The Nestlé Sustainability Review
Good Food, Good Life
Good Food, Good Life

Contents
2
Quality Food Products and Sustainable Development 
4
Our Principles, Values and Culture
5
The Nestlé Corporate Business Principles
5
The Nestlé Corporate Governance Principles
6
The Basic Nestlé Management and Leadership Principles
7
Auditing Adherence to the Nestlé Corporate 
Business Principles
8
Sustainable Economic Performance and Development
9
Long term Reliable Returns for Shareholders 
10
Investor Relations
10
Impact on Food Production and National Economies
14
Food Business and Agricultural Development: 
Investment in Human Capacity
15
Purchase of Agricultural Raw Materials
18 Sustainable Environmental Practices 
19
Environment Progress Report 2000
19
Integrated Approach Throughout the Supply Chain
21
Water as a Key Priority
25
Systematic Management of Environmental Performance
26 Sustainable Social Development
27
Relationships with our Employees
27
Long term relationships
27
Training, transfer of technology  
and accumulated know-how
28
Safe work environments 
29
Nestlé labour and employment practices
30
Right to association
31
Safeguarding employment during restructuring
31
Child labour
32
Relationships with our Suppliers 
and Business Partners
32
Audits of industrial suppliers
32
Anti-corruption measures
33
Relationships with Consumers and Society
33
Quality, safety and nutritional value
36
Research and innovation for food safety, 
quality and enhanced well-being
37
Listening to consumers
40
Advertising to consumers and children
41
Marketing of breast-milk substitutes
41
Infant formula marketing audits
44
Involvement in Communities
46 The Future

Quality Food Products and 
Sustainable Development
At Nestlé, we define sustainable development as the process 
of increasing the world’s access to higher quality food, while
contributing to long term social and economic development, 
and preserving the environment for future generations. 
In the 135-year life of Nestlé, our fundamental approach to
business has been the creation of long term sustainable value 
for our consumers, customers, employees, shareholders, and
society as a whole. The Nestlé Corporate Business Principles
state openly that we favour long term business development over
short term profit. While we are committed to making a healthy
profit, we instruct managers not to do so at the expense of long
term, sustainable development.

As we move ahead in the 21st century, we believe
that a business strategy based on high-quality food
and beverage products can only be maintained 
by business practices based on the principles of 
long term sustainable development. 
In this report we attempt to describe how we practice
and implement the principles of sustainable
development where we have direct influence and
impact on economies, societies and environments.
For everyone in our company, our responsibilities and
values are reflected in our commitment to the 
Nestlé Corporate Business Principles. These set out
the basic rules we follow to make sure we maintain 
the highest standards of conduct. This report
presents some key performance measures and
figures, and shows how we endeavour to put our
Principles into practice. 
In meeting our commitment to be a leader in
sustainable development, we build on two 
of the essential pillars of our long term strategy:
innovation-renovation and operational efficiency. 
We innovate in new products and technologies 
to meet the present and future needs of our
consumers in an increasingly sustainable manner, 
and we improve or renovate existing products and
technologies for the same reasons. We are dedicated
to continuous improvement in the efficient use of
resources, resulting not only in lower operating 
costs, but also in a lower impact on the environment.
Managing our activities in accordance with 
the principles of sustainable development makes
good business sense.
Given the company’s focus on high quality, food
safety, nutritional value, and consumer appeal, Nestlé
needs to purchase high-quality agricultural goods
produced in a sustainable way. Even though we own
no agricultural land, our approach has been, through
technical assistance, to improve the farming methods
and standard of living of millions of farmers.
This is Nestlé’s initial effort to report on sustainable
development, attempting to describe our impact 
on the well-being of people and the planet. As such,
it is a step on a journey, as opposed to an end 
point in itself. In addition, we have produced more
detailed reports, entitled Environment Progress 
Report 2000 and Nestlé in the Community, and 
our annual Management Report provides 
details on financial performance. You will find
information on these and other publications at the
end of this report.
We are committed to being open and transparent,
and to listening to the views of others as we move
forward in sustainable development. For this reason,
we invite you to use the enclosed card or to write to
us (www.nestle.com) with any comments and
suggestions you may have after reading this report.
Peter Brabeck-Letmathe
Chief Executive Officer
3

Our Principles, 
Values 
and Culture
Our values and principles are elaborated in the Nestlé 
Corporate Business Principles. These were issued in 1998 and
updated in 2002 in order to integrate all existing business
principles at Nestlé into one single document, now
incorporating our Corporate Governance Principles. 
The updated version includes all nine principles of 
the UN Secretary-General’s Global Compact, regarding 
labour standards, human rights, and the environment.

