
Shared Value
Report 2011
On page 79 you will find
the Evaluation Form
for our Report.
We are looking forward
to your feedback!
1
Nestlé Hellas Sustainability and Creating Shared Value Report 2011
2
Contents
1.
A message from the CEO _________________________________________5
2.
The structure of the Report ________________________________________6
2.1
About our Sustainability and Creating Shared Value Report _________6
2.2
The content of the Report _____________________________________6
2.3
The methodology of the Report _________________________________7
2.4
A few words on the structure of the Report _______________________7
2.5
Scope of the Report __________________________________________7
3.
Nestlé in Greece and the world ____________________________________8
3.1
The history of Nestlé in Greece ________________________________10
3.2
The structure of Nestlé in Greece ______________________________11
3.3
Nestlé Hellas: 2011 strategy and financial performance ___________12
3.4
The Nestlé facilities in Greece _________________________________12
3.5
Nestlé products in Greece ____________________________________14
3.6
Nestlé Corporate Business Principles __________________________16
3.7
Our mission and values ______________________________________18
3.8
Corporate Governance _______________________________________18
3.9
Renumeration of managers ___________________________________18
3.10 Determination of qualifications and expertise for senior
management andsenior staff __________________________________19
3.11 Nestlé Code of Business Conduct _____________________________19
3.12 Compliance Committee ______________________________________20
3.13 Issue Round Table __________________________________________20
3.14 Security Committee__________________________________________20
3.15 Safety Committee ___________________________________________20
3.16 Awards received in 2011 _____________________________________21
3.17 Nestlé participation in organizations and business associations ____21
4.
Creating Shared Value at Nestlé
4.1
The way we work ____________________________________________22
4.2
The three pillars of Creating Shared Value _______________________23
4.3
Nestlé Creating Shared Value in Greece ________________________24
4.4
Wellness Taskforce __________________________________________24
4.5
Mapping of stakeholders _____________________________________24
3
Contents
4
5.
Nestlé in the Greek market: Delighting consumers _________________28
5.1
The Nestlé Quality Assurance and Product Safety Policy __________30
5.2
Nestlé Quality Management System____________________________30
5.3
Consumer Services__________________________________________31
5.4
Consumer communication with our Company in 2011_____________31
5.5
Communication starts from the product label ____________________32
5.6
We develop food and beverage products for health and pleasure ___33
5.7
Nestlé Consumer Research Studies ____________________________35
5.8
Responsible Communication _________________________________35
5.9
Supplier and customer relations: We develop responsible partners__36
5.10 The Nestlé sales network _____________________________________37
5.11 Our suppliers _______________________________________________38
5.12 Fair competition ____________________________________________39
6.
Human Resources _______________________________________________40
6.1
We care for our people _______________________________________40
6.2
Our people in 2011 __________________________________________41
6.3
Recruitment process_________________________________________42
6.4
Employee turnover __________________________________________43
6.5
Employee progress and development __________________________44
6.6
Employee training ___________________________________________44
6.7
Employee Health and Safety __________________________________48
6.8
Nestlé Employee Council _____________________________________49
Environment ____________________________________________________50
7.1
The Nestlé Environmental Management System__________________52
7.2
Our performance in 2011 _____________________________________53
7.3
Management of Greenhouse Gas Emissions ____________________54
7.4
Water management _________________________________________55
7.5
Waste management _________________________________________56
7.6
Use of materials ____________________________________________57
7.7
Company fleet ______________________________________________57
7.
8.
Commitment to society __________________________________________58
8.1
Healthy Kids Global Programme _______________________________58
8.2
Healthy Kids in Greece _______________________________________59
8.3
Healthy Kids: Goals for 2012 __________________________________63
8.4
2nd Water Care Festival at the Korpi factory _____________________64
8.5
Product donations___________________________________________66
8.6
Support of NGOs focusing on children _________________________66
8.7
Employee volunteerism ______________________________________66
9.
Corporate Responsibility Report Quality Assurance ________________68
9.1
Introduction ________________________________________________69
9.2
Assurance Statement ________________________________________69
9.3
Communication with Nestlé ___________________________________69
10.
GRI Index _______________________________________________________70
11.
Evaluation form _________________________________________________79
Nestlé Hellas Sustainability and CSV Report 2011
Chapter 1 / A message from the CEO
A message from the CEO
Nestlé has been present in Greece through its products for more than a century. Moreover, we are committed to growth by developing products that respond to the needs
and desires of Greek consumers, and by supporting the Greek family in every way.
Our presence in Greece has been long and substantial. We set up in 1899, by importing Farine Lactée, (Γαλακτούχον Άλευρον Νεστλέ), the first Nestlé product worldwide.
At present, we are active in 10 product categories, we operate 4 factories in Greece
and we have more than 1000 permanent employees.
In the following pages we have collected data that portray who we are: a Company
which operates in full compliance with external and internal regulations, makes longterm plans, and Creates Shared Value both for the Company and for society it operates. Thus, all of us at Nestlé deliver on our corporate proposition “Good Food, Good
Life”.
The Sustainability and Creating Shared Value Report you are holding is not the first for
Nestlé in Greece. It is however the first time we develop it by following the GRI (Global
Reporting Initiative) guidelines. That is why we place great emphasis on our numerous
policies, strategies, goals and their implementation across all sectors on a local level:
from human resources and the environment to corporate governance and society. We
have been greatly rewarded through the strenuous process of collecting all this information: we became wiser! The journey of collecting cross functional data has begun
and we are truly impressed and proud of all our achievements, as well as perfectly
transparent and aware of the new goals we are setting for our ongoing progress.
Enjoy your reading,
Laurent Dereux
CEO of Nestlé Hellas
5
Nestlé Hellas Sustainability and CSV Report 2011 / Chapter 2 / The structure of the Report
6
2. The structure
of the Report
The Nestlé Hellas Sustainability and Creating
Shared Value Report is our first effort to record all
Company policies and actions within the framework
of Corporate Responsibility.
2.1. About our Sustainability and
Creating Shared Value Report
The report you are holding is the first Nestlé Hellas Sustainability and Creating Shared Value Report developed
according to the G3 guidelines of the GRI (Global Reporting Initiative). This report and the data contained
pertain to calendar year 2011. We aim to develop and
publish Sustainability and Creating Shared Value reports
every two years.
2.2. The content of the Report
The collection of data included in our report is based on
the GRI (Global Reporting Initiative) G3 guidelines, the
most prevalent and recognized reporting system for Sustainability Reporting and Corporate Social Responsibility.
In the process of defining the content of our first Social
Responsibility Report, we placed great emphasis on the
priorities of our own organization and of the Company as
well as on the achievements considered important and
representative of the range and performance of Nestlé in
Greece. The data included in the report were collected
through numerous meetings and interviews with representatives of the Company’s various departments and
operations. The structure and wording were formulated
with the help of the Centre for Sustainability and Excellence (CSE).
2.3. The methodology of the Report
This Nestlé Hellas Sustainability and Creating Shared
Value Report is our first effort to record all Company
policies and actions within the framework of Corporate
Responsibility. The development of a Sustainability and
Creating Shared Value Report is integrated into the
Company’s Corporate Strategy aiming to provide information to our stakeholders regarding our actions and
our ongoing improvement in the Corporate Responsibility sector.
Before the compilation and publication of this Report we
conducted an evaluation of the organization with respect
to the strategies, internal practices and selection and implementation methodologies for Corporate Responsibility initiatives and programmes. The organization’s evaluation was based on the G3 guidelines of the GRI (Global
Reporting Initiative) and the goal was to study in depth
the existing policies, strategies, procedures and operations applied in the six main areas related to Corporate
Responsibility: financial performance, environmental
performance, labour practices, human rights, social responsibility performance and product responsibility.
This evaluation was of key importance for both Nestlé
Hellas corporate responsibility strategy, as well as for the
preparation of this Sustainability and Creating Shared
Value Report. Its purpose is to highlight the main issues
of the organization and the main risks and opportunities related to the strategic priorities set by Nestlé for the
Greek market.
2.4. A few words on the structure of
the Report
Chapter 3 includes a short reference to Nestlé SA and
a more comprehensive description of Nestlé Hellas SA,
its main operations and units as well as the markets and
sectors it is engaged in. In this chapter you will find our
Company’s mission and principles, our organizational
structure/corporate governance as well as the distinctions
and awards we received in 2011.
Chapter 4 describes the way we approach corporate responsibility, the way we apply the Creating Shared Value
model, as well as the mapping of our stakeholders, communication and commitments towards them.
Chapter 5 describes issues related to our consumers,
our Nutrition, Health and Wellness product development
policy, quality assurance and product safety and the
procedures related to our Supply Chain.
Chapter 6 refers to our people, the Nestlé Hellas policy on
human resources management, development and training, health and safety, communication and satisfaction.
Chapter 7 is dedicated to our environmental actions:
the Company policy, our goals and their implementation and our commitment towards water, a key Creating
Shared Value pillar.
Chapter 8 presents our social responsibility initiatives,
with an emphasis placed on nutrition and local communities, as well as volunteer activities of our employees in
this direction.
In Chapter 9 you will find the Quality Assurance of the
Report.
Chapter 10 includes the GRI Table, the indicators covered
in this report as well as their location in the document that
corresponds to the relevant information.
In Chapter 11 you will find the evaluation form you can
use in order to evaluate our report.
2.5. Scope of the Report
The business units and factories included in the report belong to Nestlé Hellas SA, with the exception of CPW Hellas SA, which is part of the global joint venture between
Nestlé SA and General Mills Services (UK) Ltd.
The report also includes the performance and business
activities of Nestlé Hellas Ice Cream SA, which was
merged with Nestlé Hellas by acquisition on 2.5.2011.
Also included is the Company MAKAN SA, which was
merged with Nestlé Hellas by acquisition on 1.6.2011.
Regarding the activities covered in the report, emphasis
was placed on the headquarters and the 4 factories that
the Company operates in Greece.
In case of doubt or differing interpretation of the Greek
and the English version of this report, the Greek version
shall prevail.
7
Nestlé Hellas Sustainability and CSV Report 2011 / Chapter 3 / Nestlé in Greece and the world
3. Nestlé in Greece and
the world
8
Nestlé is a multinational Company with a unique identity, always
caring to adapt to local tastes, habits and the culture of each
country.
Nestlé is the world’s leading Nutrition, Health and Wellness Company. Our mission is to provide “Good Food,
Good Life” by offering to consumers the tastier, most
nutritious choices in a wide range of food and beverage categories and eating occasions, from morning to
night.
We believe that leadership is about behaviour, and we
recognize that trust is earned over a long period of time
by consistently delivering on our promises. Nestlé believes that it is only possible to create long-term sustainable value for our shareholders if our behaviour,
strategies and operations also create value for the communities where we operate, for our business partners
and of course, for our consumers. You can find more
about Creating Shared Value, this important part of our
strategy, in the following chapter.
Nestlé is structured and grows on the basis of timeless
human values serving the fundamental principles of jus-
tice, integrity and respect to people, society and the environment. This is reflected in the Nestlé Corporate Business Principles, which are at the core of our Company’s
culture over the span of 140 years.
Nestlé can trace its origins back to 1866, when the first
European condensed milk factory was opened in Cham,
Switzerland, by the Anglo-Swiss Condensed Milk Company. One year later, Henri Nestlé, a trained pharmacist,
launched one of the world’s first prepared infant cereals
“Farine lactée” in Vevey, Switzerland. The two companies
merged in 1905 to become the Nestlé you know today,
with headquarters still based in the Swiss town of Vevey.
Today, Nestlé is a multinational Company with a unique
identity. Nestlé always cares to adapt to local tastes, habits and the culture of each country. Our long-term commitment and investment in the countries where we do
business are incorporated in the global business model
of Nestlé.
Nestlé S.A. 2011 (selection of data)
OVERALL
Number of employees
328,000
Number of factories
461
Number of countries where Nestlé products are sold
140
ENVIRONMENT
GHG (Greenhouse gas) emissions reduced since 2001
17%
Water withdrawals reduction rate per tonne of product since 2001
58%
Energy consumption reduction rate per tonne of product since 2001
42%
Renewable energy consumption reduction rate of total energy consumption
12%
Water discharges reduction rate per tonne of product since 2001
64%
EMPLOYEE DEVELOPMENT
Percentage of native executive staff in developing countries
53%
Leadership positions held by women
28%
Number of farmers trained through capacity-building programs
200,751
NUTRITION
Number of products renovated for nutrition and health considerations (reduction of sodium,
fat and sugar levels)
5,066
Number of countries where affordable fortified milks are available
80
Number of countries where Nestlé Healthy Kids programmes are run in partnership with
governmental, academia and non-governmental organizations
60
Number of children reached by Nestlé Healthy Kids programmes
6,000,000
WATER
Water withdrawals reduction rate since 2001
28%
Number of people who had access to water and sanitation through the work of Nestlé with
the International Federation of Red Cross and Red Crescent Societies since 2007
60,000+
RURAL DEVELOPMENT
Number of farmers reached by Nestlé rural development programmes
680,000
9
3.1. The history of Nestlé in Greece
The history of Nestlé in Greece begins with products
imported directly from Switzerland in 1899. The first
Nestlé office in Greece was set up in 1914 and Nestlé
Hellas SA was founded in 1973. Since then, the Com-
10
pany has been growing and evolving by continuously
adding new product categories, always based on
the preferences and needs of Greek consumers. Today, Nestlé Hellas has strong presence in 10 different
product categories while operating 4 factories in
Greece.
1899
First Nestlé products imported from Switzerland
1914
Establishment of the first Nestlé office in Greece
1973
Creation of Nestlé Hellas SAIC is set up
1975
Operation of the most advanced dairy factory in Europe at the time, in Platy, Imathia; the main product
was Vlachas condensed milk
1979
Production of Maggi products (soups, cubes) in the Ready Foods factory
1982
Sopral SA is set up to market Nestlé products in Greece
1985
Acquisition of Carnation Hellas and import of products under the same brand.
