Nestle HR Policies

Nestlé – HR Policies
Submitted By: Kartikeya (IM-27)

Roll No.: 2002115
The Nestlé Management and Leadership Principles inspire all the Nestlé employees in their actions
and in their dealings with others. The Corporate Business Principles refer to all the basic principles
which Nestlé endorses and subscribes to on a worldwide basis. Both these documents are the pillars
on which the present policy has been built.
A shared responsibility
Line managers have the prime responsibility for building and sustaining an environment where
people have a sense of personal commitment to their work and give their best to ensure our
Company’s success. They care for and develop the leaders of tomorrow. Line managers decide on all
people matters under their influence, within the boundaries set by the policies and principles, acting
as the final decision makers. The Human Resources (HR) structure enables and empowers them in
establishing business needs and their corresponding people requirements. Therefore, the mission of
HR managers and their teams is to provide professional guidance to line managers aiming to deliver
superior business results by optimising the performance of our people, while ensuring exemplary
working conditions.
Joining Nestlé
The long-term success of the Company depends on its capacity to attract, retain and develop
employees able to ensure ongoing and sustainable growth. This is a primary responsibility of all
managers. The Nestlé policy is to hire employees with personal attitudes and professional skills
enabling them to develop a long-term relationship with the Company. Therefore, special attention
will be paid to ensure there is a strong alignment between a candidate’s values and the Nestlé
culture. Only relevant skills and experience and adherence to the Nestlé principles will be considered
in employing a person. No consideration will be given to a candidate’s origin, nationality, religion,
race, gender, disability, sexual orientation or age. Whilst adequate recruitment tools may improve
the hiring process, the decision to hire a candidate remains in the hands of the responsible manager,
supported by the HR team.
Employment and working conditions

Nestle is committed to providing its employees all over the world with good working conditions, a
safe and healthy work environment, and flexible employment possibilities that support a better
balance of private and professional life consistent with its ambition as a leading Nutrition, Health
and Wellness Company. Nestle provides flexible working conditions whenever possible and
encourage our employees to have outside interests especially community involvement. Those with
line management responsibilities are required to take personal ownership of safety and health
within their area of responsibility and are encouraged to develop their capability in this area.
Nestlé’s commitment however goes beyond its employees. The company cares about all people
working inside or outside its premises under contractual obligations with service providers and insist
that they also take steps so that adequate working conditions are made available to them. Nestle
believes that it is essential to build a relationship based on trust and respect of employees at all
levels. It does not tolerate any form of harassment or discrimination. Therefore, managers are
committed to build and sustain, with their teams, an environment of mutual trust.
Total rewards
Attracting new hires and keeping current employees engaged is not only about remuneration and
benefits based on solid performance. It is also about the hard earned value and trust that our name
brings to those who work with us; the relationships with our line managers and fellow workers;
Nestlé – HR Policies
recognition and experiences enjoyed while working for a diverse global company; and possibilities to
learn and grow. These are as a whole, the Total Rewards we receive. Nestlé, therefore, focuses on
Fixed Pay, Variable Pay, Benefits, Personal Growth and Development and Work Life Environment as
the key elements that define Total Rewards. In the spirit of developing a high performance culture,
those elements need to correspond to what is valued by employees in each and every market, and
which demonstrate how Nestlé is committed to giving each employee the opportunity to grow,
evolve and contribute. Nestlé Total Rewards programmes must be established within the social and
legal framework of each country, and with respect to applicable collective agreements.
Training and learning

Learning is part of the Company culture. Employees at all levels are systematically encouraged to
consider how they upgrade their knowledge and skills. The Company determines training and
development priorities. The responsibility for turning these into actions is shared between
employees, line managers and the Human Resources. Experience and on-the-job training are the
primary source of learning. Managers are responsible for guiding and coaching employees to
succeed in their current positions. Nestlé employees understand the importance of continuous
improvement, as well as sharing knowledge and ideas freely with others. Practices such as lateral
professional development, extension of responsibilities, and cross functional teams are encouraged
to acquire additional skills, enrich job content and widen accountability. Nestlé also offers a
comprehensive range of training activities and methodologies to support everyone’s learning and
growth. Attending a programme should never be considered as a reward but as a component of on-
going development.
Employee relations
Since its founding, Nestlé has built a culture based on values of trust, mutual respect and dialogue.
Nestlé management and employees all over the world work daily to create and maintain positive
individual and collective relationships, and are expected to do so as a core part of their job. Nestlé
not only upholds the freedom of association of its employees and the effective recognition of the
right to collective bargaining, but also ensures that direct and frequent communication is established
in the workplace. While dialogue with trade unions is essential, it does not replace the close
relationship that our management maintains with all employees. In the spirit of continuous
improvement, we encourage two-way dialogue with our employees that goes beyond the traditional
aspects of collective bargaining in order to share knowledge and to jointly find opportunities related
to important matters such as Creating Shared Value, the health and safety in the workplace and our
concern for the environment.
Talent, development and performance management

At Nestlé, a high performance culture supported by differentiated rewards and development is key
to the delivery of individual and business objectives. This is driven by the alignment of clear and
challenging responsibilities and ensuring that employees are aware of how their work impacts
Nestlé. The line manager and employee work together to ensure that challenging objectives are set
and effectively evaluated throughout the year. This further enables managers to acknowledge high
performance and reward employees accordingly, while ensuring low performance is properly
managed with integrity. Employees receive regular feedback on their performance and career
aspirations through a variety of tools and processes such as the Performance Evaluation process
(PE), the Progress and Development Guide (PDG) and 360° assessments. Each manager dedicates the
necessary time to the monitoring of objectives and regular coaching of employees through the year.

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Nestlé – HR Policies

Submitted By: Kartikeya (IM-27)

Employment and working conditions

Training and learning

Talent, development and performance management

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