The Nestlé Corporate 
Business Principles
The Nestlé Corporate Governance
Principles
5
Nestlé Sustainability Review
Some of the basic Nestlé values and principles are:
— Favouring long term development over short term
profit;
— Long term commitments and relationships;
— Respect for and integration with diverse cultures;
— Proper conduct and ethical values as basic
requirements for our management and employees; 
— Recognition that consumers deserve information
about the products they buy and the company
behind the brand.
These Principles have been translated into over 
forty languages and all Nestlé managers are required 
to know and abide by them. They are incorporated
into our ongoing training programmes, particularly 
for new employees.
Topics covered in the Nestlé Corporate Business
Principles include: national legislation and
international recommendations; consumers; children 
as consumers; infant health and nutrition; human
rights; human resources and the workplace; child
labour; business partners; conflicts of interest;
relationships with suppliers; competition; external
relations; protection of the environment; water policy;
agricultural raw materials; and compliance.
The Principles incorporate our official Nestlé
Corporate Governance Principles, which cover 
four essential areas: the rights and responsibilities 
of shareholders; the equitable treatment 
of shareholders; the duties and responsibilities 
of the Board of Directors; and disclosure 
and transparency.
Members of the Nestlé Board of Directors are
nominated and carry out their duties according 
to Swiss law. The Board has a high degree 
of independence, as all are non-executive members,
with the exception of the “administrateur délégué“
(CEO), the Board member delegated to actively
manage the company.
Regarding public disclosure, the Financial Statements
of the Nestlé Management Report 2001 include 
more detailed information on the remuneration of
members of the Nestlé Board of Directors and the
Nestlé Executive Management Group.
The Board is also ultimately responsible for
overseeing and implementing all the Nestlé 
Corporate Business Principles. It is worth noting 
that Mr Stephan Schmidheiny, one of the members 
of the Nestlé Board, is also one of the founders 
of the World Business Council for Sustainable
Development, a leading organisation 
in environmental matters.
Nestlé is registered in Switzerland and governed
under Swiss company law. While shareholders 
of Swiss companies have to meet greater
requirements for introducing shareholder resolutions
than in some other countries, Nestlé shareholders
exercise a number of additional rights in comparison
with shareholders of companies registered in many
other countries. For example:

— Shareholders decide on the appropriation 
of profits resulting from the balance sheet 
of Nestlé S.A. and, in particular, they determine
the amount of the dividend; 
— Shareholders adopt and amend the Articles 
of Association;
— Shareholders can place items on the agenda and
ask questions at General Meetings in accordance
with the Articles of Association.
Nestlé applies the principle of “one share – one vote“
up to a maximum of 3% of the total shares 
(at the time of the publication of this review, no one
shareholder owned more than 3% of the total 
amount of Nestlé shares). This helps to protect the
large number of small Nestlé shareholders against
potential pressure coming from a small number of
large shareholders.
It also helps avoid hostile take-overs of the company,
thereby maintaining and safeguarding a system of
social values built up by our company over decades
of business activity.
A companion document to the Principles is The Basic
Nestlé Management and Leadership Principles
document. Developed in 1997, this important
document lays out the fundamental guiding principles
for management behaviour, selection and promotion.
This document summarises the essential basic
elements of Nestlé culture.
6
Our Principles, Values and Culture
The Basic Nestlé Management 
and Leadership Principles
Dow Jones
Sustainability Index 
Nestlé S.A. is included
in the Dow Jones
Sustainability Index.
This Index includes
about 200 companies
that represent the top
10% of the leading
sustainability companies
in 64 industry groups
from 33 countries. The
companies are selected
by a systematic
assessment of corporate
sustainability practices.
Companies included in
the index actively lead
their industries and 
set industry-wide best
practices in: Strategy,
Innovation, Governance,
and relationships with
shareholders, employees
and other stakeholders.

With some 200 local internal auditors in the markets,
and a team of 25 corporate auditors reporting 
to the Head of Auditing at our international
headquarters, we have a system in place which
allows us to continuously monitor that the Nestlé
Corporate Business Principles are being 
implemented in all the countries where we operate.
The Principles are published on the Nestlé Intranet
site so that all employees can read and understand
the criteria used. 
The corporate auditors travel continuously from
country to country and visit all Nestlé factories, local
head offices, distribution centres and sales offices 
on a systematic basis. Audit findings are reported 
to the Head of Corporate Auditing and the CEO 
of Nestlé S.A., as well as the person responsible for
the Nestlé market or the respective country 
manager. The Audit Committee of the Nestlé Board 
of Directors is informed of all significant findings.
These internal auditing procedures for the Principles
have been verified by our external auditors, KPMG.
7
Auditing Adherence to the Nestlé
Corporate Business Principles
NESTLÉ CARRIES OUT ITS GLOBAL RESPONSIBILITY 
BY TAKING A LONG TERM APPROACH TO STRATEGIC
DECISION-MAKING THAT RECOGNISES THE INTERESTS 
OF OUR CONSUMERS, SHAREHOLDERS, BUSINESS
PARTNERS, AND THE WORLD-WIDE ECONOMIES 
IN WHICH IT OPERATES.
Extract from the Nestlé Corporate Business Principles

Sustainable Economic
Performance and Development
A key feature of Nestlé’s approach is to locate aspects of
production in the developing world, rather than to simply
source raw materials there. 45% of our factories are situated in
such countries, and 48% of our employees are located in
developing countries, even though these countries represent
less than a third of our sales. Nestlé has publicly stated that a
fundamental principle of its economic investments is that 
they should be “good for the country and good for the
company“. In this way Nestlé seeks to be a true partner in
sustainable development.