1986
Production and packaging of Maggi products moves to the privately owned facility in Koropi, Attica
1987
Acquisition of Loumidis SA and of the coffee factory in Inofyta and chocolate factory in Peristeri
1993
Acquisition of Korpi natural mineral water and consolidation of the companies Sopral, Ready Foods and
Loumidis
1994
Cereal Partners Hellas is set up to import and market breakfast cereals
1995
Nestlé Hellas headquarters move to a Company-owned building in Paradisos, Marousi, where it is located
untill today
1996
Launching of the new Korpi natural mineral water bottling factory
1998
Nestlé Hellas SA is set up
2005
Final acquisition of Aqua Spring and the water factory in Dodoni, Ioannina
2006
Sale of the dairy factory in Platy, Imathia and acquisition of Delta Ice Cream SA; the name changes to
Nestlé Hellas Ice Cream SA
2008
Acquisition of MAKAN SA
2010
Nespresso Hellas is set up to import and market Nespresso products in Greece
2011
Consolidation of Nestlé Hellas Ice Cream and MAKAN in Nestlé Hellas
11
Nespresso Hellas SA
Nestlé Waters
Direct Hellas SA
Nestlé SA
Nestlé Hellas SA
CPW Hellas SA
3.2. The structure of Nestlé in
Greece
The organizational structure of Nestlé in
Greece includes the following companies:
Nestlé Hellas SA, Nestlé Waters Direct
Hellas SA, Nespresso Hellas SA and CPW
Hellas SA, which is a joint venture of Nestlé
Hellas and General Mills (UK) Ltd.
General Mills Services
(UK) Ltd
12
3.3. Nestlé Hellas: 2011 strategy
and financial performance
Our goal in Nestlé is to Create Shared Value for the
Company and society where we live and operate by
developing nutritious, tasty products that respond to
the needs of our consumers and the current trends for
Nutrition, Health and Wellness. We operate and plan
the future of our Company with a long-term vision and
we do not sacrifice our long-term business success for
short-term gain that would jeopardize the sustainability
of our Company.
Regarding our 2011 financial performance, the extended economic crisis in Greece prompted us to monitor
closely the needs of our consumers and adapt our products to their actual desires given the circumstances. Our
goal is to invest in our main brands in the best possible
way in order to achieve organic growth and sustainable
profitability. At the same time we developed products
of high nutritional value at particularly affordable prices
(Popularly Positioned Products - PPP), we carried out a
large multi-product promotional activity for the second
consecutive year, we expanded our sales network with
additional staff in order to strengthen our points of sale
and adapted our communication in order to come closer to Greek consumers.
The financial results of Nestlé Hellas recorded a small
turnover increase in 2011, amounting to 426 million Euros, compared to 420 million Euros in 2010. Similarly,
earnings increased to 31 million Euros compared to
30 million Euros in 2010. This sustainable outcome is
the result of hard work and corporate planning towards
healthy growth even under the current conditions and
despite the price increase of raw materials recorded
during the year. We invest in our brands, our people and
our innovations in order to continue developing products that respond to the needs of Greek consumers.
3.4. The Nestlé facilities in Greece
Headquarters
The administrative operations of Nestlé in Greece are
housed in the Company-owned building in Paradisos,
13
Marousi since 1995. The 7-storey building has been arranged to accommodate the 400 employees in the best
possible manner. At our headquarters we always uphold
recycling procedures and we ensure and consciously
participate in the effort for the least possible consumption of energy sources.
Factories/ Production units
Currently, Nestlé operates four factories in Greece: the
coffee factory in Inofyta, the ice cream factory in Tavros
and the two water factories, one in Vonitsa, Aetoloakarnania and one in Dodoni, Ioannina.
Inofyta, Viotia
The Coffee Factory is located in the industrial zone of the
prefecture of Viotia, on the Athens-Thessaloniki National
Road, 55km from Athens. It is a factory built in 1974 by
Loumidis SA for the production and packaging of the
Greek coffee Loumidis Papagalos, known in the Greek
market since 1920. Loumidis SA was acquired by Nestlé
in September1987; the necessary investments were carried out to modernize the roasted coffee production lines
and install the Nescafé Classic production and packaging lines in Greece.
The factory’s current production capacity is based on
eight production/packaging lines for Nescafé Classic
and the Greek coffee Loumidis Papagalos. The factory
has 127 employees and produces all packaging for retail and professional use (e.g. hotels, restaurants, cafeterias) with special concern to product safety and quality; special care is taken for the safety of employees at
the work place.
Tavros, Attica
The ice cream factory of Nestlé Hellas is located in Tavros, on land covering 18,040m2; the buildings cover
12,046 m2. The extensive investment programme for
automation of the mixing, pasteurization, ice creaming
aging stages and cleaning of the lines was completed
in 2000.
The food quality and safety system applied at the factory and the distribution network comply with the NQS
(Nestlé Quality System) and the FSMS (Nestlé Food
Safety Management System), which includes the application of the HACCP system. The applied Quality Management System is certified by ELOT (Hellenic Organization for Standardization) in accordance with standard
ISO 9001:2000 (product quality and safety).
The factory’s production covers the needs of the Greek
market, while also exporting to Italy, Spain, France, Germany, Austria, Bulgaria, Romania, the Adriatic, Cyprus
and Albania.
Monastiraki, Aetoloakarnania
The Korpi factory, located just outside Vonitsa in the Monastiraki area of Aetoloakarnaia, represents a significant
investment of 4.5 billion drachma. A huge area, far from
large urban centres and not exposed to urban waste,
hosts one of the most modern factories in Europe. With
a completely stainless-steel water network and microbiologically controlled bottling with full temperature and
humidity control, equipped with state of the art technology and automation systems, fast and efficient production and bottling lines, the Korpi factory guarantees the
excellent quality of the Natural Mineral Water Korpi.
14
The food quality and safety system applied to the factory
complies with the NQS (Nestlé Quality System) and the
FSMS (Nestlé Food Safety Management System), which
includes the HACCP system. The applied Quality Management System is certified per standard ISO 22000
(product quality and safety).
Dodoni, Ioannina
Nestlé Waters Direct Hellas was created in 1997 (Aqua
Spring SA at the time) and its main activity was the marketing of bottled water in18.9lt bottles for use in hot/cold
water dispensers. The Company grew rapidly and in
conjunction with increasing demand for consumer quality and safety assurance, the construction of a Companyowned bottling facility was decided in 2000.
The factory was built and finally commissioned in the fall
of 2001. It is located in the mountain area of Dodoni, far
from villages, industrial activities, animal farming or other
similar activities.
The factory facility and equipment is ultra-modern, while
the bottling process is fully automatic, without any human intervention, particularly during the crucial bottle
sterilization, filling with water and capping process.
The food quality and safety system applied to the factory and the distribution network comply with the NQS
(Nestlé Quality System) and the FSMS (Nestlé Food
Safety Management System), which includes the HACCP system. The applied Quality Management System
is certified by BV, in accordance with quality standard
ISO 9001:2000, the OHSAS system18001:2007 (product
quality and safety) and ISO 14001:2004 (environmental
management system).
3.5 Nestlé products in Greece
It is not by accident that Nestlé’s history in Greece is
tied to the most loved products in Greek households.
Through time, the name is associated with quality and
innovation, brands that Greeks put first on their table
and then in their hearts.
The first Nestlé products marketed in Greece were directly imported from Switzerland at the end of the 19th
century. The Γαλακτούχον Άλευρον Νεστλέ (Farine
Lactée), was advertised in the newspaper Acropolis, issue 2 February 1899 and described as “complete food
for children of a small age”.
That was the beginning of a series of stories and products that grew along Greece. Nescafé Frappé, a famous
Greek ‘patent’ that was discovered by accident and the
favourite culinary products Maggi were “incorporated”
in the Greek households just as well as two other great
Greek products, the Greek coffee Loumidis Papagalos
and the natural mineral water Korpi. The breakfast cereals are another important chapter in the Company’s history in Greece and the same stands for the beloved ice
creams Boss, Magnum, Aloma and Nirvana, which are
already a part of our history.
Today, Nestlé has strong presence in 10 product categories in Greece:
Infant Nutrition products
Nan, Neslac, Infant Cereals
Coffee (for domestic and professional use)
Nescafé, Loumidis Papagalos, Nescafé Dolce Gusto,
Nespresso, Buondi, Freddoccino
Instant Beverages
Nesquik, Le Chocolat, Nestea
Chocolate
Kit Kat, Crunch, Nestlé Dessert, Smarties
Culinary products
Maggi (bouillon, soups, puree), Nostimia, Psitonostimia, Favourite Recipes
Water
Κoρπή, Perrier, Contrex, S. Pellegrino, Vittel, Aqua Panna, Aqua Spring
15
Breakfast Cereals
Fitness, Clusters, Cheerios, Cookie Crisp, Nesquik
Products for professional use
Nescafé, Loumidis Papagalos, Buondi, Freddoccino, Vending machines
Ice Cream
Boss, Magnum, Nirvana, Aloma, La Cremeria
Petcare
Friskies, Gourmet, Pro Plan
You can find more information on our products at the following websites:
www.nescafe.gr
www.nesquik-club.com
www.icecreamland.gr
www.loumidis.gr
www.chocapic.com
www.korpi.gr
www.nespresso.gr
www.nestlebaby.gr
www.purina.gr
www.nesquik.gr
www.nestle-fitness.com
www.dolce-gusto.gr
www.cookiecrispcity.com
3.6. Nestlé Corporate Business
Principles
The Nestlé Corporate Business Principles are at the
basis of our Company’s culture, which has developed
over the span of 140 years. They were first published
as an integrated document in 1998, although most had
already been established in separate form many years
before. While they are firmly grounded, they also continue to evolve and adapt to a changing world. The latest revision was in June 2010. All Nestlé employees are
obliged to comply with these principles, as well as with
the more detailed relevant internal and external policies
and their implementation is regularly monitored and audited.
The ten Nestlé Corporate Business Principles refer to
5 areas of our business operations: Consumer relationship (Principles 1, 2, 3), Human rights and labour
practices (Principle 4), Our people (Principles 5 and 6),
Relationship with Suppliers and Customers (Principles
7 and 8) and finally the Environment (Principles 9 and
10). By publicly committing and practically implementing those principles we demonstrate that we satisfy our
consumers, we care for our people, we develop responsible partners and we respect the environment.
In the following chart you will find our Principles, a short
description as well as the relevant complementary internal and external policies, which are equally mandatory.
These include the United Nations Global Compact, the
ILO Conventions 87, 138 and 182 and the article 32 of
the UN Convention of the Rights of the Child.
Principle
Description
Relevant complementary
mandatory principles
1
Nutrition, Health
and Wellness
Our core aim is to enhance the quality of consumers’ lives every day, everywhere by offering tastier and healthier food and beverage
choices and encouraging a healthy lifestyle.
We express this via our corporate proposition
“Good Food, Good Life”.
Nestlé Principles on Nutrition,
Health and Wellness
2
Quality assurance
and product safety
Everywhere in the world, the Nestlé name represents a promise to the consumer that the
product is safe and of high standard.
16
Nestlé Quality Policy
Nestlé Nutrition Quality Policy
Nestlé Consumer Communication
3
Consumer
communication
We are committed to responsible, reliable
consumer communication that empowers
consumers to exercise their right to informed
choice and promotes healthier diets. We respect consumer privacy.
Nestlé Policy on Nutrition and
Health Claims
Nestlé Nutritional Profiling
System
Nestlé Nutritional Compass
WHO International Code
of Marketing of Breast-milk
Substitutes
Nestlé Privacy Policy
UN Global Compact
4
Human rights in our
business activities
We fully support the United Nations Global
Compact’s (UNCG) guiding principles on human rights and labour and aim to provide an
example of good human rights and labour
practices throughout our business activities.
ILO Conventions 87, 138, 182
UN Convention of the Rights of
the Child: Article 32
OECD Guidelines for Multinational Enterprises 2000
ILO Declaration on Multinational
Enterprises 2006
5
6
Leadership and
personal responsibility
Safety and health at
work
Our success is based on our people. We treat
each other with respect and dignity and expect
everyone to promote a sense of personal responsibility. We recruit competent and motivated people who respect our values, provide equal opportunities for their development and advancement,
protect their privacy and do not tolerate any form
We are committed to preventing accidents, injuries and illness related to work, and to protect
employees, contractors and others involved along
the value chain.
We require our suppliers, agents, subcontractors and their employees to demonstrate
honesty, integrity and fairness, and to adhere
to our non-negotiable standards. In the same
way, we are committed to our own customers.
Nestlé Management and
Leadership Principles
Nestlé Code of Business Conduct
Nestlé Human Resources Policy
Nestlé Policy on Safety and
Health at Work
17
7
Supplier and
customer relations
8
Agriculture and rural
development
We contribute to improvements in agricultural
production, the social and economic status of
farmers, rural communities and in production
systems to make them more environmentally
Nestlé Policy on Environmental
Sustainability
Environmental
sustainability
We commit ourselves to environmentally sustainable business practices. At all stages of
the product life cycle we strive to use natural
resources efficiently, favour the use of sustainably-managed renewable resources, and tar-
Sustainability
Water
We are committed to the sustainable use of
water and continuous improvement in water
management. We recognize that the world
faces a growing water challenge and that responsible management of the world’s resources by all water users is an absolute necessity.
9
10
Nestlé Supplier Code
Sustainability
Nestlé Commitments on Water
All our principles and policies can be found at
http://www.nestle.com/AboutUs/BusinessPrinciples/Pages/BusinessPrinciplesHome.aspx
Respect and openness to diversity of cultures and traditions. Nestlé endeavours to integrate itself into the
cultures and traditions where it is present, while staying
true to the Company’s core values and principles.
3.7. Our mission and values
Nestlé’s mission in Greece is to be the most recognized
leader in Nutrition, Health and Wellness. Our goal is to
provide products of high nutritional value to consumers,
which are developed to respond to their needs and desires throughout all stages of life and at every hour of the
day. We make sure to maintain a long-term strategy and a
stable annual performance and at the same time ensure
social well being and environmental responsibility. In every
country it operates, Nestlé complies with the local laws
and adapts to the overall cultural framework, customs and
traditions. At the same time it maintains the following values:
Focusing on long-term business development without
losing sight of the necessity to continuously deliver
sound results for our stakeholders.
18
Creating Shared Value is the basic way we do business.
In order to create long-term value for shareholders, we
must create value for society.
Committing to environmentally sustainable business
practices to protect future generations.
Making a difference in everything we do by having a
passion to win and creating gaps with our competition
through discipline, speed and flawless execution.
Understanding of what constitutes value for our consumers and a clear focus on delivering this in everything we do.
Serving our consumers by constantly challenging ourselves to achieve the highest levels of quality for our
products and never compromising on their safety
standards.
Continuous improvement towards excellence as a way
of working and avoiding abrupt, one-time changes.
A contextual approach to business rather than a dogmatic one. This implies that decisions are pragmatic
and based on facts.
Personal relations based on trust and mutual respect.
This implies a commitment to align actions with words,
to different options, and to communicate openly and
frankly.
Commitment to a strong work ethic, integrity and
honesty, as well as compliance with applicable
laws and Nestlé principles, policies and standards.
