Engaging with our people

to help tackle discrimination against LGBTI people in the workplace. Our purpose is to enhance quality of life and contribute to a healthier future, and these standards help us promote the inclusion of all communities into our workforce.

We strive to promote a culture of respect and equality in our workplace. Diversity and inclusion are integral to our culture. It’s one of the ways we bring our values to life. Beatrice Guillaume-Grabisch, Global Head, Human Resources

By collaborating with external networks, we are raising awareness about LGBTI issues around the world while respecting regional laws.

As part of our commitment to improving inclusivity for LGBTI people, we have also joined the program in the UK and Ireland. This program allows us to work in partnership with Stonewall to ensure all LGBTI staff are accepted without exception in the workplace.

In the US, both Nestlé Purina PetCare and Nestlé USA scored 100% on the 2018 . The on December 3, 2018 with a number of activities and actions.

At an Alliance for YOUth session at the Austrian Federal Economic Chamber, we unveiled two collaborative initiatives to support people with disabilities.

In partnership with WUK, an Austrian government foundation that supports the integration of young people with disabilities into the labor market, we hold job coaching sessions on a regular basis and offer job experience to young people with disabilities. We also outsource our display production in Austria to FAB, a nonprofit that runs workshops for employees with disabilities. As Nestlé Co-Packer, the organization employs over 90 disabled employees and produces 150?000 displays a year.

In France, we signed our second Disability Group Agreement, which is built on three pillars:

  • Job retention for people with disabilities.
  • Recruitment and integration of people with disabilities.
  • Training and communication to make mindsets progress on the topic.

Since 2016, Nestlé France has recruited 63 employees with disabilities, launched 8 regular communications, made 260 workplace adaptations and trained 269 employees to help mindsets progress on the topic.



Living wage

We want all our employees on the lowest salary and benefits levels to receive a living wage, which covers their needs according to local standards of living. We have therefore been working with Business for Social Responsibility (BSR) since 2014 to assess pay rates globally. While relatively few gaps were identified during the first few years, these were addressed by April 2017, the only exceptions being certain joint ventures and those countries where reliable measurement was not possible due to local civil conflicts or extreme economic conditions (such as hyperinflation). This is a major achievement that few other companies have managed.

During?2018, the initiative continued with BSR reconfirming the living wage rates for 38 countries, which had to ensure they had continued applying the living wage rate as part of the three-year recheck exercise. We are proud to say that all 38 countries have confirmed that all employees are paid above the living wage rate determined by BSR. We will continue the recheck exercise with the remaining countries in 2019 and 2020 and beyond in order to ensure that Nestlé remains a living wage employer globally.

People make the difference at Nestlé. Ensuring our employees are engaged, fairly remunerated, and have the skills and knowledge not just to perform in their roles but to grow, develop and feel fulfilled is essential for us to prosper as a company. It is one way we bring our values, rooted in respect, to life. Chris Johnson, Head of Group Human Resources & Business Services


Engaging with labor rights organizations

We believe in the importance of positive relations with trade unions, and respect our employees’ right to engage in union activities. Disputes sometimes arise but, through our policies, principles and values, we aim to ensure they are settled openly and transparently. In 2018, 69 labor disputes took place globally, compared with 64 in 2017. The average percentage of working time lost due to labor disputes, strikes and/or lock-outs decreased slightly to 0.02%.

As we seek ways to improve our labor practices, we continue to engage internationally with the International Union of Food, Agricultural, Hotel, Restaurant, Catering, Tobacco and Allied Workers’ Associations (IUF), business organizations and UN-led bodies, regionally with the Nestlé European Council for Information and Consultation and locally with unions and federations, external experts and other companies. In 2018 we presented to the IUF our project on improving human and labor rights in the Thai fishing industry, as well as our projects in palm oil, plastics and waters.