9
Nestlé’s fundamental purpose is to meet the needs 
of its customers and consumers for quality food
products that offer value for money. By doing this
successfully, we generate long term, sustainable
economic results and development for all those with
a stake in the business. With factories located 
in more than 80 countries, and with Nestlé companies 
in virtually every country in the world, the effects 
of our business development are felt by economies
around the globe. 
This occurs in different ways. For example, through
technology transfer, through apprentice programmes
and training local employees to international
standards, as well as by paying taxes which help 
fund local infrastructure construction, Nestlé 
is contributing to sustainable economic development
around the world and at the same time improving 
the quality of foods that are locally available.
At Nestlé, we are committed to the sustainable
increase in the value of our shares, and our share
price has experienced an eighteen-fold increase over 
the last 20 years. From 1970 to 2000 Nestlé shares
outperformed the Morgan Stanley Capital Index
of Swiss blue chip stock companies by over 250%
and the Morgan Stanley World Blue Chip Stock Index
in USD terms by 25%. 
For decades, Nestlé has had consistent, stable and
accelerated growth in overall turnover. In terms 
of current performance, the year 2001 was once
again a record year for sales, net profits and dividends
to shareholders, with CHF 84.7 billion in sales, 
CHF 6 681 million in net profit and 4.4 % real internal
growth. Nestlé has had a remarkable record in that it
has shown steady profits with no large, unstable
swings. There has also been a noteworthy increase 
in profits in recent years due to a range of factors:
effective brand management, streamlining the
organisation and moving more quickly, in spite of the
size of the company.
Long Term Reliable Returns 
for Shareholders
Nestlé ranked in
world’s top 
15 companies in the
Wealth Added Index*
According to Stern
Stewart’s Wealth 
Added Index (WAI),
Nestlé is among the top
15 companies 
worldwide in creating
shareholder wealth in 
a ranking of the 5069
largest quoted
companies. Stern
Stewart calculates that
between June 1996 and
June 2001 Nestlé’s
wealth added to
shareholders amounted
to USD 43.8 billion.
Central to the WAI
rankings is the idea that
companies create value
for shareholders only 
if their returns to
investors – from share
price rises and
dividends – exceed that
of their “cost 
of equity“, defined 
as the minimum return
that investors require 
for putting their money 
in shares of stock,
rather than in minimum-
risk alternatives such 
as government bonds.
* For additional information see
The Economist, December 1, 2001

Nestlé manages an on-going investor relations
programme to ensure that all investors and potential
investors are able to keep in touch with developments
within the Nestlé Group of Companies.
Communications tools include presentations of key
financial indicators, one-on-one meetings, an Investor
Relations website and the annual Nestlé
Management Report. Most important, however, is 
that anyone, regardless of their shareholding size, is
able to telephone or e-mail the Investor Relations
department for an immediate response to their enquiry.
By the 1920s, Nestlé had production facilities in the
majority of European countries and in 1921 the
company built its first in a developing country, Brazil.
Here, a model was created which has been replicated
in countries throughout the developing world. 
Of the 468 Nestlé factories today, 215 are located 
in emerging markets. As indicated above, while about
30% of our business are in the developing world, 
over 45% of our factories are located in these
regions, an indication of our commitment to local 
or regional production. This enables developing
countries to move from being producers of raw
materials to being producers of finished products.
National governments across the world seek 
Nestlé investments, and we are continually 
investing in new operational facilities and evaluating
new opportunities. 
In some countries it has taken many years for Nestlé
to receive a full return on investment, but we are
committed to supporting our investments over 
the long term and under adverse local economic
conditions. For example, in contrast to many
companies, we sustained our operations in Russia
during the domestic crisis in 1998 and continued 
to invest. 
10
Impact on Food Production 
and National Economies
Investor Relations
Financial Times selects
Nestlé as world’s most
respected food &
beverage company 
In a survey to name the
companies “most
respected“ by CEOs,
published in the
Financial Times 
in December, 2001,
Nestlé took first place 
in its industry category,
was classified 
third among European
companies (after Nokia
and Daimler-Chrysler),
and 17th overall
worldwide. The ranking
was based on responses
received from 914 CEOs
from 65 countries and
was carried out by 
the consultant firm
PriceWaterhouseCoopers.
Share price evolution
1981
1991
1995
2001
CHF
500
400
300
200
100
0
Share price
Nestlé shareholder
ownership profile 2001
Private investors 
44%
Institutional investors 
56%
Total number 
of shareholders 
>250 000
Shares held 
in Switzerland 
45.2% 
Company profile 2001
Sales 
CHF 84 698 million 
Net profit CHF 6 681 million 
Personnel* 
229 765
Factories* 
468
* Excludes Ralston Purina
Nestlé reinvestment – 2001
Reinvestment 
[62.9%] of net profit 
Dividend 
[37.1%] of net profit
Nestlé factories, 2001
Industrialised countries
253
Emerging countries
215
Total
468
CHF 19.8
CHF 354

Investment combined with the transfer of know-how
and expertise has a significant impact on job
creation, both through direct employment, and
through the multiplier effect of creating jobs in the
food production and distribution chain. It is 
estimated that in 2001, more than one million jobs
were sustained by the business activities of the
Nestlé Group of Companies. As a result, over 
3.4 million workers and their family members are
sustained by incomes generated as the result 
of Nestlé business activities.
11
Nestlé Sustainability Review
Investment and Safety
In late 2001, the
International Herald
Tribune published 
an article entitled:
“When Safety is Key,
Some Companies are in
a Class by Themselves”.
This article listed the 
12 companies in the
world, including Nestlé,
which possess an AAA
debt rating from both
Moody’s Investors
Service and Standard’s
& Poors Corp. – the two
largest international
credit-rating agencies. 
The article stated: 
“We expected to find
companies with pristine
balance sheets whose
stocks offered modest
appreciation potential 
with virtually no chance
that the issuer would
find itself in the
bankruptcy court. 
We found the latter
element but were
surprised that the shares
performed well over 
the past decade, beating
the market average.“
Sales by product 
group 2001
Chocolate
confectionery
& biscuits 13.3%
Pharmaceutical 
products 6.1%
Beverages 28.3%
Milk products, nutrition 
& ice cream 27.1%
Prepared dishes
cooking aids
& pet care 25.2%