3.8. Corporate Governance
Company organizational structure
The Nestlé Hellas Board of Directors has four members and
convenes once a year. Its members are the Chairman, the
Chief Executive Officer, the Technical Director and the Financial Director of Nestlé Hellas. The Board takes strategy
decisions and ratifies the decisions resulting from changes
in Greek legislation, which require the Board’s consent.
The central governance body of all Nestlé business activities in Greece is the Management Committee (ManCom), which convenes twice a month and is chaired by
the Nestlé Hellas CEO, who throughout 2011 was Laurent
Dereux. The direct responsibility operations and supportive functions of Nestlé Hellas are represented in the
Committee where operational decisions for the Company
and the direct responsibility categories (coffee, culinary
products, chocolate, instant beverages, ice cream), are
discussed and finalized. The remaining categories have
separate central administrations, but they participate in
the NiM (Nestlé in the Market) meeting which takes place
once a month, for sharing common issues since almost all
support functions are serving them.
3.9. Renumeration of managers
The incentive scheme for Nestlé senior managers includes
a bonus estimated in reference to corporate and personal
professional performance. Personal goals are evaluated
both as to the end result (what) but also as to the manner they were achieved (how), in full compliance with the
Corporate Business Principles and the Code of Business
Conduct of Nestlé.
CEO Nestlé Hellas
Direct
Responsibility
Coffee
Culinary
Instant
beverages
Confectionary
Ice Cream
Remaining
NIM
categories
Support
functions
Finance
Infant
Nutrition
Human
Resources
Water
Nestlé
Professional
Nestlé Purina
Nespresso
Communication
and Corporate
Affairs
Τechnical
Supply Chain
CPW
CCSD
Nestlé
Waters Direct
Sales
19
Legal
Security
LGO
3.10. Determination of qualifications
and expertise for senior management
and senior staff
The capabilities and experience of senior management
members are determined by the profile of each position,
including compliance with the Nestlé international practices and individual expertise required for each sector.
At the same time, all activities stipulated in the annual
plan are regularly monitored. Financial performance is
monitored on a monthly basis through a number of indicators. There is also a reporting procedure in place for
our environmental performance. Our initiatives for society are in line with the Creating Shared Value approach
and the three key pillars, Nutrition, Water and Rural Development. The Nestlé Healthy Kids programme, a key
element for Creating Shared Value in Greece, is regularly
monitored and evaluated on market level and by an external committee on a Group level.
3.11. Nestlé Code of Business
Conduct
The Nestlé Code of Business Conduct was first published in 2007 to complement the Corporate Business
Principles and provide guidance to employees on how
to implement them in their daily work.
The Nestlé Code of Business Conduct covers 14 areas;
compliance with the laws and internal rules and regulations, conflicts of interest, hiring procedure for family
members and partners of employees, managerial positions in business opportunities outside the Company, unfair competition, confidential information of the Company
and associates, bribery and corruption, gift, meals and
entertainment policy, discrimination and harassment, reporting illegal or non-compliant conduct. Furthermore,
in the scope of the corporate anti-corruption policy, the
Code of Business conduct does not allow donations to
political parties in individual markets, with the exception
of the parent Company in its country of origin.
3.12. Compliance Committee
20
The Compliance Committee was established in 2010;
participating members are the CEO and representatives
of the Legal, Financial, Compliance and HR Departments. The roles and responsibilities of the Committee
are set out in the relevant charter and there is a specific
procedure that allows employees to report to the Committee incidents of non-compliance with the laws and
corporate rules and regulations.
The Code of Business Conduct sets out the framework
of employee responsibility with clear reference to the behaviour that ensures their integrity. There is a clear procedure in place for dealing with allegations of corruption or discrimination complaints, including notification
of senior management, extensive investigation of the
incident, evaluation of the situation and implementation
of the necessary corrective actions. This standardized
procedure is part of the Company management system
and has been communicated to all personnel.
As of the beginning of 2012, the reporting procedure will
be facilitated with a more advanced system that will allow employees to report incidents over the phone or intranet while maintaining their anonymity and being able
to monitor the progress of their complaint.
There was no report on corruption or discrimination incident during 2011.
3.13. Issue Round Table
The Issue Round Table is the preparatory stage to Crisis
Management as well as the monitoring body for issues
that require notification and alignment of all operations
involved in order to formulate a common position and
plan the next steps. This team comprises the Regulatory
Department, the Technical Department, Supply Chain,
Security Department, the Safety Health and Environment
Manager, Communication and Corporate Affairs Department and is headed by the CEO. The Issues Round
Table meets on a monthly basis, while issues and their
progress are monitored through minutes.
3.14. Security Committee
The Security Committee was established in 2007 in order to supervise the Company initiatives and actions of
that area. The Security Committee comprises the Security Manager and the Technical, the HR and the Supply
Chain Directors; the Committee convenes twice a year.
The main Security goals for 2011 were improvement
of preparation for crisis management and raising the
awareness of all employees to the Company Security
Policy. These goals were met by the end of the year.
Furthermore, training on security issues is included in
the new recruits induction programme, while training of
employees through the electronic platform launched in
2010 and 2011 has been completed by 75% of Nestlé
Hellas employees.
3.15. Safety Committee
The Employee Safety Committee was created in 2011 to
develop and implement initiatives and actions for the promotion of safe behaviour and to meet the Company’s zero
accidents target. The Employee Safety Committee comprises the Safety, Health and Environment Manager and
representatives of the HR, Communication, Sales, General
Services and Technical Departments. In 2011 the priority
was raising awareness on safe driving issues. To this end,
5 meetings took place and an intranet training system was
applied to all employees who have or regularly use Company cars. This training was mandatory for such personnel and will be repeated every three months. In addition, a
leaflet with basic safe driving instructions was developed
and distributed to all Company employees.
3.16. Awards received in 2011
In 2011, we had two more important reasons to be proud
of our Company and products.
In October 2011, the closed system Nescafé Dolce
Gusto was awarded as the Best Product Development Award for 2010 in the Marketing Excellence
Awards organized every two years by the Hellenic
Management Association (EEDE). The award came
one year after the product was launched in Greece and
confirmed its excellent performance in the Greek market but also our difficult decision for significant investment in the midst of an economic crisis in the country.
In December 2011 Nestlé Hellas was awarded the
Preferred Supplier Award in the Food and Beverages category of the Retail Business Awards. It is
a particularly important distinction as it is the result of
a survey carried out by the University of Athens to the
retailers themselves.
3.17. Nestlé participation in
organizations and business
associations
In order to achieve an active and clear representation of
our Company views on issues influencing our business
activities, Nestlé participates in a number of business organizations and associations. The executive members,
who represent the Company in the various teams and
Committees, brief the members of Issue Round Table on
the issues discussed, during its monthly meeting. The
corporate position is jointly finalized, based on the operations of this team and the results of each meeting are
reported and monitored on a regular basis.
The executive members hold regular meetings with the
various stakeholder groups, plan their actions on an annual basis and report their progress to senior management (specific examples for 2011 are reported in detail
in the Stakeholders Map, shown in a schematic diagram
in the next chapter).
Nestlé Hellas is a member of the following associations
and organizations:
Hellenic Federation of Enterprises
Hellenic Food Industry Association
Hellenic Advertisers Association
Association of Natural Mineral Water Companies
Hellenic Association of Infant Nutrition Companies
Greek Association of Branded Product Manufacturers
Hellenic Network for Corporate Social Responsibility
(CSR Hellas)
Hellenic Management Association
21
Nestlé Hellas Sustainability and CSV Report 2011 / Chapter 4 / Creating Shared Value at Nestlé
4. Creating Shared
Value at Nestlé
At Nestlé we believe that in order to create long-term value
for shareholders, we have to create value for society.
22
4.1. The way we work
Creating Shared Value is the basic way we do business; a
central part of our strategy and operations. At Nestlé we
believe that in order to create long-term value for shareholders, we have to create value for society. But we cannot be either environmentally sustainable or create shared
value for shareholders and society if we fail to comply with
our Business Principles.
This is why we fully comply both with the regulation of
the country where we operate and with our own internal
rules and regulations, which are often stricter than the local legal framework. To this end, we have set the Corporate Business Principles and other regulatory documents,
which apply to the entire spectrum of our business operations. We carry out frequent and regular audits to ensure
application of these principles.
Moreover, our business activities are based on sustainability; in other words we make sure that our actions protect
the future of the generations to come. Nestlé considers
sustainable the development covering the needs of the
present without compromising the needs of the future.
Creating Shared Value goes beyond compliance and
sustainability. Any business that thinks long-term and follows sound business principles creates value for shareholders and for society through its activities, e.g. in terms
of jobs for workers, taxes to support public services, and
economic activity in general.
But Creating Shared Value goes one step further. A Company consciously identifies areas of focus, where: a)
shareholders’ interest and society’s strongly intersect,
and b) where value creation can be optimized for both.
As a result, the Company invests resources, both in terms
of talent and capital, in those areas where the potential for
joint value creation is the greatest, and seeks collaborative action with relevant stakeholders in society.
At Nestlé, we have analyzed our value chain and determined that the areas of greatest potential for joint value
optimization with society are Nutrition, Water and Rural
Development. These activities are core to our business
strategy and vital to the wellbeing of the people in the
countries where we operate.
Creating
Shared Value
Nutrition, Water, Rural development
Sustainability
Protect the future
Compliance
Laws, Business principles, Codes of conduct
4.2. The three pillars of Creating Shared Value
23
Nutrition
The main priority for Nestlé is to provide products of high nutritional value to
consumers through all stages of their life that reflect their needs in the best possible way, as generated by scientific research and on-going education.
Water
Water is a life sustaining global resource. Especially for Nestlé, water is the
main ingredient in its products. Consequently, responsible management of global water resources is a Company priority and commitment. Nestlé supports
water re-use, ensures efficient use of water in its activities and strives for constant improvement of water resources management.
Rural Development
For Nestlé, the key element for Creating Shared Value is the well-being of communities from which it draws the raw farming materials for its products. With
rural development, provision of employment at a local level and by encouraging
efficient production practices, Nestlé aims to both maintain the high quality of
raw materials and the growth of local economies and a better life for farmers.
Water
Nutrition
Rural
Development
Creating
Shared Value
for Nestlé
24
4.3. Nestlé Creating Shared Value
in Greece
In the Greek market, our activities towards Creating
Shared Value are focused on Nutrition. Our main initiatives for the overall activation of each year as set by
the end of the year and presented for approval to the
Management Committee. The Healthy Kids programme
which is implemented in Greece as part of the Nestlé
Healthy Kids Global Programme and other actions of a
smaller range, hold a special position in this effort.
4.4 Wellness Taskforce
Members of the Wellness Taskforce are the Management Committee and the Communications Department.
The taskforce meets twice a year initiated by the Nutrition, Health and Wellness Manager in order to present
the Company’s progress on Nutrition, Health and Wellness issues (evaluations 60/40+, application of Nutri-
tional Guide on products, rate of products with a balanced nutritional profile, Nutritional Foundation etc.), the
corporate image in the minds of consumers in reference
to Health and Wellness, as well as the actions and plans
set for this sector for the following year.
4.5. Mapping of stakeholders
At Nestlé Hellas, we work, act and grow in cooperation
with our environment. For this reason we have mapped
the groups of stakeholders, the opportunities and risks
arising from our relationship and the actions that enhance the communication between us, aiming to identify
their needs/desires so that we can better respond and
act collaboratively for common benefit.
Risk analysis for the entire Company falls under the Enterprise Risk Management (ERM) procedure, which has
been implemented on a market level since 2009. The
procedure involves evaluation of all risks by senior man-
agement staff and is carried out on an annual basis. In
2011, due to the economic crisis, this procedure was
carried out twice. The process includes identification of
risks/opportunities, the triggering factors, controls that
are in place and evaluation of potential consequences
and possibilities. The action plan is agreed according
to the estimated risk/opportunity level and includes the
overall strategy that is communicated to all personnel.
Stakeholders Group/
Description
Main potential
risks
There are monthly meetings on reporting, monitoring
and handling of potential incidents that could lead to
a crisis (Issue Round Table meetings). These meetings
take place with the participation of all relevant roles and
operations (e.g. Quality, Communications and Corporate Affairs, Supply Chain, Security, Safety Health and
Environment, Technical) and is chaired by the CEO.
Two-way Communication
Goals
Survey “Nestlé & I”
Company magazine “News&Views”
Employees:
All Nestlé Hellas
staff
Low productivity,
loss of essential
external “ambassadors”
Volunteer activities
Internal campaigns for Health and Wellness
Internal Competitions
Identification
of areas for
improvement,
further reduction
in employee
turnover
25
Benefits/Training
Annual consumer survey per category or
product/corporate reputation
Consumers:
All existing and
potential buyers
of our products
Sales decrease,
loss of consumer
trust, boycott
Consumer Service Department with
dedicated Nutritionist answering questions on
the spot (24/7)
Multi-brand promotional activity
Communication of products with 60/40+
Consumer
trust, testing
and continuous
preference for
brands
EU Pledge: No communication with children
under 6 years old / communication of
products with NF to children 6-12 years old
Regular top to top meetings at CEO level
Customers:
Trade channels
collaborating with
the Company for
the sale of our
products
Delisting of products, termination
of collaboration,
sabotage
Meetings with selected customers on
common strategy and category development
issues
Share of information from relevant surveys on
consumer behaviour
Training on issues of our expertise
(e.g. WHO Code on Infant Formulas)
Improvement of
collaboration,
market improvement
Stakeholders Group/
Description
Main potential
risks
Goals
Procedure for selection/audit of new supplier
Suppliers:
Direct and indirect
suppliers
Obstacles in supply
chain or quality of
supplied materials,
Company reputation risks
Supplier service level (assessed monthly on
quality and time deliverables)
Monthly check on on-time payment to
suppliers
Percentage of local suppliers over total
supply chain
Selection of
associates who
comply with our
non-negotiable
criteria, good
collaboration
Global actions: Nescafé Plan, Cocoa Plan,
Collaboration with Fair Labour Association
Regular meetings and collaboration with local
authorities
26
Local community:
Residents of areas
where our factories and offices
are located
Network related obstacles and flaws,
energy or water
sourcing, scarcity
of local employment, sabotage
Continuous exchange of know-how and
resources in areas of our expertise
Support to low income families through
product donations
Interactive
communication
at local level,
iteractive coverage of needs
Support of community related projects
relevant to our CSV strategy
Water Care Festival
Media:
Print and digital
media covering
our areas of focus
(business, health,
etc.)
