Nestle S.a. · SIX:NESN
Nestle — ESG Presentation (April 2014)
32 slides from Nestle's sustainability presentation, Apr 29, 2014
Slide 1: Assessing Human Rights Impacts in Nestlé's Business Activities
Assessing Human Rights Impacts in Nestlé’s Business Activities Stakeholder consultation, London April 29, 2014
Slide 2: Agenda
Agenda 9.30-09.40 Welcome and introductory remarks, Christian Frutiger, Nestlé 9.40-10.00 Nestlé’s Human Rights Due Diligence Programme: Overview, Yann Wyss, Nestlé 10.00-11.00 Nestlé’s HRIAs: Introduction, Allan Jorgensen, DIHR Panel discussion: • Peter Frankental, Amnesty International UK • Adam G
Slide 3: Basic rules for constructive engagement
Basic rules for constructive engagement Objective: To improve the way human rights impacts of Nestlé’s business activities are assessed and addressed Focus = HRIA methodology and process References to specific countries are welcome but should be used to illustratre strengths/weaknesses of HRIA
Slide 4: Nestlé's Human Rights Due Diligence Programme: Overview
Nestlé’s Human Rights Due Diligence Programme: Overview 1 September, 2014
Slide 5: A Material Issue Now… and for the Future
A Material Issue Now… and for the Future Our Key Opinion Leaders (KOLs) think that Human Rights: Are critical to Nestlé’s business Will become even more important in the next few years Source: Nestlé Stakeholder Community Survey, GlobeScan, 2013 1 September, 2014
Slide 6: Nestlé Materiality Analysis 2013
Nestlé Materiality Analysis 2013 1 September, 2014
Slide 7: Human Rights in our Business Activities: Examples
Human Rights in our Business Activities: Examples Right to health (safety and health at work) Right to just and favourable conditions at work Right to freedom Right to freedom from child of association labour Right to health (consumers’ health) Right to water Right to education
Slide 8: The Nestlé Strategic & Performance Framework 4x4
The Nestlé Strategic & Performance Framework 4x4 1 September, 2014
Slide 9: Nestlé's Human Rights Due Diligence Programme
Nestlé’s Human Rights Due Diligence Programme 1 September, 2014
Slide 10: 1. Policy Commitments
1. Policy Commitments Maintreaming human rights into new or exisiting policies and procedures 1 September, 2014
Slide 11: 2. Stakeholders Engagement
2. Stakeholders Engagement Engaging with key stakeholders on human rights issues IUF Uniting food, farm and hotel workers world-wide 1 September, 2014
Slide 12: 3. Training
3. Training Increasing the awareness and building the capacity of our employees worldwide Achievements since 2011: Translated into 6 languages 42,000 employees trained 64 countries covered; 25 high- risk (FTSE4Good) countries 3 face-to-face sessions for Corporate Human Resources (166 employe
Slide 13: 4. Risks Evaluation
4. Risks Evaluation Integrating human rights into our overall Enterprise Risk Management System 43 material human rights risks evaluated each year 5 levels of analysis: Nestlé facilities Tier-1 suppliers Upstream suppliers Local communities Markets How can human rights risks impact our b
Slide 14: 5. Impacts Assessments (1)
5. Impacts Assessments (1) Assessing human rights impacts of our business activities HUMAN RESOURCES HEALTH & SAFETY SECURITY BUSINESS INTERGITY • Working conditions • Medical services • Security risk • Corruption • Discrimination • Repetitive stress management • Privacy (employees) • Association &
Slide 15: 5. Impacts Assessments (2)
5. Impacts Assessments (2) Engaging with rightholders : employees, contractors suppliers, farmers, local communities 1 September, 2014
Slide 16: 5. Impacts Assessments (3)
5. Impacts Assessments (3) Reporting on HRIAs process, findings and remediation actions 1 September, 2014
Slide 17: 6. Human Rights Working Group (1)
6. Human Rights Working Group (1) Creating the enabling structure and environment: Nestlé HRWG Supervise and coordinate implementation progress Provide strategic oritentation Contribute technical expertise CEO Nestlé Human Rights Working Group Public Affairs Human Resources Legal Compliance HR
Slide 18: 6. Human Rights Working Group (2)
6. Human Rights Working Group (2) Nestlé’s HRWG is fully integrated into Nestlé overall governance structure 1 September, 2014