Assisting dairy farmers in India 
Over 30 years ago in Moga, in northern
India, support started with Nestlé
providing loans at favourable rates to
enable farmers to build their herds of
cattle. We also worked with the local
community to build confidence in the
milk trade, without compromising
religious considerations. A professional
milk agent was established, along 
with well-equipped milk collection
centres. Farmers are advised on good
breeding and feeding practices, and 
on the health of dairy herds. Through
this assistance Nestlé has helped 
raise the quality, hygiene and value 
of the milk produced by some 
85000 farmers in this district, helping
in turn to improve people’s health,
lifestyles and the region’s economy.
Nestlé is also helping with the
construction of facilities for drinking
water and lavatories in village schools
in the Moga factory milk district. 
This is a partnership with the schools,
parent associations and village
administrations. Another project
involves funding medicines for a local
tuberculosis clinic.
12

13

Nestlé typically starts operations in developing
countries with dairy products and, as a result,
operates as a kind of development agency to enable
local farmers to create a modern dairy industry. 
With over 800 agronomists and field technicians,
Nestlé Agricultural Services has a key world-wide
responsibility to develop and protect the source 
of the raw materials to meet our production needs.
While its main activity is providing agricultural
extension services to farmers, Nestlé Agricultural
Services also maintains ongoing dialogue at
international, national and local levels. Collaboration
with partners in the food chain ranges from
agricultural R&D to plant and animal breeding. We
work with agricultural policy-makers and trade
organisations, as well as with farmers and 
farmers’ organisations with the aim of improving
agricultural production.
Sustainability in the supply of agricultural raw
materials depends on many ecological, economic 
and social factors. Wherever possible, Nestlé
supports activities that contribute to sustainability 
in the production of agricultural raw materials,
including integrated farming techniques and 
the use of all technologies that may contribute 
to sustainability.
Beginning with Brazil in 1921, entire regions have
been brought out of poverty in this way, and today
we estimate we have given assistance to millions of
farmers over the past century and presently advise
and assist some 315 000 farmers. These farmers,
however, are not in any way obliged to sell their 
milk to Nestlé. There are strictly no conditions
attached to the technical assistance Nestlé gives 
to dairy farmers.
14
Sustainable Economic Performance and Development
Food Business and Agricultural
Development: Investment 
in Human Capacity
1921
1931
1941
1971
2001
Developing
countries
Developed
countries
Nestlé dairy projects:
1921-2001
0
10
20
30
40
Assisting dairy farmers 
in Brazil
Eighty years after building
its first dairy product 
factory in 1921, Nestlé 
Brazil now has eight. They
manufacture dairy products
based on fresh milk from
milk-producing regions that
have been developed with
the help of Nestlé Agricultural
Services. These regions
cover an area approximately
six times the size of
Switzerland. Beginning 
with a small number of 
dairy farmers struggling to
make a living, assistance
and advice have been given
to enable Brazilian dairy
farmers to improve milk
yields through efficient
pasture usage and soil-
conservation techniques.
Systematic vaccination and
prophylactic campaigns
have led to significant
improvements in the health
of the livestock. Nestlé also
provides loans for farmers
to purchase cattle and farm
machinery. The infrastructure
for collecting the milk down
to the community level has
been created, with 90 local
receiving and cooling
stations, and corresponding
transportation and road
systems. The result is that
entire regions have been
brought out of poverty with
the creation of a strong
dairy industry. 
Agricultural Services
provided to more than
115 000 farmers. This led 
the Minister of Industry and
Agriculture to cite Nestlé 
as an example of a
successful development
partner for Pakistan. 
Assisting dairy farmers
in Pakistan 
In Pakistan sales of milk per
farmer have doubled in the
last three years as a result 
of support from Nestlé

Each year, Nestlé buys CHF 8 billion of agricultural
raw materials in emerging economies – around two-
thirds of Nestlé’s total expenditure for agricultural
raw materials. 
Consumers throughout the world are increasingly
demanding assurance that food and beverage
products are made from quality ingredients, produced
through agricultural best practices. The most
important ingredients for Nestlé are milk, coffee,
sugar and cocoa. Together these account for some
40% of our total raw material expenditure.
While the price of coffee on the international market
is out of Nestlé’s control, Nestlé works extensively
with coffee farmers to raise the income they receive,
through training and technical assistance to increase
the quality of their coffee. This is actually the most
effective way for a farmer to increase the prices 
he is paid. We are also the world’s largest direct
purchaser of coffee from farmers.
A current concern shared by Nestlé is the low price
of green coffee on the international market. Nestlé
strongly supports long term stability in commodity
prices that give an adequate return to the farmer, 
as low commodity prices inevitably lead to price
volatility and high prices in the future. Although the
price of coffee beans is a small part of the price 
of a jar of Nescafé, price swings penalise both the
farmer and coffee product manufacturers.
15
Purchase of Agricultural 
Raw Materials
Coffee development projects 
Coffee is the world’s second-largest traded commodity 
(after oil) and the world’s most valuable agricultural
commodity. Nestlé works closely with governments, coffee
research institutes and other agencies to support growers,
and has established a collection of 250 high-quality coffee
varieties for plant-improvement programmes. The best
varieties for their climate are supplied to farmers,
encouraging efficient coffee cultivation in new areas, 
or improving the yield in existing growing regions. 
Philippines
In the Philippines, new
strains and improved farm
management techniques are
leading to higher-quality
coffee, improving the price
that growers can receive. 
China
As a result of expanding
promotion and consumption
of coffee in China, in 1992
Nestlé opened a Nescafé
factory in Dongguan in the
southern Guandong
Province. There were then
virtually no locally grown
Arabica coffee beans. Some
were grown in the
southwestern Yunnan
Province, but on a very
small scale. Nestlé
Agricultural Services
provided technical
assistance to growers, and
suitable varieties were
introduced, together with 
a training centre,
demonstration farm, and
nursery to provide young
coffee plants. The company
also established a buying
station to provide the
growers with the
opportunity to sell their
crops. As one result, 
in 1999 Nestlé purchased
some 2000 tonnes of green
coffee beans from
thousands of small coffee
growers in Yunnan Province.
Nestlé milk collection point in China.