Continuous engagement
Negative publicity,
negative reputation, consumer
influence, sales
decrease
New corporate site with journalistic approach,
access to information and frequent updates
Positive reaction
Media trips/visits to factories
Transparency and information: Planning of
first GRI CSV report
Continuous engagement with selected
representatives of the scientific community
Scientific
community/KOLs:
Scientific community in the areas
of interest (health,
nutrition)
Visits to factories
Lack of credibility
Active participation and sponsorship of
Scientific Conferences
Support of selected studies
Collaboration with the University of Agriculture
for the Healthy Kids 2011 programme/
Collaboration with Harokopeio University for
the Healthy Kids 2012 programme
Improvement
of relations,
collaboration in
areas of common interest
Stakeholders Group/
Description
Society:
The entire Greek
society
Government:
Elected members
of the current
government
Main potential
risks
Reputation risk
Operational obstacles, legislation
Goals
Support and implementation of programs on
nutritional education
Improvement of
equity, positive
reaction and
trust levels
Transparency and information: planning of
first GRI CSV report
Active participation in industry associations
for optimum representation of our Company’s
positions
Nutritional education programs with the
support of the Ministries of Education and
Health
Better
collaboration
Regular meetings with selected NGOs
NGOs:
NGOs engaged in
areas of our
interest or
concern
Authorities:
State and other
authorities
associated with
our areas of
interest
Corporate reputation risks, boycott
Collaboration with and support of selected
NGOs through monetary or product
donations according to our CSV priorities
Collaboration with the Hellenic Institute for
Nutrition and the NGO SciCo for the Healthy
Kids 2011 programme
Reputation issues,
operational obstacles
Ongoing engagement
Interactive
communication,
improvement of
relations
27
Improvement of
communication
Interactive communication based on
compartmentation and internal structure
Nestlé S.A.
Lack of alignment
with the global
strategy, shareholders issues
Alignment with the central strategic plan
Compliance with the Corporate Business
Principles and other rules and regulations
Regular progress reports on all levels,
according to internal procedures
Goal
improvement
Nestlé Hellas Sustainability and CSV Report 2011 / Chapter 5 / Nestlé in the Greek market
28
5. Nestlé in the Greek
market: Delighting
consumers
Consumers are at the centre of our business activities. Our
goal is to develop quality, safe products that respond to their
desires and needs, to encourage a healthy lifestyle and to
communicate with responsibility and respect.
This commitment is clearly reflected in the Nestlé Corporate Business Principles.
1st Principle: Nutrition, Health and Wellness
Our core aim is to enhance the quality of consumers’ lives every day, everywhere by offering tastier and
healthier food and beverage choices and encouraging a healthy lifestyle. We express this via our corporate
proposition Good Food, Good Life.
2nd Principle: Quality assurance and product safety
Everywhere in the world, the Nestlé name represents a promise to the consumer that the product is safe and
of high standard.
3rd Principle: Consumer communication
We are committed to responsible, reliable consumer communication that empowers consumers to exercise
their right to informed choice and promotes healthier diets. We respect consumer privacy.
These main principles are complemented by more specific principles and policies:
Nestlé Principles on Nutrition, Health and Wellness
Nestlé Quality Policy
Nestlé Nutrition Quality Policy
Nestlé Policy on Nutrition and Health Claims
Nestlé Nutritional Profiling System
WHO International Code of Marketing of Breast-milk Substitutes
Nestlé Privacy Policy
29
It is obvious that responsible, reliable communication
with our consumers, children in particular, is one of
our key concerns. Beyond full compliance with local
legislation, we have made the labels on our products
more consumer-friendly, so as to allow quick access to
the information of interest. The nutritional programmes
adopted since 2008 are in this context, as are the internal educational programmes addressed to our people,
in order to encourage a healthier lifestyle and spread
the principle of a balanced diet and regular physical activity in their social environment. Regular collaboration
with nutrition and health companies and organizations
throughout our product range is another element that
strengthens this strategy.
5.1. The Nestlé Quality Assurance
and Product Safety Policy
Quality assurance and safety of our products is a nonnegotiable priority. Our Company quality assurance policy is schematically visualised as follows:
We use a series of tools to ensure the high quality of our
products and to keep our commitment:
30
In reference to food safety, HACCP is applied in all our
factories. There are daily and weekly meetings on quality
issues, where any defects or relevant issues are reported, testing is decided and the progress and result are
monitored. The collective results of this procedure are
checked on a monthly basis by members of the Technical Department in our headquarters.
Consumer trust
and preference
In more detail:
Quality & Nestlé
The
foundation of
Zero-defect,
our
food,
Nutrition,
no-waste attitude
Health and
Wellness Company
Everybody’s
commitment
Food safety and
full compliance
5.2. Nestlé Quality Management
System (NQMS)
The Nestlé Quality Management System is based on a
series of procedures aiming to achieve the goals of our
Quality Policy by evaluating the performance and continuously improving the efficiency of the management
system. Management through procedures is used to
control all value chain activities associated with quality.
The Nestlé Quality Management System sets the Food
Safety Quality System monitoring framework and the
specifications for quality and information annotated on
the label. It is our corporate guide for quality that is fully
aligned with our Corporate Business Principles and ap-
plies to the entire Company and all business procedures:
products, services and systems for food, beverages,
infant formulas, health, wellness and pet food, associated with our customers and consumers, from product
development to consumption. The system is also certified against ISO 9001:2000 and ISO 22000:2005 and its
application for Food Safety and Compliance with Food
Legislation is certified against ISO 22000:2005.
complaints, the 2011 procedure stipulates closing of a
complaint within 20 days for imported products and within 15 days for products produced in Greece. For simple
questions, the goal is to close the inquiry during the first
phone call. The Consumer Service Department monitors
the progress of complaints on a monthly basis and submits a consolidated report to each department/product
category, which is also communicated to the CEO.
There were no non-compliance incidents recorded in 2011
in reference to the Nestlé Quality Management System.
The goal of the Customer Service Department is to
close complaints/questions within the scheduled timeframe specified by the procedure. This goal was fully
achieved in 2011.
5.3. Consumer Services
The Nestlé Consumer Services operate 7 days a week,
around the clock through an external service during outof-office hours and constitute an open line of communication between the Company and the public.
5.4. Consumer communication with
our Company in 2011
Questions
22,295
Complaints
1,484
Consumers can contact this service to gain access to:
Complaints on promotional products
29
Information related to products, points of sale and
Nestlé associates in each area;
Non-product related complaints
1,211
Total 2011
25,019
Nutritional information and advice from the in house
nutritionist;
Recipes with Nestlé products, to be found in promotional fliers;
Our performance in reference to quality and safety is
gauged through our communication with consumers.
It is from consumers that we receive valuable information on any defective products and with their help we
go back to the production procedure to check and
identify the points that can make us even better.
Any complaints on a Nestlé product.
A specific, detailed procedure is applied for the management of requests and complaints, which defines the
roles and responsibilities depending on the seriousness
of the reported incident, which naturally includes the
Quality Management Department. Especially regarding
2000
Our goal for 2011 was to reduce quality complaints
in Greece, Albania and Cyprus by 20% and 30% as
to the presence of foreign body. The target was not
achieved; however we managed to reduce the corresponding complaint categories by 13% and 17% respectively.
13% less
17% less
Product complaints
Greece-Cyprus-Albania
Complaints for foreign body
1697
1500
500
363
1478
302
0
1000
2010
2011
2010
2011
31
5.5. Communication starts from the
product label
Compliance on the label
At Nestlé, it all begins with full legal compliance and the
same applies to our product labels. The Nestlé Consumer Communication Principles specify our basic commitments regarding our labels:
All representation including text, sound and visual
should accurately represent the product, including
taste, size and content.
Health benefit claims must have a sound scientific
basis, comply with applicable legislation and regulations, and be easily understood by consumers.
32
Nutrient content information, including fortification
and nutrition claims, must be made in a way that
accurately reflects the nutrition composition of the
product, and comply with applicable legislation and
regulations. Specific claims/propositions on packaging must reflect local legislation.
Environmental impact and social benefit claims must
have a substantiated scientific basis, comply with applicable legislation and regulations, and be easily understood by consumers.
Consumer communication must show the consumption of products in a safe way, and not depict persons
engaged in dangerous activity.
There is a specific process followed in the development
of each new label, which involves all relevant members
and ensures full legal compliance in this aspect. The
process for development of a new label has the following
stages: preparation, approval, printing and acceptance
of first batch; it requires participation of the Quality Manager, Technical Department, Marketing and its services,
Regulatory Department, Materials Handling Department,
advertising Company and external printing associate.
The final label is again approved by the factory Quality
Manager before being made available for sales.
Our goal in this sector is zero complaints from the authorities, which is consistenly achieved since 2009.
At Nestlé, it all begins with full
legal compliance and the same
applies to our product labels.
Moreover, at Nestlé we believe in the importance of accurate and substantial nutrient content information on
our product labels which not only complies with the information required by applicable legislation but is also
presented in a manner that is clear, friendly and easy
to understand. The Nutritional Compass, a visual that
appears on Nestlé products, is a significant tool in this
effort.
It is a registered labelling guide that helps consumers
choose the product that better suits their own needs.
More specifically, it provides information on energy, proteins, fat, saturated fat, carbohydrates, sugars, fibre and
sodium content, the properties and composition of main
nutrients and answers to questions related to a specific
product or its category in which consumers are already
interested or for which we want to trigger their interest.
The Nutritional Compass in standardized format appears
on all Nestlé product packaging and includes messages, which are based on science, respect the laws and
provide sound information to consumers.
The Nutritional Compass has the following format:
33
Guideline Daily Amounts (GDA)
GDA provides an indication for the total daily energy,
protein, carbohydrate, sugars, fat, saturated fat, fibre
and sodium intake for a balanced adult diet and the corresponding percentage in one serving of the labelled
product. It is an international initiative developed with
the collaboration of scientific partners, state authorities,
NGOs and companies. This model has been adopted
by Nestlé and many food companies in Greece. The
scientifically based information provided on the labelling provides to consumers the opportunity to make an
informed selection and emphasizes the most important
dietary information among all the information on the
packaging.
The Guideline Daily Amounts label is applied on all
Nestlé products.
5.6. We develop food and beverage
products for health and pleasure
As the leading Nutrition, Health and Wellness Company
we continually invest in the development of products that
encourage a healthy diet without overlooking the very
important element of enjoyment. To this end we use the
Nestlé Nutritional Profiling System for the development
and evaluation of our products.
Nestlé Nutritional Profiling System
It is a dynamic approach to analyzing the nutritional
value of Nestlé products ensuring that these reflect a
suitable choice for a balanced diet. The system was developed to support Nestlé’s worldwide strategy to offer
products that have proven superiority in consumer taste
preference and nutritional value. Furthermore, its rigorous methodology is based on public health recommendations including those of the World Health Organization
and the US Institute of Medicine.
34
The criteria that ensure a strong Dietary Base for products derive from four principles of assessment:
1. Consideration of the product category and its role in
the overall diet: different products play a different role
in our diet.
2. Consideration of specific nutritional factors pertinent
to public health, such as calories, sugars, fat, sodium,
according to the recommendation of global health organizations.
3. Thresholds for each of these factors.
4. Consideration of individual serving specific to adults
and children: Serving must depend on age and
growth stage.
All Nestlé products in Greece have been assessed with
the Nestlé Nutritional Profiling System.
The 60/40+ approach
The 60/40+ concept is directly linked to the Nestlé vision for Nutrition, Health and Wellness. More and more
The research studies carried out on
a steady base on a great number
of our products are a fundamental
tool in the communication with our
consumers.
consumers seek products with comparative advantages
for their diet and health without overlooking the important
factor of taste.
That is why Nestlé wants its products to enjoy a 60% consumer taste preference as compared with the respective
competitive products, with the additional “plus” of a nutritional advantage. In practice, this translates to two objectives: In the blind taste tests, we are looking for products
to be preferred by at least 6 out of 10 consumers and
we always examine the factors that bring this nutritional
“plus”.
Each year, Nestlé ensures the 60/40+ of its best-selling
products aiming to maximize consumer nutritional value.
The programme is applied to thousands of products
which are sold to 85 countries around the world.
The key to success of this procedure is nutritional
control of our products. This is the job of the Nestlé
Centre scientists, who compare our product with the
corresponding competitive product sold in the market. The test examines the level of nutritional elements
and the value of the main ingredients of our products.
It identifies the nutritional advantages and disadvantages of a product so as to point to the right direction
for improvement, that will lead to nutritional superiority.
The consumer is the final beneficiary of this procedure. It is with that in mind that products reflecting the
consumer taste criterion with the optimum nutritional
benefit are developed.
In Greece all products which are advertised, products
with significant turnover and our strategic products,
corresponding totally to 67% of our net sales, go
through the 60/40+ testing process.
5.7. Nestlé Consumer Research
Studies
The research studies carried out on a steady base on
a great number of our products are a fundamental tool
in the communication with our consumers. Through
these research studies we aim to identify points for
improvement and take important decisions regarding
taste, packaging and overall image that consumers
hold for a specific product.
For this purpose, we have a department of three that
carries out the research studies requested by other
departments in collaboration with research companies
and provide us with useful data for further development of our products. At the same time, the Marketing
Intelligence and Consumer Insight Department acts
as an independent data source, as the data it collects
from various surveys is helpful to other departments
in acquiring a full or partial picture of the market and
plan their strategy.
In 2011 Nestlé carried out 54 research studies, on a
product or corporate level.
Department
Number of
research studies
Coffee
31
Culinary
2
Infant formulas
3
Breakfast cereals
1
Water
3
Ice cream
9
Chocolate
4
Corporate reputation
1
Total
54
5.8. Responsible Communication
At Nestlé we are committed to responsible communication with our consumers and we respect their privacy.
Our policies in this aspect are based on the Nestlé Consumer Communication Principles.
Principles
The Nestlé Consumer Communication Principles describe the strict criteria on which all communication with
consumers must be based, both at a corporate and
product level. These principles include aspects such as
communication with all consumers, with children and in
reference to a balanced diet and physical activity.
The full Nestlé Consumer Communication document
can be found at http://www.nestle.com/Common/Nestle
Documents/Documents/Library/Documents/About_Us/
Communication-Principles.pdf
Nestlé Marketing Communication to
Children Policy
Nestlé believes in responsible communication specifically communication aimed at children, which:
Must encourage moderation, healthy dietary habits
and physical activity;
35
Must not undermine parental authority;
Must not mislead children about the potential benefits
from the use of the product;
Must not create a sense of urgency;
Must not generate unrealistic expectations of popularity or success;
Must not create difficulty in distinguishing between
programme content and advertising content;
Must not use programme personalities, live or animated, otther that our copyright characters to market
products in or adjacent to television programmes,
movies, magazines or printed material or on internet
websites in which they normally appear so that our
communication is clearly distinguished from such
content.