In 2018, Nestlé signed a memorandum of understanding with the International Labour Organization (ILO) with the objective of engaging in a strategic collaboration for several thematic areas within the framework of the ILO Centenary in 2019. Nestlé will utilize internal and external communication channels to highlight our commitments to human rights and our contribution to those Sustainable Development Goals (SDGs) which are aligned with the ILO’s mandate. The initial phase of the collaboration will focus on the human right to social security and our partners’ related corporate policies that embrace this right.



Performance and development

At Nestlé, we have a strong performance culture grounded in a deep belief that supporting and developing our people is what helps us create the leaders of the future. Performance and development can be supported through 360-degree feedback on how individuals and the people with whom they work perceive their skills and behaviors.



Building our capabilities

Our learning and development strategy

  • 70% of learning is experience, like work shadowing in a completely new position
  • 20% of learning is relationships, like feedback, coaching or mentoring
  • 10% of learning is education, like training, attending conferences or e-learning

We ensure learning goes hand in hand with career development through a 70–20–10 approach (in which 70% of development is on the job, 20% is via feedback and 10% is through courses and reading). In 2018, we further developed our strategy to address the evolving learning landscape.

These changes were geared toward:

  • Equipping our people to face bigger, more complex leadership challenges linked to their career development.
  • Accelerating the development and onboarding of our senior executive leaders.
  • Maintaining and enhancing our Category know-how as a key competitive advantage.
  • Connecting our leaders more closely with the external world to enhance our innovation culture and entrepreneurial spirit.
  • Meeting the social learning needs of the new generation of learners and maximizing knowledge sharing.

Supporting our line managers

Developing our business leaders’ capabilities is essential to our success. We support our line managers by providing a number of tools and training programs. In 2018, our Leading the Nestlé Way program was attended by 82 participants, while 149 employees took part in the Nestlé Leadership Program.

Coaching and mentoring

We continue to develop our common framework and toolkit for coaching, which provides self-development opportunities for individuals. A coaching network enables each of our participating markets to have a representative to coordinate activities. Many of our markets also continued operating local mentoring schemes, pairing employees with leaders and senior leaders for up to 18 months.

Responding to international dual-career relationships

As a global employer, we offer many opportunities for people to work abroad. Along with other multinationals, we are members of an independent, nonprofit association, the International Dual Career Network, that helps dual-career spouses with their local job search and professional integration in a new country. Currently, we lead three out of 14 networks, which means our local operating companies manage the network in their respective countries.

We signed the first Pan-European pledge, highlighting the support of the European Round Table of Industrialists (ERT) for ‘inclusive growth’

Nestlé, along with other 50 companies has signed the first Pan-European commitment of its kind, to promote diversity and inclusion in the workplace.

Paul Bulcke, Nestlé Chairman, made the pledge on behalf of Nestlé: “Diversity and Inclusion is part of Nestlé’s DNA, having worldwide presence in 189 countries, including factories in 85 countries, and more than 100 nationalities represented at its headquarters.”

This pledge highlights the support of the ERT for ‘inclusive growth.’ Tapping the full measure of talent from across society is critical for the long-term success of people, companies and society. By recognizing this, the ERT affirms the value that a diverse workforce can offer.


Find out more

CSV - Linkbox - Global Youth Initiative
CSV - Linkbox - Global Youth Initiative

Global Youth Initiative

We’re supporting youth around the world to get educated and trained.

CSV - Linkbox - Improving livelihoods in communities
CSV - Linkbox - Improving livelihoods in communities

How we're improving livelihoods

Our 2030 ambition is to improve 30 million livelihoods in the communities where we operate.

CSV - Linkbox - Empowering women
CSV - Linkbox - Empowering women

Empowering women

We are committed to gender diversity at Nestlé.

CSV - Linkbox - Human rights
CSV - Linkbox - Human rights

Respecting and promoting human rights

We aim to be exemplary in respecting human rights and labor practices throughout our business.

CSV - Linkbox - Promoting fair employment and diversity
CSV - Linkbox - Promoting fair employment and diversity

Promoting decent employment and diversity

Diversity strengthens our company, provides opportunities and makes Nestlé an employer of choice.

Download our Creating Shared Value report

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