Direct coffee-purchasing in Mexico
Nestlé installed a direct coffee-
purchasing scheme in Chiapas State,
Mexico, over 20 years ago. All direct
purchases are governed by formal
contracts set up between Nestlé
Mexico and each individual post-harvest
treatment plant. The contract is
different depending on whether the
plant is run by a farmer co-operative or
by private owners who buy all or part of
the coffee they treat from small
farmers. For the private owners, a
clause states that the price they pay to
the small farmers must be the same as
they receive from Nestlé. This helps
maximise the revenue earned by 
the small farmer and farmers’ 
co-operatives. Improvements in quality
are also rewarded with improvements 
in price paid. 
Nestlé provides on-site training and
equipment to allow coffee farmers to
better evaluate the quality of their crop,
including roasting, grinding and 
tasting techniques. Nestlé agronomists
also supply coffee seeds and 
seedlings as well as advice on
cultivation techniques.
16

Sustainable 
Environmental 
Practices 
Nestlé transforms perishable goods into safe, high-quality food
products that meet the needs of consumers. In this process 
we take into account environmental considerations throughout
the supply chain, from raw materials to the consumer. 
Water usage is a key environmental priority. Systematic
management of our environmental performance is an essential
factor in Nestlé’s sustainable development strategy.

Raw materials  Agricultural raw materials provide
the basis of Nestlé’s finished products. They also
represent a significant investment. It is important that
the environment from which they come is safe 
and protected in a sustainable manner. Even though
we do not own or operate farms, we support 
and encourage sustainable agricultural practices.
We published in 2001 a comprehensive 
Environment Progress Report 2000. A summary of 
the major points on Nestlé and the Environment are
described below in this review.
19
Integrated Approach Throughout
the Supply Chain
Environment Progress 
Report 2000
an accident. Using CO2 in
the production areas is
better, as it is non-toxic, 
non-flammable and has little
impact, should a leak occur
from the closed system. 
This innovative system
represents an investment 
of over GBP 10 million and 
is now being adopted 
in other Nestlé refrigeration
applications worldwide.
a more environmentally
benign alternative. 
The chosen solution uses 
a cascade- refrigeration cycle
with two natural refrigerants,
ammonia and carbon
dioxide. This type of two-
phase refrigeration allows
the use of a minimal amount
of ammonia and isolates it
from the process areas, thus
greatly reducing the risk of
in order to achieve a high-
quality and consistent
finished product. The
refrigeration needed to
reach the low temperatures
required was being achieved
using HCFC – an ozone-
depleting substance due for
phase-out by 2015 under
the Montreal Protocol. 
Long before the phase-out
date, it was decided to seek
Nestlé UK – an innovative
application of natural
refrigerants replaces
HCFCs 
Hayes coffee factory in the
United Kingdom produces
spray-dried and freeze-dried
soluble coffees. 
The production of freeze-
dried coffee requires
temperatures below –50ºC
Manufacturing processes For Nestlé, manufacturing
is an extremely important part of the supply chain. 
It is here that we have the highest potential 
to maximise eco-efficiency – that is, to maximise 
the production of goods while, at the same time,
minimising consumption of resources and reducing
waste and emissions.
There are many ways to improve eco-efficiency such
as through conservation programmes, by improving
capacity utilisation of factories and through other
investments. Nestlé invests an average of 
CHF 100 million per year for the protection of the
environment, amounting to 3% of total capital
expenditure. This figure does not include regular
capital-investment projects that incorporate
environmental components, nor factory environmental
operating costs.