The Nestlé Marketing Communication to Children Policy was revised in March 2011 to include a series of
new commitments as of September 2011. The main
principles of this revision are:
36
No advertising or marketing activity may be directed
at children under 6.
Advertising for children from 6 to 12 is to be restricted
to products with a nutritional profile which helps children achieve a healthy, balanced diet,
including clear limits for such ingredients
as sugar, salt and fat (Nutritional Foundation).
There was no violation reported in
connection to the above Nestlé Hellas
policies in 2011.
International Code of
Marketing of Breast-Milk
Substitutes of the World
Health Organization
The International Code of Marketing of BreastMilk Substitutes was developed by the World
Health Organization in 1981, aiming to maintain
and promote the practice of breastfeeding and to
ensure appropriate use of breast-milk substitutes
where and when necessary.
Nestlé was the first infant nutrition Company to adopt
the Code and strictly adheres to it up to present. Nestlé
specifically:
Supports that breast-feeding is the best start in life for
infants up to six months old.
Fully adopts the Code as applied by each country.
Has in place a strict system to ensure compliance
with the Code in its activities.
In developing countries or “higher risk countries” Nestlé
adheres to the WHO Code regardless whether it is incorporated in local legislation. Distinction of countries as
higher or lower risk is based on specific criteria related to
infant mortality and malnutrition.
Greece and Cyprus are considered low risk countries.
Nestlé strictly adheres to local legislation, in application
of the corresponding EU legislation. For better management of this issue and to ensure full compliance, Nestlé
Hellas has developed the Policies and Procedures Manual which covers all areas (behaviour of medical delegates, commercial policy, controlled provision of samples, donation procedure, internal and external audit),
including regular training of collaborating distributors
and their staff.
A special Policies and Procedures Manual incorporating
even stricter criteria was developed for Albania, which is
considered a higher risk country, and is applied by our
associate distributor in Albania.
Consumer privacy
Nestlé respects personal privacy and is committed to
protecting personal data. This includes the right of individuals to be informed and make decisions regarding
the collection, transfer, use, disclosure, change, elimination and any processing of their respective personal
data.
The International Privacy Policy Standards of Nestlé set the
key principles in greater detail and are adhered to by all
Nestlé operations in Greece including the Consumer Services Department; there were no violations reported in 2011.
5.9. Supplier and customer
relations: We develop responsible
partners
Our supplier and customer relations are reflected in
the Nestlé Corporate Business Principles:
7th Principle: Supplier and customer relations
We require our suppliers, agents, subcontractors and their employees to demonstrate honesty, integrity and
fairness, and to adhere to our non-negotiable standards. In the same way, we are committed to our own
customers.
5.10 The Nestlé sales network
The Nestlé sales team in Greece has a staff of 150,
whose daily work is to ensure our products are available
to all large or small sales points.
There are approximately 130,000 points of sale for our
products. These include retail stores, kiosks, gas stations, pharmacies, pet shops, cafeterias, hotels as well
as companies and consumers who purchase the Nespresso and Aqua Spring products.
For this reason, we continuously monitor the progress of
orders and record the accuracy of our deliveries, aiming
to full agreement of orders and deliveries, year in year
out. In other words we aim at a 100% customer service
success rate.
The following table demonstrates our progress in this
aspect. Specifically, we examine the ‘failure’ in serving
an order as to the percentage of boxes not delivered
against the total number of boxes ordered achieving a
very good performance in this area as well.
Our customer service network is very important to us.
37
Boxes not delivered/total of boxes ordered
3%
3%
2%
2%
1%
1%
0%
Target
2008
2009
2010
Result
2011
Our main concern is to maintain an excellent relationship with our customers so we can grow to our mutual
benefit. This is achieved with regular meetings at a
senior management level and regular meetings/presentations of our new products. In the scope of good
cooperation, we share information resulting from our
own research studies on consumer behaviour and offer training on issues of our expertise such as the WHO
Code on Infant Formulas, following the liberalization of
infant formula trade to include supermarkets as well.
5.11. Our suppliers
At Nestlé we do not only develop high quality products
but we also make sure that this is done in a manner that
reflects our Company’s commitment to full compliance
with the applicable laws and regulations for all our business activities and to act with honesty and integrity. Our
customers expect the same behaviour from all members
involved in the process, especially our suppliers.
In this manner, our extensive supplier network is an extension of our own business activities. And for this reason, our collaboration begins with the selection procedure, which includes auditing on a number of areas of
interest and continues with follow-up and development
of a relationship between us through fixed internal and
external controls. Our goal is consistency and competitiveness with no deviation from the non-negotiable criteria prescribed by the Supplier Code. Thus, the relevant
department identifies and selects the suitable suppliers
for all our business activities, who become valuable allies of the other departments as well; their satisfaction is
evaluated on a regular basis.
At Nestlé Hellas we emphasize collaboration with local
suppliers, both as to raw materials and packaging materials, especially for our factories in Greece.
38
The Nestlé Supplier Code goes beyond the legislation boundaries and prescribes internationally accepted business
excellence principles which aim to ensure responsible relations with our suppliers with an emphasis placed on the
following aspects:
Business integrity: It includes compliance with applicable laws and regulations
Sustainability: Nestlé suppliers must support sustainable development of the collaborating farmers.
Labour standard/Human rights: Full compliance with the relevant principles of the United Nations Global
Compact in reference to forced labour, child labour, working hours, compensation, non-discrimination and the
freedom of association and collective bargaining.
Safety and health: In reference to the workplace environment, as well as the product quality and safety.
Environment: The supplier must operate with care for the environment and ensure full compliance with all applicable laws and regulations in the country where products are manufactured or delivered.
Supplying farmers: Communication and training regarding the Nestlé Supplier Code.
Audit and termination of the supply agreement: Nestlé reserves the right to terminate an agreement with
any supplier who does not comply with the Code
The percentage of local suppliers in the Inofyta, Tavros, Vonitsa and Ioannina factories is as follows:
Inofyta factory
(coffee)
Tavros factory
é
(ice (π
cream) )
Vonitsa factory
(water)*
Packaging
materials
83%
Packaging
materials
76%
Packaging
materials
69%
Raw materials
(coffee)
100% imported
Raw
materials
24%
Raw
materials
18%
*Note: In the case of water factories, the raw material
used is resin (raw material used for the plastic bottles),
delivered at the Vonitsa factory for the bottling of the Korpi water, which takes place at the factory. In the case of
Dodoni factory, all packaging material is supplied from
outside the factory. 100% of the water bottled by both
factories comes from local natural springs.
5.12. Fair competition
With respect to fair competition, Nestlé adheres fully
to local legislation and our internal code. Specifically,
Nestlé Code of Business Conduct is referring to the issue on Chapter 7 – Antitrust and fair dealing:
“We believe in the importance of free competition.
Nestlé is prepared to compete successfully in today’s
business environment and will always do so in full com-
Dodoni, Ioannina
factory (water)*
Packaging
materials
30%
pliance with all applicable antitrust, competition and fair
dealing laws.”
The individual rules that prescribe to the behaviour of
our employees cover the commercial policy and prices,
market policy and relations with customers and suppliers. Special emphasis is placed on employees, especially those involved with Marketing, Sales and the
Supply Chain or who are in regular contact with competitors. Special training is provided to key staff on this
issue, while it was decided in 2012 to extend the training
to a larger part of the staff.
In case of doubt, the legal department is responsible to
offer the necessary guidance.
There were no court decisions against or fines imposed
on Nestlé Hellas for unfair trading in 2011.
39
Nestlé Hellas Sustainability and CSV Report 2011 / Chapter 6 / Human Resources
40
6. Human Resources
Nestlé encourages open communication with its people
at all levels regarding changes aiming to improve the
Company business and other practices.
6.1. We care for our people
A basic global Nestlé principle is to consider its personnel as its most valuable asset and to invest in its
development in every way. The Company adheres to local employment legislation, but its commitment is not
limited there. Nestlé encourages open communication
with its people at all levels regarding changes aiming
to improve the Company business and other practices.
The Company adheres to the Nestlé Corporate Business Principles and the Code of Business Conduct,
which demand legal compliance and establish the relationship with its personnel, based on mutual trust, integrity and honesty.
The Company’s relations with its personnel are outlined by the three Nestlé Corporate Business Principles:
4th Principle: Human rights in our business activities
We fully support the United Nations Global Compact’s guiding principles on human rights and labour and aim
to provide an example of good human rights and labour practices throughout our business activities.
5th Principle: Leadership and personal responsibility
Our success is based on our people. We treat each other with respect and dignity and expect everyone to
promote a sense of personal responsibility. We recruit competent and motivated people who respect our
values, provide equal opportunities for their development and advancement, protect their privacy and do not
tolerate any form of harassment or discrimination.
41
6th Principle: Safety and health at work
We are committed to preventing accidents, injuries and illness related to work, and to protect employees,
contractors and others involved along the value chain.
6.2. Our people in 2011
Company site
Permanent
Seasonal
Headquarters
453
12
Inofyta factory
124
2
Vonitsa factory
66
Tavros factory
279
Nespresso
61
Nestlé Waters Direct
62
Dodoni, Ioannina factory
Total:
1
9
1,069
It should be noted that in the factories in particular, the employees come mainly from the local community or neighbouring communities.
Workforce broken down by age group and gender is
portrayed in the following two tables.
Workforce by gender
Men 663
64%
Women 371
36%
42
Workforce by age group
20-30
149
15%
30-40
342
34%
40-50
367
36%
50-65
158
15%
Diversity in our workforce
35 employees of other nationalities
10 employees with numerous children (4 children or
more)
46 employees in special categories (some form of
disability, members of families with numerous children,
etc.)
6.3. Recruitment process
Our relationship with each employee starts with the hiring process. The Nestlé policy is to recruit people with
personality and professional skills and to allow them to
develop a long-term relation with the Company. For this
reason, professional development potential is a key recruitment factor. We apply a consistent recruitment policy for those that are new to the job market. This way, we
offer an opportunity to young people to start their career,
something that is not self-evident.
The process begins with an evaluation of the CVs we
receive daily, in order to locate the right person for the
right job. Next, we are conducting interviews over the
phone and face-to-face and a series of tests to evaluate
the true skills and the candidate’s response time in the
Special attention is paid to the
candidate’s personality, as the
personal values must be aligned
with those of the Company.
In addition, we are looking for
leadership skills in administrative
staff positions.
fields associated with the position. Special attention is
paid to the candidate’s personality, as the personal values must be aligned with those of the Company. In addition, we are looking for leadership skills in administrative
staff positions. And while the evaluation and recruitment
process is facilitated by a series of tools, there is no
discrimination on grounds of origin, nationality, religion,
race, gender or age.
The induction process is equally important as finding
the right candidate for the right position. For this reason, at Nestlé Hellas we apply a full, 2-week induction
programme, with personal meetings and an overview of
various issues, such as the Company history and the
Corporate Business Principles, nutritional training, information on health and safety and a visit to the market.
At a second stage, new recruits participate in a group,
3-day induction and information programme, with presentations from all departments and a visit to one of the
Company factories.
It should be noted that the lowest entry-level salary for
permanent Company employees is 30% higher than the
base salary. Furthermore, there are no payroll distinctions between men and women.
At Nestlé we try to cover our job openings internally,
providing to our own people the opportunity for further
development; as a result, recruiting mainly pertains to
those who enter the job market for the first time.
Nestlé Hellas recruits in 2011 in numbers
6.4. Employee turnover
Employee turnover is recorded at an office staff level
(73% to total permanent employees). The total employee turnover rate for 2001 was 2.54%:
Total turnover by gender
Men
12
Women
5
Total turnover by region
Number of CVs
received
Number of interviews for new
job openings
7164
376
Recruitment of
new colleagues
48
In the recruiting process we take gender balance into
consideration, a fact that is reflected in the 2011 recruitments.
Headquarters
11
Coffee factory (Inofyta)
0
Ice cream factory
5
Korpi factory (Vonitsa)
1
Water factory
(Dodoni, Ioannina)
0
Total rate of turnover by age group
43
20-30
3
18%
30-40
10
58%
40-55
4
24%
Gender balance
Μen
42%
Women:
58%
It should be noted at this point that our Company specifies a minimum notification period for important organizational changes and the obligation for information and
possible negotiation, in the event that transfer of some
business activities leads to a change of employer.
6.5. Employee progress
and development
Employee development and evaluation during the year
is carried out with the use of three important tools.
44
Performance Evaluation
Performance evaluation is a system that ensures a specific, fixed method for employee evaluation based on
predefined goals, agreed jointly by the employee and
her/his supervisor. These goals must be measurable by
individual actions and an implementation time plan must
be specified. The overall performance of an employee
is evaluated as to two priorities: the “what” pertaining
to specific objectives and their achievement rate and
the “how” which refers to the manner in which these objectives were actually realized. Evaluation according to
the four key Company behavioural principles plays an
important role in this stage: proactive collaboration, initiative, practise what you preach, result orientation. For
those under a bonus scheme, the personal objectives
achievement rate in conjunction with the corporate goal
achievement rate are factors that determine the sum total.
This process applies to all permanent Nestlé Hellas employees. The goal of the Human Resources Department
is to complete the quality evaluations on time and provide continuous support in this aspect. In 2011, 98% of
the process was completed on time, which was the third
Nestlé performance worldwide and the first on a European level.
360 evaluation
The relationship that develops between an employee
and her/his supervisor is important but not the only one
that should be taken into consideration. Employees can
use the 360 Evaluation tool to assess the image portrayed to their work cycle. This process allows employees to receive valuable feedback on their overall image
from more groups of colleagues, including their own
group, their subordinates and to group colleagues according to the fields associated with their professional
position. The result is an analytical, statistical review that
covers the entire Nestlé behavioural spectrum and provides specific comments which will be of help for further
improvement.
In 2011 a total of 26.360 Evaluations were conducted,
while 30.360 Evaluations are scheduled for 2012.
Performance Development Guide
The Performance Development Guide is another tool
that allows Nestlé employees to identify their strong
competencies and areas for improvement and schedule
the necessary actions to help cover the gap. At the same
time, employees can identify the course of their career
and state availability for transfer, so they can be considered candidates for job openings in other markets. The
Performance Development Guide is completed in a software programme similar to the Performance Evaluation
software and accompanies employees throughout their
career at Nestlé.