Slide 19: 7. Partnerships & Dialogue
7. Partnerships & Dialogue Partnering with exepert organisations to further improve our human rights performance Global partnerhsip: Nestlé human rights due diligence approach Focused partnership: Labour standards in Nestlé agricultural supply chains Action-oriented dialogue: Nestlé and trade unions
Slide 20: 8. Monitoring & Reporting
8. Monitoring & Reporting Maintreaming human rights into monitoring systems and procedures Nestlé facilities Tier-1 suppliers Upstream suppliers Human Rights Risks Assessments Human Rights Impacts Assessments Traceability Assssments CARE audits Sedex/SMETA audits Certification/Verification Integrity
Slide 21: 8. Monitoring & Reporting
8. Monitoring & Reporting Reporting on our human rights performance and challenges 2013 main features: Revised version of our Supplier Code: New human section New external grievance mechanism: Tell Us 9 HRIAs completed since 2010 42,000 employees trained on human rights in 64 countries since
Slide 22: HRIAs and Nestlé's HRDD Programme
HRIAs and Nestlé’s HRDD Programme 1 September, 2014
Slide 23: Our commitments to our people, human rights and compliance
Our commitments to our people, human rights and compliance 29o Assess and address human rights impacts in our operations and supply chain Objective 12 By 2015 – All FTSE4Good countries of concern where we have significant involvement are covered and employees trained 23 01 September Nestlé in Societ
Slide 24: 1. Methodology 2. Results 3. Lessons learnt
1. Methodology 2. Results 3. Lessons learnt Reactions and feedback
Slide 25: Reactions to HRIA White Paper
REACTIONS TO HRIA WHITE PAPER Reactions from NGOs, trade unions, business groups, experts and practitioners Praise: Welcomed as important step towards greater transparency on human rights for Nestlé and for business more generally Criticism: HRIAs are not sufficiently independent of Nestlé, pu
Slide 26: Reactions: General
REACTIONS: GENERAL Welcomed as important step towards greater transparency on human rights for Nestlé and for business more generally Parameters for the assessments were set by Nestlé, public relations stunt The assessments review corporate policy rather than practice
Slide 27: Reactions: Scope of the Assessments
REACTIONS: SCOPE OF THE ASSESSMENTS 1. Geographical scope: need to focus on high risk countries but also cover other countries 2. Need to consider impacts from more functions such as Production. 3. What about full value chain such as supermarkets who sell Nestlé products? Need to consider upstream i
Slide 28: Reactions: Human Rights Issues Considered
REACTIONS: HUMAN RIGHTS ISSUES CONSIDERED 1. Does not include a discussion around the human rights to water 2. What about environmental impacts to communities? 3. Risk of missing impacts: limiting the scope of rights during the pre- assessment stage vs remaining open 4. Lense of assessment: 8 functi
Slide 29: Reactions: Methodology and Process
REACTIONS: METHODOLOGY AND PROCESS 1. The presence of Nestlé management in worker interviews is highly questionable for gaining valid and accurate perceptions. 2. Should try to build capacity of local consultants. 3. Final assessment data is vetted by Nestlé headquarters and executives in the countr
Slide 30: Reactions: Stakeholder Participation
REACTIONS: STAKEHOLDER PARTICIPATION 1. Should establish multi-stakeholder oversight of impact assessment processes. 2. Should involve participation of rights holders at “integrating and acting upon the findings” stage. 3. Need to be established how follow-up will happen, in particular how results w
Slide 31: Break-Out Groups
BREAK-OUT GROUPS 1. HRIA scope 2. Stakeholder and rights holder engagement 3. Integrated vs stand-alone HRIAs 4. HRIA reporting
Slide 32: Human Rights Impact Assessments: Some Lessons and Reflections
7 HUMAN RIGHTS IMPACT ASSESSMENTS: SOME LESSONS AND REFLECTIONS 1. Country selection: when and where to do HRIA 2. Tools: need to be simple yet comprehensive and grounded in int’l norms 3. Time and money: combining cost-effectiveness and sustainability with scope and depth 4. HRIAs as capacity build