Measurement Beginning in 1997, Nestlé developed
a series of environmental performance indicators
(EPIs) on a consolidated basis covering
manufacturing operations. More information on the
methodology and indicator definitions is presented 
in the Nestlé Environment Progress Report 2000. 
As part of the EPI system, both process inputs and
outputs were measured, in line with ISO 14031. 
The results that follow cover the period 1997-2000
during which production volume increased by 28%.
— Energy consumption: Global energy consumption
per tonne of product was reduced and energy 
use efficiency improved by 21%. Even with 
the significant increase in manufacturing
production, the total energy use company-wide
remained stable.
— Greenhouse gases: Emissions of CO2 per tonne of
product were reduced and eco-efficiency improved
by 21%, while total emissions remained stable.
— Air acidification potential: Air acidification
potential per tonne of product was reduced 
and its eco-efficiency improved by 33%. 
Total emissions were reduced by 18%.
— Ozone-depleting substances: From 1986, when
measurement began, to 2000, ozone-depleting
substance emissions per tonne of product were
reduced and eco-efficiency improved by 97%. 
Total emissions were reduced by 90%.
— By-products/waste generation: By-products/waste
generation per tonne of product was reduced 
and eco-efficiency improved by 32%. Against 
a background of overall production increase, the
total amount of by-products/waste was reduced 
by 13%. The overall rate of recovery was 72.6 %.
20
Sustainable Environmental Practices 
Greenhouse gases
kg CO2 per tonne product
Greenhouse gases
106 tonnes CO2 per year
0
50
100
150
200
250
300
0
1
2
3
4
5
6
1997
1998
1999
2000
Ozone depleting substances
g R-11 equivalents per tonne 
product 
Ozone depleting substances
tonnes R-11 equivalents 
per year
Air acidification potential
kg SOx equivalents per tonne 
product 
Air acidification potential
103 tonnes SOx equivalents 
per year
0
0.50
1.00
1.50
2.00
0
10
20
30
40
1997
1998
1999
2000
0
10
20
30
40
0
70
140
210
280
350
1986
1998
1999
2000
36.0
2.76
2.41
1.17
0
1.00
2.00
3.00
4.00
5.00
Energy consumption
109 Joules (GJ) per tonne 
product
Energy consumption
1015 Joules (PJ) per year
0
20
40
60
80
100
1997
1998
1999
2000
4.55
3.9
3.65
3.61
4.71
4.90
4.75
4.72
241
212
197
191
34.2
30.8
29.3
28.2
1.74
1.34
1.21
1.17
0
20
40
60
80
100
120
0
0.50
1.00
1.50
2.00
2.50
1997
1998
1999
2000
By-products/waste generation
kg per tonne product
By-products/waste generation
106 tonnes per year
25.1
21.8
19.7
19.3
77.9
62.7
58.8
51.1
0.493
0.508
0.479
0.481
1.53
1.46
1.43
1.28
Disposed
Recovered
290
64.6
59.1
29.7
89.8
91.0
89.6
91.1

Packaging  Packaging is essential both for Nestlé and
for the consumer. It ensures the safety and quality of
products – from manufacture through to storage,
distribution and consumption. In addition, packaging
contributes to product appeal, provides convenience
and communicates information, e.g., on nutrition and
serving instructions. In many cases, packaging
includes tamper-evidence features. Packaging also
helps prevent or reduce product waste. 
Nestlé supports an integrated approach that favours
source reduction, re-use, recycling and energy
recovery to minimise the impact of packaging on 
the environment. 
Environmental considerations are an important
criterion in Nestlé’s renovation and innovation of
packages and packaging materials. Reducing 
the amount of packaging material needed for a
product, while safeguarding safety and quality, is a
continuing key objective and priority.
Between 1991 and 2000 packaging materials savings
amounted to 189 000 tonnes and CHF 340 million. As
well as source reduction efforts, Nestlé also uses
recyclable packaging materials wherever possible. In
addition to packaging reduction and recyclability it 
is also necessary to have systems for the collection,
separation and recovery of used packaging. Nestlé
has participated actively in the establishment and
management of national packaging waste recovery
schemes in different countries.
Nestlé recognises that the responsible management
of world-wide water resources is an absolute
necessity. Preserving both the quantity and 
the quality of water is not only an environmental
challenge, but also one that spans economic,
political, social, cultural and emotional fields.
Nestlé’s world-wide operations utilise just 0.006% 
per year of the total estimated fresh water
withdrawal. Perrier Vittel, Nestlé’s bottled water
division, uses only 10% of this amount, i.e. 0.0006%. 
Nestlé’s long term commitment to the responsible
management of water resources was confirmed 
in The Nestlé Water Policy, published in early 2000.
21
Nestlé Sustainability Review
Water as a Key Priority
Forest cover of the Poland Spring mineral water source, USA.
World-wide fresh water use
Perrier Vittel 
0.0006%
Nestlé 
0.006%
Food and drinks industry 0.18%
Domestic
9%
Total industry
20%
Agriculture and reservoirs
71%
Total fresh water used worldwide: 
3800 trillion litres/year = 100%

Protecting natural mineral water
sources through balanced eco-systems
To ensure the long term quality of our
natural mineral water sources in 
Vittel and Contrexéville, France, we
encourage zero use of pesticides and
chemical fertilisers by farmers who
cultivate the land above the sources.
Nestlé created a separate organisation,
Agrivair, to manage the preservation of
both natural ecosystems and
cultivation practices that are positive
to the environment. Following advice
from Agrivair experts, farmers
generally grow Lucerne grass, rather
than corn maize, to feed their dairy
cattle. Lucerne contains nitrogen,
essential for healthy cow growth and
rich milk production. Agrivair 
provides services which include the
regular “turning“ of manure at the
farm, naturally heating the bio-mass 
to around 80 degrees celsius. 
This stops the germinating capacity of
weed seeds inside this natural
fertiliser. Agrivair also provides
financing for constructions to house
natural fertiliser.
Ladybirds, a natural predator of crop
pests, are bred in Agrivair laboratories
and released into nature at strategic
times during the year. Agrivair
personnel work with farmers to
encourage the healthy maintenance 
of hedgerows to keep a balanced
population of foxes and birds of prey,
natural predators of field mice that
ravage crops. 
Agrivair’s forest management
programme maintains a balance of
trees to maximise nitrate take-up from
the ground. This means cutting and
cropping to allow younger trees to
develop. In addition, both river water
and mineral water from the sources are
tested daily, all year round, to check
that the natural eco-system is correctly
balanced and that the long term
viability of the source is guaranteed.
22