6.6. Employee training
“Training is part of our Company
culture. Each employee, at all
levels is conscious of the need
to upgrade continuously her/his
knowledge and skills. The willingness to learn is therefore a nonnegotiable condition to be employed by Nestlé”.
45
The ambition of Nestlé is to be a continuous learning
organization. Each year, the Company implements a
training programme that reflects the needs of employees and its Company objectives using the knowledge
and expertise of Company staff and external specialized associates.
The training programmes implemented cover personal
development and progress, consumer services, training of medical delegates, personnel management and
team building issues, administrative skills, development of interview or presentation techniques, financial
seminars for non financial employees, human resources programmes for employees outside the HR Department, operational knowledge and skills, innovation-development-technology, computer and foreign language
courses. There was repeat training specifically on the
Nestlé Corporate Business Principles at a team level.
An e-learning tool is designed specifically for compliance with the guiding principles of the United Nations
Global Compact (UNGC), which are included in the
Nestlé Corporate Business Principles, so that training
of all personnel can be completed in 2012. An e-learning tool for all employees was implemented on the issue of Corruption, which is also included in the Nestlé
Code of Business Conduct, while an interactive training
against corruption was implemented at a senior staff
level, (180 employees representing 19% of the workforce).
Furthermore, the Nestlé International Training and Conference Centre Rive - Reine, close to Vevey, Switzerland
is where Nestlé people from all over the world meet for
1 or 2-week training sessions.
46
Total 2011 training cost in Euros:
2011 Nestlé training in numbers:
Company site
Total hours
Average
hours /person
Tavros Factory (ice cream)
Workers
2,673
21.21
Office staff
354
3.27
Sales team
473
10,75
Workers
2,321
23.21
Office staff
1,923
54.95
Workers
420
10.00
Office staff
572
23.86
3,150
8,08
Inofyta Factory (coffee)
Water Factories
Headquarters
Seminars (cost)
152,046
Travel cost (tickets, hotels)
113,400
Total
265,446
Our office environment
At Nestlé we want to create a friendly environment for
our people. We apply an open door policy and we build
relations based on cooperation and understanding. We
subsidize employee meals at the Company restaurant,
while as the leading Nutrition, Health and Wellness Company we ensure a healthy choice in the daily menu; the
fruits offered for free on each floor are replaced daily.
We believe that this atmosphere contributes to the devotion of employees to our Company. It is not accidental
that employee turnover in 2011 on an office staff level
was only 2.54%.
Employee benefits:
Subsidized canteen products (breakfast and lunch)
Additional maternity leave period beyond what is required by legislation (16 additional calendar days)
Reduced prices on Nestlé products in the Company
mini market
Baby scheme, i.e. free infant formula
for 1 year for each child (if the mother is not breastfeeding)
Nestlé & I Survey
Nestlé implements the “Nestlé &
I” global employee survey, which
reveals the views of our employees, outlines issues that need
improvement and takes action for
their implementation.
Wedding gift of 200 euros in
cash
Christmas gift checks for
employees (60 euros to be
used at Nestlé mini market)
and for their children (50 euros
to be used in a popular toy store
chain)
Gift and half salary for 15 years of service
Gift and one salary for 25 years of service
More specifically, the full survey
is implemented every two years.
Action plans are scheduled to address the
issues outlined in the findings and the
results are evaluated during a smaller-scale survey
carried out during the in-between years, aiming to
provide feedback on the anticipated progress on these
issues.
Medical and insurance plan for all employees
A smaller-scale survey was carried out in 2011 and showed
important progress on the issues addressed in 2010.
Pension plan
Results of the Nestlé & I Survey in 2011
Agree
Neutral
Disagree
Do you believe that you are paid
fairly for the work you do?
Are you given the opportunity
to take initiative?
Do we support your success?
Do you have the support
of your supervisor?
67
21
76
67
82
12
17
22
7
11
12
6
47
6.7. Employee Health and Safety
At Nestlé we believe that sustainable success can be
reached only through our people. No other asset in the
Company is as important as the people who contribute
with their work to our culture and business results. Therefore we devote all the necessary energy and attention to
protect our employees and any other people involved
along our Company’s value chain.
The Nestlé Policy on Safety and Health at Work describes
our commitments and priorities in this area, with an emphasis on legal compliance, continuous improvement,
leadership and participation, behavioural approach,
communication, education and training, implementation
and audit. The Company target is zero accidents and
zero calendar day absences from work due to an accident.
48
Our Policy on Safety and Health at Work follows two main
directions: Control of unsafe conditions and control of
safe behaviour (Behavioural Based Safety). Regarding
the first direction, there has been significant investment
in all our facilities over the last years to ensure a work
environment with the least possible risks. Recognizing
that unsafe behaviour is at the root of accidents, we carried out more than 3,500 visits/discussions on safety
issues in 2011, through the Safe Behaviour Control programme. The main goal of these visits/discussions is
to identify and correct unsafe behaviour aiming to raise
awareness on Safety and Health issues with simultaneous engagement of all employees. It should be noted
that the programme, first implemented in 2007, brought
on significant improvements in the Safety and Health at
Work sector and helped us attain significant milestones,
such as 1194 accident-free days at the coffee factory in
Inofyta (a significant achievement in 2011) and 3.5 accident-free years at the water factory in Dodoni, Ioannina.
As is the case every year, the 2011 goals are clearly set
and monitored monthly, aiming to reduce the number of
incidents and accidents.
The Company target is zero
accidents and zero calendar day
absences from work due to an
accident.
Safety Index
Frequency of accidents at Nestlé in Greece
2008
2009
2010
2011
4.44
2.22
0.79
1.31
There was no death of an employee as a result of a workrelated accident at Nestlé Hellas ever.
Recorded incidents in 2011
Headquarters
0
Ice cream factory in Tavros
2
Coffee factory in Inofyta
2
Water factory in Vonitsa
0
Water factory in Dodoni, Ioannina
0
Days without accident (data of 31/12/2011):
An extensive programme to raise the awareness and
train all personnel on health and safety issues, with an
emphasis on office staff, warehouse and sales staff, was
carried out in 2011 through actions such as the safe behaviour campaign, markings at the factories and presentation at the key staff meeting. At the same time, a
safe driving training session was addressed to the entire
sales team and all those who drive Company cars. And
because safety is not restricted to the work place or during work, a leaflet with safe driving advice was distributed to all Company personnel.
Headquarters
583
Ice cream factory in Tavros
248
Coffee factory in Inofyta
32
Water factory in Vonitsa
545
Water factory in Dodoni, Ioannina
1269
We also monitor employee absenteeism on a monthly
and annual basis, as an employee satisfaction indicator.
49
Employee absenteeism in 2011:
Headquarters
691
Ice cream factory
770
Inofyta factory
648
Water Factory
402
Nespresso
128
Total number of days of absence due to illness or accident: 2639
6.8. Nestlé Employee Council
The operation of our Company’s Employee Council
is specified by Law 1767/88. The Council’s objective
is the representation of Nestlé Hellas employees to
the Company. The Council comprises five members,
in proportion to the number of Company employees
and the members are elected every two years. Employee issues are submitted to the council and discussed during the regular monthly meetings. After being evaluated by the members of the Council, they are
sent to HR Department which in turn presents these
issues to the monthly meeting of the Management
Committee. In addition, the council collects, evaluates
and provides offers to personnel, such as commercial
discounts or healthcare discounts. Blood donation is
organised twice a year at the council’s initiative and in
collaboration with the Children’s Hospital. The Council participates in the Nestlé European Council, which
meets twice a year for information and consultation on
financial and other issues and guidance on any issues
that may arise.
Nestlé Hellas Sustainability and CSV Report 2011 / Chapter 7 / Environment
50
7. Environment
At Nestlé we are committed to apply environmentally
sustainable business practices and significant
investments for the improvement of our environmental
management. This way, we ensure our Company’s
sustainable development and we respond to the
imperative need for protection of the planet and the
future of the next generations.
Our environmental performance in our business activities is specified in two Nestlé Corporate Business Principles:
9th Principle: Environmental Sustainability
We commit ourselves to environmentally sustainable business practices. At all stages of the product life cycle
we strive to use natural resources efficiently, favour the use of sustainably-managed renewable resources, and
target zero waste.
10th Principle: Water
We are committed to the sustainable use of water and continuous improvement in water management. We
recognize that the world faces a growing challenge and that responsible management of the world’s resources
by all water users is an absolute necessity.
The above principles are specified in detail by two individual policies and commitments:
51
1. Nestlé Policy on Environmental Sustainability
2. Nestlé Commitments on Water
Nestlé Policy on Environmental Sustainability sets our
priorities on this particular area.
Water
Water is used by all our suppliers, operations and by
consumers. As a founding member of the United Nations Global Compact CEO Water Mandate, we continue
to:
Work to reduce the amount of water withdrawn per
kilo of product;
Assure that our activities respect local water resources;
Take care that water we discharge into the environment is clean;
Engage with suppliers to promote water conservation, especially among farmers;
Reach out to others to collaborate on water conservation and access, with a particular focus on women
and children.
When selecting agricultural raw materials we:
Prefer to use agricultural materials which are produced based on sustainable practices and are locally
available;
Provide technical assistance on sustainable agriculture production methods with our local Nestlé agricultural services or through partnership with public
agricultural services and research organizations;
Promote cooperation with other stakeholders in the
food chain to leverage sustainable development in
agriculture worldwide, in particular through the Sustainable Agriculture Initiative Platform that we cofounded.
52
During the manufacturing and distribution of our
products, we use efficient technologies and apply best
practices to:
Reduce the amount of energy consumed per kilo of
product;
Utilise sustainably-managed renewable energy sources, where economically viable;
Control and aim to eliminate emissions, including
greenhouse gases.
Recycle or recover energy from by-products.
The packaging of our products is critical to guarantee
our high quality standards, to prevent food waste and to
inform consumers.
We strive to:
Reduce the weight and volume of materials;
Lead the development and use of materials from sustainably-managed renewable resources;
Support initiatives to recycle or recover energy from
used packaging;
Use recycled materials.
14001 and is implemented in all our production units in
Greece.
The goal of Nestlé is to apply every environmental regulation and legislation to the maximum and to act with environmental responsibility through initiatives that restrict
the environmental impact of its activities.
Below is a schematic representation of the Nestlé Environmental Management System (NEMS):
Management
review
7.1. The Nestlé
Environmental Management System
The Nestlé Policy on Environmental Sustainability is implemented through our Nestlé Environmental
Management System (NEMS). This is a system of
holistic evaluation of our environmental performance,
which incorporates our environmental principles, as well
as our programs and practices in our environmental
activities. The Nestlé Environmental Management System includes procedures for continuous improvement,
is in accordance with the international standard ISO
General
Requirements
Checking
Environmental
policy
Implementation
and operation
Planning
It should be noted that there has not been an environmental accident recorded and no fine or monetary sanction has been imposed on Nestlé in relation to its compliance with environmental legislation.
2009
2010
2011
Number of environmental
accidents
0
0
0
Number of complains
for environmental
management
0
0
0
Number of fines on environment and sanctions
0
0
0
7.2. Our performance in 2011
Energy Management
At Nestlé, energy management is a significant factor of
key importance for our environmental performance. In
all our production units there is an emphasis on efficient
management of energy consumption aiming at an annual 3% reduction of consumed energy. Upgrading of
equipment and our production process is a strategic
Company target aiming to maintain the excellent quality of our products and to improve our environmental
performance at the same time. Important initiatives are
Headquarters
Factory
Dodoni
Factory
Korpi
Upgrading of equipment and
our production process is a
strategic Company target aiming
to maintain the excellent quality of
our products and to improve our
environmental performance at the
same time.
implemented in this aspect, with significant investments
made for the reduction of energy consumption in the following areas:
Improvement of energy efficiency in the production
process
Correct management of water resources
Review of procedures aiming to optimize waste disposal
Improvement of environmental impact from the use
of Company fleet (employee training on safe and energy-efficient driving)
Energy Consumption in gigajoules (GJoule)
Total energy consumption from Nestlé Hellas operations
is calculated at 126,292 GJoules as allocated in the following diagram.
3,240
921
20,406
Factory
Tavros
Factory
Inofyta
62,622
39,103
53
Consumption of renewable energy sources
In all Nestlé production units, consumption of renewable energy sources complies with the national strategy;
there was increase noted during the last year.
Consumption of Renewable Energy Sources (%)
17%
15%
15%
Our contribution in reducing
greenhouse emissions is specified
through coordinated actions to
decrease carbon dioxide (CO2)
emissions.
7.3. Management of Greenhouse
Gas Emissions
54
Preservation of the natural environment is an important
priority for Sustainability at Nestlé. Efficient management
of the energy consumed by our operations is very important for reducing greenhouse emissions. Our contribution in reducing greenhouse emissions is specified
through coordinated actions to decrease carbon dioxide (CO2) emissions (through decrease of energy consumed) and other gases that contribute to the increase
of this phenomenon.
According to the Nestlé policy, substances responsible
for the depletion of the ozone layer have been removed
from the production process of all our facilities following environmentally safe procedures and according to
international practice, since the end of 2010. The following graphs present the 2011 direct and indirect carbon
emissions (CO2) and other gases that contribute to the
greenhouse gas emissions phenomenon.
*Note: At the Dodoni factory, the direct CO2 emissions
were zero, since the production unit operates solely with
electrical energy.
**The zero Sox/equivalents emissions in the Dodoni
production are due to the fact that it only uses electrical
energy.
Direct CO2 Gas Emissions (tons)*
0
0
Factory
Korpi
2011
2010
230
244
925
Factory
Tavros
1,289
Factory
Inofyta
1,510
1,292
Indirect CO2 Emissions (tons)
Factory
Dodoni
200
2011
2010
253
3,760
Factory
Korpi
4,588
8,458
Factory
Tavros
Factory
Inofyta
7,843
2,642
2,596
Emissions of SOx / equivalents**
Factory 0
Dodoni 0
2011
2010
864
917
Factory
Korpi
1,890
Factory
Tavros
2,423
2,826
Factory
Inofyta
2,418
7.4. Water management
Water management inreference to the Company’s environmental impact is a particular area of focus for Nestlé.
We are committed to responsible water management
and gradual decrease of consumption in our production
units through upgrading of infrastructures and equipment. In 2011, total water consumption was at 466,088
cubic meters.
The actions we apply to reduce water consumption are
methodically implemented and have produced a positive result. Specifically, it should be noted that the Tavros
factory achieved 15% savings in water consumption due
to the operation of a closed pasteurized water recirculation system. In the Dodoni factory, the water used in the
production process is recycled and reused achieving a
6% drop in water consumption compared the previous
year’s water consumption.
Water Consumption (cubic meters)
2011
2010
Factory
Dodoni
32,071
38,933
140,459
Factory
Korpi
179,010
287,501
Factory
Tavros
Factory
Inofyta
369,054
6,057
6,027
55
Nestlé Hellas Sustainability Report 2011 / Chapter 7 / Environment
7.5. Waste management
56
At Nestlé, we are committed to responsible waste management and disposal under the system for environmental management of our operations.
Regular tests and measurements are conducted on the
quality of water with respect to liquid waste generated
from the production process in all our factories, according to the environmental terms of operation.
Nestlé has developed an integrated waste monitoring
system, aiming to map the existing situation and establish reduction targets on an annual basis. For 2012, the
Nestlé target is a 2% reduction of solid waste in each of
its factories.
Apart from reducing the solid waste that is discharged
to the environment, Nestlé has set individual targets for
recycling materials as can be seen in the previous diagram.
With respect to hazardous waste, Nestlé ensures efficient disposal, by delivering hazardous waste to a specialized and licensed hazardous waste Company, which
is in turn responsible for their treatment according to environmental legislation.
Liquid Waste (cubic meters)
Factory
Dodoni
2011
2010
98
96
41,192
Factory
Korpi
59,079
112,526
Factory
Tavros
Factory
Inofyta
160,194
915
1,620
Solid Waste (tons)
2011
2010
Factory
Dodoni
Factory
Korpi
12
12
72
72
252
Factory
Tavros
Factory
Inofyta
304
105
141
7.6. Use of materials
The diagrams below present the consumption of raw materials and packaging materials in 2010 and 2011 in our
four production units in Greece.
Consumption of raw materials (tons)
Consumption of packaging materials (tons)
2011
2010
Factory
Dodoni
19,149
21,486
Factory
Inofyta
2011
2010
37
43
96,917
Factory
Korpi
Factory
Tavros
Factory
Dodoni
117,509
8,966
11,208
15,540
15,500
3,859
Factory
Korpi
4,882
3,607
Factory
Tavros
4,400
3,648
Factory
Inofyta
4,100
57
Trucks
28
Passenger cars
250
7.7. Company fleet
The Nestlé Company fleet is used to transport the products we produce and our personnel. The Company fleet
comprises 250 Company passenger cars and 28 trucks
for transportation of our products. At Nestlé we systematically record the routes of our Company fleet and calculate consumption in order to also assess the environmental impact generated by their use. At the same time
we examine and implement actions that can help reduce
the environmental impact. Raising the awareness of our
personnel is of key importance in this aspect. For this
reason, during the 2011 safe driving campaign we also
provided information on its environmental dimension.
Additional actions towards that target are scheduled for
2012 and any improvement will be assessed.
Corporate Fleet
Kilometres 2011
250 Company passenger cars
6,000,000
28 trucks for transportation
of products
291,125
TOTAL
6,291,125
Nestlé Hellas Sustainability and CSV Report 2011 / Chapter 8 / Commitment to society
58
8. Commitment
to society
Nestlé serves its social role around the world with an
emphasis on programmes and initiatives associated with
its three Creating Shared Value pillars (Nutrition, Water,
Rural Development) and focus on the local communities.
8.1. Healthy Kids Global Programme
The Healthy Kids Global Programme is one of the most
important Nestlé initiatives for Creating Shared Value in
Nutrition. The programme is based on a simple belief we
all share at Nestlé: education is the most effective tool
to help kids understand that a balanced diet combined
with physical activity can ensure that they will continue to
lead healthy lives as they grow older.
All Nestlé subsidiaries around the world participate in
this effort, by developing programmes that aim to the
nutritional education of children. However, nutritional
needs vary from country to country: from malnutrition in
developing countries to overnutrition in developed countries, the Nestlé programmes are designed and adapted
to specific nutritional issues relevant to each area.
59
This effort must be implemented carefully and responsibly. That is why at Nestlé we have developed strict criteria for the programmes under the Healthy Kids platform,
while seeking the involvement and cooperation of relevant parties, such as nutrition experts, NGOs and state
authorities on health issues. Currently, at Nestlé we have
more than 60 active programmes underway in collaboration with at least 100 NGOs and state authorities. It is
an effort that requires coordination, dedication and hard
work. However, it is also a powerful example that reflects
the way we Create Shared Value both for the Company
and for the community where we live and work.
Under the guidance of our Creating Shared Value strategy, our endeavours and activities at Nestlé Hellas are
mainly focusing on the following initiatives:
Healthy Kids Programme
Water Care Festival
Food donations
Support to NGOs focusing on
dissadvantaged children
Employee volunteering
8.2. Healthy Kids in Greece
As part of the Healthy Kids Programme in Greece, Nestlé
Hellas supported two great initiatives addressed to public and private elementary school children.
Think and Eat Programme
The original educational programme Think and Eat
started in 2009 and is implemented by the Hellenic Nutrition Institute, an active non-governmental nutritional
organization. The programme is addressed to elementary school children and aims to provide information
and education on the importance of good eating habits,
physical activity and an overall healthy lifestyle. During
the school year, students have the opportunity to talk
with nutritionists and nutrition and health scientists and
receive informational material for themselves and their
parents.
For the 2010 – 2011 school year, the Think & Eat Programme was redesigned in order to adapt to the stricter
criteria of the Nestlé Healthy Kids programme. In its new
form, it was extended to three cycles. The goal of the fist
cycle was to teach children the value of breakfast and
help them form the ideal diet on their own, based on their
anthropometric measurements (weight, height, age)
60
and specific instructions. During the second cycle, our
young friends had the opportunity to learn the benefits
of the Mediterranean diet in an entertaining way, through
a theatrical play that was developed and presented by
a team of specialized artists. The third cycle included
interactive activities and an amusing video clip stress-
ing the necessity and benefits of physical activity.
During the 2009 – 2011 period, the Think & Eat programme offered the opportunity to more than 8,000
students to be informed on the principles of a balanced
diet and the beneficial role it plays in the development
of their body and mind.
Results of the programme
In spite of the short implementation period, the programme had a positive impact on the weight, eating habits and physical activity of children.
Weight improvement
Improvement in physical activity
25%
38%
37%
36%
35%
34%
33%
32%
31%
30%
29%
20%
15%
10%
5%
0%
Above normal
Overweight
Obese
61
Beginning of the programme
Beginning of the programme
End of the programme
End of the rogramme
Daily excersise
Improvement of eating habits
Bread with marmalade for breakfast
Yogurt for breakfast
Juice for snack
Sandwich from home for snack
Juice in the afternoon
Yogurt in the afternoon
Eating 5 fruits
Beginning of
the programme
Salad with the two main courses
0%
End of the
programme
10%
20% 30%
40%
50%
60% 70%
80%
Musical movement games, pantomime, creative projects,
imaginative action scenarios are some of the experimental learning methods used in the programme that lasted
the entire school year and covered ten units on nutrition:
the meaning of nutrition in our life
individual eating habits
the factors that form eating habits (taste preference,
family, environment, economy, media)
understanding the Mediterranean diet and the Mediterranean pyramid
how nutrition is related to health, development and
weight control
boosting self-esteem in reference to body image
the importance of physical activity
the importance of breakfast, in-between meals and
school meals for our health
the connection between frequent meals and maintaining a normal body weight
the importance of dental health and food safety in dietary choices
62
The programme combines
contemporary, innovative
teaching techniques with
the use of sound, image
and music.
“Nutritional education through theatrical play”
Nestlé Hellas supported an innovative nutritional education programme developed by Nutrimed and the nonprofit organization SciCo. The pilot programme was
addressed to children from 8 to 10 years old and was implemented in ten elementary schools in Attica during the
2010-2011 school year. The goal of the programme is to
affect the dietary choices and physical activity of schoolage children and to test alternative teaching methods
of a more interactive nature. The programme combines
contemporary, innovative teaching techniques with the
use of sound, image and music. The main tool used to
transfer nutritional knowledge through many disciplines,
such as math, chemistry and physics is a theatre play.
The children of Nestlé Hellas employees also had the
opportunity to enjoy the benefits of this programme
during a one-time session that took place at Company
headquarters and also at the Tavros factory.
Results of the programme
Improvement of dietary habits
Significant changes were noted among the intervention
groups and the control group for habits such as chocolate consumption, the number of meals, consumption of
soft drinks and frequency of family meals. A significant
increase in the number of meals was especially noted in
the intervention team.
Improvement of psychological climate in the classroom
Differences emerged in student satisfaction regarding
school work, friction and competitiveness among students, the degree of difficulty of student school assignments and friendliness and mutual assistance between
students. There were significant differences among the
teams regarding competitiveness among students. The
implementation period was too short to note big changes;
however, the presence of a teacher and implementation
of a programme by the teacher proved to be a positive
critical factor.
63
8.3. Healthy Kids: Goals for 2012
In view of the current situation in Greece, it is necessary more than ever to maintain and develop such programmes; for this reason we intensified the Healthy
Kids Programme for 2012. Thus, this year we adopt
the Child and Development programme developed
and applied by the Harokopeio University, which since
1997 has been mapping the body composition and nutritional profile as well as the physical activities of students throughout Greece and has evaluated more than
1,000,000 students up to present. In collaboration with
the Ministry of Education, this programme started using
this data by sending personalized reports to each of the
student families. These reports include each student’s
Body Mass Index, an assessment of the level of their
nutrition and physical exercise habits as well as specific
suggestions/advice to parents. Along with the evaluation
report, parents receive a brochure containing scientific
information in simple language, regarding nutrition and
exercise. This programme will reach 60,000 students
during school year 2012-2013, which are the students
of all Greek schools in the 3rd Elementary class. It will
also include a pilot nutritional education section aiming,
apart from mapping, to develop parallel support and
help methods for the future.
64
festival was to raise the awareness of children on the
importance of hydration to the human body and protection of valuable water resources and of the environment,
through specially designed educational activities and of
course contact with water.
8.4. 2nd Water Care Festival at the
Korpi factory
Natural Mineral Water Korpi organized for the second
consecutive year the Water Care Festival at the Vonitsa factory in Monastiraki, on World Water Day, March
2, 2011. The main priority and the goal of this year’s
The Festival, with the participation of 120 children
from 4 local schools, started with a guided tour of the
Korpi factory, in the Korpi area in Monastiraki, Vonitsa
(Aetoloakarnania) and continued with the interactive
games on the world of water. During this tour, children
had the opportunity to receive information on the importance of water for the planet and the efforts we must
all make to protect the environment and the available
water resources by making small changes to our daily
routine. The selection of the Festival activities was carried out by the Korpi team in cooperation with Nestlé
Waters, which has implemented similar initiatives on a
global level under the scope of Project WET. The activities were organized by specially trained employees of
Natural Mineral Water Korpi with active participation of
the teachers.
Nestlé Waters is especially aware of the need to
protect water resources and their use in production
65
activities, on a global level. Honestly believing that
children can make a difference in the protection of
our planet if they have the correct information and
education, and having received very positive comments on last year’s festival, we decided to organize the Water Care Festival for the second year. We
are excited and confident that this initiative will be
a contribution in the right direction towards a better
future”.
Georgos Sarris, Korpi Factory Manager
Local authorities, institutions and other agencies involved with environmental issues had the opportunity
to come in contact through this festival and strengthen
their relations of trust with the local community.
The Water Care Festival will take place again in 2012.
Korpi supports Anoihti Agalia and donates medical equipment to the Ippokratio General Hospital
of Thessaloniki
In early March 2011, the actual delivery of new medical equipment from Anoihti Agalia of the Friends of
Social Pediatrics and Medicine to the children’s renal
laboratory of the Pediatric Clinic took place at the am-
phitheatre of the Ippokrateio General Hospital of Thessaloniki. The equipment donated included an infrared
spectrometer and a special microscope which will augment the operation of the children’s renal laboratory of
the Pediatric Clinic. The infrared spectrometer and the
microscope were donated by Natural Mineral Water
Korpi.
In the context of this donation, Natural Mineral Water
Korpi used special packaging with the motto “Korpi.
Springs….love!” thanking consumers for their trust
through all these years and encouraging their support to the very important work of Anoihti Agalia of the
Friends of Social Pediatrics & Medicine, presenting this
donation as an example - which does not require the
purchase of a product- by making a donation to the Ippokrateio General Hospital of Thessaloniki.
“The purpose of this event was to provide for people
suffering a disease - young or old - responsibly, with
consistency and respect to the established right of
all of us to health, prevention, medical care through
a social state”.
Yolanda Vlahou, President of Anoihti Agalia
“Through this collaboration, Korpi water, a product
directly associated with health and good physical
condition, supports the work of Anoihti Agalia and
demonstrates in practice its love for socially vulnerable groups, such as children, by supplementing
the equipment of the only children’s renal laboratory in our country, since consumption of water is
directly linked to the good operation of the urinary
tract and kidneys”.
Constantinos Koutsas, Country Business Manager
Nestlé Waters
8.5. Product donations
66
Nestlé Hellas could not remain indifferent to the economic crisis in Greece and its consequences. In 2011, there has been
a dramatic increase of requests for
product donations as more municipalities set up social groceries
collecting food and essential relief
items for their financially weaker
citizens.
In 2011 we donated food to more
than 100 organizations and charitable institutions, with an emphasis on areas where our offices
and factories are located. The
purchasing value of everyday
products (coffee, breakfast cereal, culinary products, chocolate, ice cream, infant nutrition,
bottled water) we donated in
2011 was more than 740,000 Euros.
8.6. Support of NGOs focusing on
children
Nestlé Hellas provides regular support to NGOs whose
priority is caring for children and families, through donations of money, food or employee volunteering actions.
Among these are the Smile of the Child (Χαμόγελο του
Παιδιού), Friends of the Social Pediatrics Association
“Anoihti Agalia”, SOS Children’s Villages Greece, the
Hellenic Red Cross and Make-A-Wish Foundation in
Greece.
8.7. Employee volunteerism
In 2011 we activated volunteerism by encouraging employees and providing them with the opportunity to participate in a series of initiatives.
Donation of school material to Smile of the Child
In September 2011, we invited our employees to donate
school materials in good condition in order to support
the needs of children cared for by the NGO “Smile of
the Child”. All Nestlé operations in Greece participated
in this action and the response was great. Apart from
donating material, many employees volunteered to participate in the next steps of this initiative: sorting the material next steps according to needs and transporting it
to the Smile of the Child Support Centre in Marousi.