We have put in place many innovative methods 
to reduce the use of water in manufacturing. Part of
these efforts included finding ways to re-use water
wherever possible, thus reducing the reliance on
fresh water supplies. When water cannot be re-used
we have a long history of providing waste water
treatment systems.
— Waste water generation: Waste water discharge
per tonne of product was reduced and eco-
efficiency (the ability to manufacture more
products with less waste water) improved by 29%.
The overall waste water volume was reduced 
by 9%.
From 1993 to 1999 Nestlé built 38 new waste water
treatment plants, and 120 waste water plants were
upgraded. In addition, in many parts of the world,
Nestlé has invested not only in its own infrastructure,
but also in that of the community. The company also
sponsors water education programmes for children
and teachers and supports community initiatives 
to enable the development of sustainable and safe
water supplies.
One of the objectives of The Nestlé Water Policy is to
achieve optimal performance in manufacturing activities,
including water management. The following highlights
the progress in reducing water consumption and waste
water generation.
— Water consumption: Between 1997 and 2000, total
water consumption per tonne of product 
was reduced and water use efficiency improved 
by 24%. Even with very good growth in our
bottled water business, overall water consumption
was reduced by 2%.
24
0
2.50
5.00
7.50
10.00
0
50
100
150
200
1997
1998
1999
2000
Waste water generation
m3 per tonne product
Waste water generation
106 m3 per year
8.86
7.11
6.62
6.30
174
165
161
158
0
2
4
6
8
10
12
0
50
100
150
200
250
1997
1998
1999
2000
11
9.37
8.59
8.40
217
218
210
213
Water consumption
m3 per tonne product
Water consumption
106 m3 per year
Nestlé waste water treatment plant in Shuangcheng, China.

In 1996 the Nestlé Environmental Management System
(NEMS) was created to pull together all in-company
environmental activities and measures. NEMS has
since been implemented throughout the company.
The starting points for the NEMS continuous
improvement process include the Nestlé
Environmental Minimum Technical Requirements
(EMTR). The EMTR, updated in 2001, set internal
company environmental performance requirements in
areas such as energy and water use efficiency, waste
management, waste water treatment and air
emissions to name but a few.
NEMS has led to:
— A systematic approach that ensures respect 
for company policy and legal requirements;
— The continuous improvement of environmental
performance;
— The achievement of compatibility with international
standards for environmental management systems
such as ISO 14001 and the Eco-Management and
Audit Scheme (EMAS) of the European Union;
— An expansion of mutual trust with consumers,
government authorities, and business partners
through open communication and an ongoing
record of environmental improvements.
25
Systematic Management 
of Environmental Performance
From Switzerland to China
– pioneering efforts
around the world 
In 1932, Switzerland’s first
biological waste water
treatment plant was built 
at the Maggi factory 
in Kemptthal, near Zurich.
Today, Nestlé continues 
to be a pioneer in waste
water management. 
The story of our first 
factory in China is an
example of our on-going
and innovative efforts in 
this field. 
Meeting the many
challenges encountered 
in developing 
the Shuangcheng milk
products factory in 1987
required careful navigation
through political, cultural
and technical issues.
Among the most significant
challenges was the weather.
The factory is located in 
one of the harshest regions 
of northeast China. During 
the deep winter, which 
lasts from the end of
November to early March,
temperatures can reach 
as low as -40º C. In the
summer, the heat 
is extreme, with
temperatures consistently
above 30º C. Weather was
therefore a key factor 
that had to be addressed 
in ensuring the factory’s
milk supply and in 
treating its wastewater. 
To build a wastewater
treatment plant that would
function under the extreme
conditions found 
at Shuangcheng, Nestlé
engineers decided to locate
the waste water clarifier
entirely indoors. By heating
the building, sufficient
temperature consistency
could be maintained to
ensure effective year-round
waste water treatment. 
The Shuangcheng factory
opened its doors in 1990
and has successfully
operated since that time.
Nestlé now operates
factories at 18 different
locations in China, 
all with state-of-the-art
waste water treatment
facilities. 
The Chinese authorities have
recognised Nestlé factories 
as “Advanced Enterprises in
Environmental Protection“.
AS WE HAVE GROWN FROM HUMBLE BEGINNINGS INTO
THE WORLD’S LARGEST FOOD COMPANY, WE HAVE
ATTEMPTED TO TAKE THE FUNDAMENTAL CULTURAL
VALUES OF ENVIRONMENTAL PRESERVATION AND
CLEANLINESS INTO EVERY COUNTRY WHERE WE OPERATE. 
Peter Brabeck-Letmathe, CEO, Nestlé S.A.,
Nestlé Environment Progress Report 2000

Sustainable Social
Development
Nestlé’s existence and future development is completely
dependent on successfully serving consumers’ needs. 
To accomplish this, we create companies in each country 
that can be close to the consumer and develop bonds of trust 
over many decades. Fundamental to this way of doing 
business is investing in the skills of people in each country,
creating long term relationships of trust with employees,
suppliers, business partners, governments, and society 
as a whole. The Nestlé Corporate Business Principles lay out 
for each Nestlé employee the guidelines to follow 
in successfully implementing this long term approach 
to business.