The initiative in numbers
Number of employees who
donated school materials
134
Number of volunteers
67
School bags
49
Pencil cases
67
Notebooks
Pencils
620
1439
Pens
605
Erasers
469
Pencil sharpeners
162
Coloured pencils
887
Markers
1339
Total number of items delivered
8864
Number of children supported by
the Smile of the Child
3619
“The children and the people of the Smile of the
Child organization wish to extend our warmest
thanks for your very important contribution to our efforts and especially in school supplies, which were
used to help the 3619 children supported by our
Organisation”.
Costas Giannopoulos, Chairman of the Board of Director of The Smile of the Child
A good deed for Christmas
In December 2011, we decided to celebrate Christmas
with a simple gift of love: sending food to 800 families in
need, with an emphasis on areas where our central office and the four Nestlé factories in Greece are located
(Marousi, Tavros, Inofyta, Vonitsa, Dodoni).
The Company was briefed on the needs of these areas
and donated products such as coffee, breakfast cereals, potato puree and chocolate, which were distributed by the social services of local authorities and other
charitable organizations.
Many Company personnel were mobilised for the practical requirements of this event and rushed to participate
in an original celebration in the spirit of volunteering by
offering their services as they undertook packaging the
food and hundreds of bags, which they then decorated
with their own personal wish to the families.
“We wish to thank you for donating your Company’s
products to the people and families under our protection, which is a confirmation of your strong sense of
social responsibility. Your participation in the work of
Arogi encourages us to continue our efforts”.
Vicky Eliott, Chair Person of the Arogi Social Care Foundation
“Getting to know personally the representatives of
employees who visited our facility and had the opportunity to learn about our work, was very important to
us. Equally important to the people that we help was
the feeling of solidarity they experienced through the
hand-written cards inside the gift packages. Please,
convey our thanks to all employees who directly and
materially helped our mission with their personal
work”.
V. Karavia, Tavros Deputy Mayor
“The products you gave us were distributed to our
fellow citizens in socially vulnerable groups who are
suffering from the current economic depression. A
part of the products was donated to fellow citizens
who participated in the New Year’s meal of love of
the Municipality of Marousi and there was special
reference made to your Company”.
Nicolas Alepous, Head of the Social Responsibility Office of the Municipality of Marousi
“We wish to extend our warmest thanks for responding to our request so eagerly. Your donation constitutes significant help in achieving our goal to offer
some relief to the poor in our Municipality, especially
during this period”.
Anastasia Makarona-Psyhogiou, President of the Chalkida Municipal Education, Protection and Solidarity Organisation
67
Nestlé Hellas Sustainability and CSV Report 2011 / Chapter 9 / Corporate Responsibility Report Quality Assurance
68
9. Corporate Responsibility
Report Quality Assurance
Nestlé requested that the Centre for Sustainability and
Excellence (CSE) provides an independent assurance and
comment on the Corporate Responsibility Report of the
Company for the period January 2011- December 2011.
9.1. Introduction
Nestlé requested that the Centre for Sustainability and Excellence (CSE) provides an independent assurance and comment on the Corporate Responsibility Report of the Company for the
period January 2011- December 2011.
CSE is part of an international network of experts and one of the top companies in the world
specialized in finding solutions for Corporate Social Responsibility and Sustainable Development.
9.2. Assurance Statement
We were commissioned to review the Corporate Responsibility Report 2011 of Nestlé Hellas, as
well as the policies, practices and performance data provided therein.
Our approach was based on the best practices adopted for the Assessment and Submission
of Sustainability Reports, including the G3 guidelines of the GRI. The data provided in the Corporate Responsibility Report was reviewed through interviews, sampling test and verification of
the qualitative performance data related to Corporate Social Responsibility for the aforementioned time period.
We believe our work is a sound basis from which the following conclusions may be drawn:
The first Corporate Responsibility Report of Nestlé Hellas has disclosed with clarity the
corporate responsibility goals providing a balanced presentation of CSR management and
all available information.
Nestlé Hellas developed its Corporate Responsibility Report according to GRI G3 guidelines
after determining the key materiality issues of the organization, following a self-assessment
methodology.
The disclosure of CSR Key Performance Indicators was incorporated in the Corporate Responsibility Report with clarity, providing better coverage and setting of quantitative goals.
Nestlé Hellas goal setting covers all aspects of its main operations and corporate responsibility initiatives, providing the ability to identify the organization’s commitments for improving
its CSR performance.
Athens, June 2012
Nikos Avlonas
Managing Director & President CSE
www.cse-net.org
9.3. Communication with Nestlé
The Corporate Responsibility Report 2011 of Nestlé Hellas is available to the public through the
Company’s corporate site www.nestle.gr
69
Nestlé Hellas Sustainability and CSV Report 2011 / Chapter 10 / GRI Index
10. GRI Index
70
This report is the first attempt to capture the effects of
Nestlé Hellas CSR activities and covers all its activities,
based on the overall CSR strategy and targets. The Report
covers the period January 2011 - December 2011.
Nestlé Hellas has evaluated the Corporate Responsibility Report and finds that the report has been compiled in
line with the G3 Guidelines B+ application level.
The CSE has evaluated the Corporate Responsibility Report of Nestlé Hellas according to the GRI G3 Guidelines
B+ application level.
Coverage:
Full Index Coverage in the Report
Partial Index Coverage in the Report
No reference in the Report
Coverage non applicable
GRI Principles Table
Section
Coverage
1. STRATEGY AND ANALYSIS
1.1
A message from the CEO
1.2
2. ORGANISATIONAL PROFILE
2.1
Nestlé Hellas
2.2
Nestlé in Greece
2.3
The structure of Nestlé in Greece
2.4
The Nestlé facilities in Greece
2.5
Nestlé in Greece and the world / The structure of Nestlé in
Greece
2.6
The structure of Nestlé in Greece
2.7
The structure of Nestlé in Greece / The Nestlé facilities in Greece
2.8
Scope of the report
2.9
The history of Nestlé in Greece
2.10
Awards received in 2011
3. REPORT PARAMETERS
71
3.1
About our Sustainability and Creating Shared Value Report
3.2
3.3
3.4
Communication with Nestlé/ Evaluation form
3.5
About our Sustainability and Creating Shared Value Report/ The
content of the Report
3.6
Scope of the Report
3.7
About our Sustainability and Creating Shared Value Report/
Scope of the Report
3.8
About our Sustainability and Creating Shared Value Report/
Scope of the Report
3.9
The Nestlé Environmental Management System
3.10
----
----
3.11
----
----
3.12
GRI PRINCIPLES TABLE
3.13
Corporate Responsibility Report Quality Assurance
4. GOVERNANCE, COMMITMENTS AND ENGAGEMENT
4.1
Corporate Governance/ Company organizational structure
4.2
4.3
4.4
Corporate Governance/ Compliance Committee/ Security
Committee / Safety Committee
4.5
Renumeration of Managers/ Determination of qualifications and
expertise for senior management and senior staff
4.6
Corporate Governance/ Compliance Committee
4.7
4.8
Our mission and values/ Nestlé Code of Business Conduct
4.9
Nestlé Corporate Business Principles
4.10
4.11
Nestlé Corporate Business Principles/ Creating Shared Value at
Nestlé
4.12
Nestlé Corporate Business Principles/ International Code
of Marketing of Breast-Milk Substitutes of the World Health
Organization
4.13
Nestlé participation in organizations and business associations
4.14
Mapping of stakeholders
4.15
4.16
4.17
MANAGEMENT
APPROACH
DISCLOSURES
Section
72
ECONOMIC ASPECT
Economic
performance
Nestlé Hellas: 2011 Strategy and financial performance
Market presence
Indirect economic
impacts
ENVIRONMENTAL ASPECT
Materials
Environment
Energy
Environmental sustainability
Water
Environment
Emissions
Products and
services
Compliance
Nestlé Environmental Management System
Coverage
Transport
Overall
Environment
LABOUR ASPECT
Employment
Labour/
management
relations
We care for our people
Occupational
health and safety
Training and
education
Employee training
Diversity and
equal opportunity
5th Principle: Leadership and personal responsibility
HUMAN RESOURCES ASPECT
Investment and
procurement
practices
Non-discrimination 4th Principle: Human rights in our business activities
Freedom of
association
and collective
bargaining
Child labour
73
Forced and
compulsory labour
Security practices
SOCIAL ASPECT
Community
Creating Shared Value at Nestlé/ Nestlé Corporate Business
Principle
Corruption
Public policy
Anti-competitive
behaviour
Consumer communication
Compliance
PRODUCT RESPONSIBILITY ASPECT
Customer health
and safety
Nestlé Corporate Business Principle/ 1st Principle:
Nutrition, Health and Wellness/ 2nd Principle:
Quality assurance and product safety
Product and
service labelling
Nestlé Corporate Business Principle/ 3rd Principle:
Marketing
communications
Customer privacy
Compliance
GRI
PERFORMANCE
INDICATOR
Section
Coverage
ECONOMIC PERFORMANCE
EC1
EC2
---
EC3
EC4
----
EC5
Recruitment process
EC6
Our suppliers
EC7
Our people in 2011
Food donations
74
EC8
Korpi supports Anoihti Agalia and donates medical equipment
to the Ippokratio General Hospital of Thessaloniki
ENVIRONMENTAL PERFORMANCE
EN1
Use of materials
EN2
---
EN3
Energy consumption
EN4
Energy consumption
EN5
Energy management
EN6
Energy management/ Consumption of renewable energy
sources
EN7
Energy management
EN8
Water management
EN9
---
EN10
Water management
EN11
---
---
EN12
---
---
EN13
---
---
EN14
---
---
EN15
---
---
EN16
Management of Greenhouse Gas Emissions
EN17
EN18
---
EN19
EN20
EN21
Waste Management
EN22
Waste Management
EN23
EN24
Waste Management
EN25
---
EN26
---
EN27
Waste Management
EN28
EN29
Company fleet
EN30
---
LABOUR PRACTICES AND DECENT WORK PERFORMANCE
LA1
Our people in 2011/ Recruitment process
LA2
Recruitment process
LA3
Our office environment
LA4
Nestlé Employee Council
LA5
Employee turnover
LA6
Employee Safety Committee
LA7
Employee Health and Safety
LA8
---
LA9
---
LA10
Employee training
LA11
Employee training
LA12
Performance evaluation
360 evaluations
LA13
Our people in 2011
LA14
Recruitment process
HUMAN RIGHTS PERFORMANCE
HR1
HR2
Our suppliers
HR3
Employee training
75
HR4
Compliance Committee
HR5
HR6
Our suppliers
HR7
Our suppliers
HR8
---
HR9
No violation of human rights recorded
SOCIAL PERFORMANCE
SO1
---
SO2
Compliance Committee
SO3
Employee training
SO4
Nestlé Code of Business Conduct/ Compliance Committee
SO5
SO6
SO7
Fair competition
SO8
Fair competition
PRODUCT RESPONSIBILITY PERFORMANCE
76
PR1
Nestlé Quality Management System (NQMS)
PR2
Nestlé Quality Management System (NQMS)
PR3
Compliance on the label/ The Nestlé Nutritional Compass/
Guideline Daily Amounts (GDA)
PR4
Compliance on the label
PR5
The 60/40+ approach
Nestlé Consumer Research Studies
PR6
The Nestlé Consumer Communication Principles/ Nestlé Policy
on Communication and Marketing to Children
PR7
The Nestlé Consumer Communication Principles/ Nestlé Policy
on Communication and Marketing to Children
PR8
Consumer privacy
PR9
Nestlé Quality Management System (NQMS)/ The Nestlé
Consumer Communication Principles/ Nestlé Policy on
Communication and Marketing to Children
GRI Application Level Table
Report on a minimum
of 10 Performance
Indicators, Including at
least one from each of:
Economic, Social and
Enviromental
Report on all criteria
listed for Level C plus:
1.2
3.9, 3.13
4.5 - 4.13, 4.16 - 4.17
Management Approach Disclosures
for each Indicator
Category
Report on a minimum
of 20 Performance
Indicators, at least
one from each of:
Economic, Enviromental, Human rights,
Labor, Society, Product Responsability
B+
A
A+
Same as requirement
for Level B
Management Approach Disclosures
for each Indicator
Category
Report on each core
G3 and Sector Supplement* Indicator
with due regard to the
Materiality Principle
by either: a) reporting
on the Indicator or b)
explaning the reason
for its omission
REPORT EXTERNALLY ASSURED
G3 Performance
Indicators & Sector Supplement
Performance
Indicators
Not Required
B
OUTPUT
G3 Management
Approach
Disclosures
Report on:
1.1
2.1.-2.10
3.1. - 3.8, 3.10 - 3.12
4.1. - 4.4., 4.14 - 4.15
C+
G3 Profile
Disclosures
OUTPUT
C
OUTPUT
STANDARD DISCLOSURES
Report Application
77
78
Nestlé Hellas Sustainability and CSV Report 2011 / Chapter11 / Evaluation form
11. Evaluation form
By filling out the form below, you are helping us improve
our CSR Strategy and Initiatives.
All information to be obtained in the evaluation form will be
used only for internal evaluation by our CSR management
team.
Which Nestlé stakeholder group do you belong to?
Employee
Society
Local Community
NGO
Consumer
Customer
Media
Other
79
Nestlé Hellas Sustainability and CSV Report 2011 / Chapter 11 / Evaluation form
What is your opinion about the Contents of our Sustainability and Creating Shared Value
Report?
Chapter
Excellent
Good
Average
Poor
Nestlé in Greece
and the world
Creating Shared
Value at Nestlé
Nestlé in the Greek
market: Delighting
consumers
We care for our
people
Environment
Commitment to
society
80
What is your opinion on the methodology used for the development of our Report?
Are there any key areas or topics you would like us to include or elaborate on further in our
next Sustainability and Creating Shared Value Report?
Other comments
Personal Data (Optional)
Name:
Company/ Organization:
Tel.:
Email:
Send the completed evaluation form via email to [email protected]
or by post to Angeliki Papadopoulou,
Corporate Affairs Manager,
Nestlé Hellas,
4, Patroklou Str.
151 25 Paradissos Maroussi

3. Nestlé in Greece and the world

Transcription

Similar documents

The Forest Grammar School, Winnersh, Berks.

Dreyer`s Product Guide

Dessert Bar - Nestlé Professional

The Nestlé Policy on Safety and Health at Work

Maternity Protection Policy

Milestones

Nestlé Commitment on Farm Animal Welfare

Nestlé Group 2012

case study - Nestle

this week`s subsidised product - Specials