27
Long term relationships  Worldwide, Nestlé has 
over 220 000 employees from nearly every country
collaborating within a unifying corporate culture. 
We have relatively low employee turnover
(approximately 5% annually), and the average length
of service of Nestlé employees at retirement 
is 27 years in the 20 largest markets, representing
over 80% of our business. 
Training, transfer of technology 
and accumulated know-how Long before
“globalisation“ became a topic of attention, Nestlé
built factories and invested in training and
development at the local level around the world. 
Our business model is based on transferring
knowledge and skills to local nationals in each
country where we operate, and retaining these
employees over the long term. In both developed 
and developing countries this involves the creation 
of comprehensive apprenticeship programmes 
to develop the skills of a wide range of people
working in our factories.
Through these apprenticeship programmes and
through thousands of internal training courses,
including basic literacy classes in some cases 
(as in Brazil), we invest substantially in improving 
the capabilities of our employees. Our International
Training Centre, located near our global headquarters
in Switzerland, conducted 85 seminars in the 
year 2001, with more than 1700 managers from
around the world participating. The faculty of the
International Training Centre is the senior management
of Nestlé itself, which devotes hundreds of hours to
imparting knowledge to our global management force,
comprised of over 100 nationalities.
Using information technology, more and more Nestlé
companies have appointed corporate training
specialists in “distance e-learning“, allowing staff 
to tailor their learning to their specific needs 
and time constraints. 
Technology transfer is also key to the Nestlé business
model of developing production and marketing
capabilities at the local level. Each Nestlé company
Relationships with our Employees
Employees by geographic area – 2001
Employees by activity – 2001
Europe
40.2%
Americas
33.4%
Asia, Oceania 
26.4%
and Africa
Factories
130 539
Administration 
99 226
and sales
Total
229 765

develops Nestlé brands using exclusive access to 
the technological expertise necessary for their
manufacture, be it in vitamin-enriched noodles, milk
products with immune-system enhancing ingredients,
or Nesquik chocolate drinks. The technology 
to produce Nescafé, for example, is in constant
evolution. Nestlé brands are therefore vehicles 
for the transfer of technology and know-how across
our companies and across national boundaries in
both developing and developed countries. 
Safe work environments  We emphasise the need
for safe working environments, and regularly audit
the safety of our work conditions, which must meet
Nestlé corporate standards. Our companies’ Safety
and Health Committees typically meet at least once 
a month to develop and maintain a safe working
environment. The company’s global policy is detailed
in the document Nestlé Policy on Health and Safety 
at Work. As part of this, the following elements are
mandatory on all Nestlé sites.
28
by Universum
Communications ranked
Nestlé number 13 in 
a list of the most
desirable companies 
to work for. L’Oréal,
partly owned by Nestlé,
ranked 9th in the 
same survey. All other
companies in the top 13
were either accounting/
consulting or financial
services firms. 
What Job Seekers
Think 
For three consecutive
years in the United
States, Nestlé has been
rated the Number One
food company to work
for in a reader survey 
of Fortune magazine.
In 2001 a European
survey of recent
business school
graduates conducted

— Strict compliance with local laws or internationally
recognised standards;
— Clear accountability and active management
leadership to promote a safe working environment
and the professional management of hazards 
on our sites;
— Communication and participation of all
stakeholders with an interest in the safety 
of the site, including outside authorities and 
the community;
— Behaviour-based safety management, including
target setting, education and positive
reinforcement by recognising progress and correct
behaviour;
— Site safety organisation focuses on the promotion
of safety measures and preventive practices 
to avoid problems before they can occur; 
— Appropriate systematic hazard assessment 
to reduce to a manageable level the potential
impact of hazards on human safety;
— Technical standards for design, construction,
operation and maintenance;
— Emergency and contingency planning to minimise
the impact of incidents;
— Security management to protect products, assets
and intellectual property;
— Continuous improvement in managing operational
health and safety.
Nestlé labour and employment practices  The
Nestlé Basic Management and Leadership Principles
emphasise that respect for the individual is non-
negotiable. The aim is to apply a number of common
rules, adapted as needed to suit local customs and
traditions. Promotion is based on merit, irrespective
of origin, religion, gender, nationality or physical
attributes. In terms of diversity, Nestlé is one 
of the most international companies in the world,
with nationals from over 100 countries working 
for the company worldwide. This diversity is also
reflected by the fact that the nine-person Executive
Committee at Nestlé headquarters in Switzerland
contains seven different nationalities, and over 
60 nationalities work at this centre.
While the percentage of female managers is generally
in line with national norms, some Nestlé companies
are well above the national average. For instance, 
in Nestlé Italy, more than 50% of middle management
in Marketing, Human Resources and Finance and
Control are women. The percentage of women 
in management is increasing each year at Nestlé.
In Nestlé USA, diversity initiatives include recruiting
through such forums as the National Black MBAs
and National Society of Hispanic MBAs. Nestlé
Japan provides working mother programmes, such 
as shorter working hours, subsidies for childcare, and
a system for future re-employment. Nestlé Brazil has
signed an agreement with the main Brazilian
institution for the disabled, AACD, to assist people
with disabilities in finding successful employment.
Regarding wages and benefits, statistics on average
salaries are meaningless in a business that operates
factories in more than 80 countries. However, one 
reason that our employee- retention rate is high is 
that we pay highly competitive wages. For instance, 
29
Four largest Nestlé markets: women in middle 
and senior management
% women 
% women
% women 
in middle 
in senior 
of total 
management
management
workforce
USA
29.9
21.6
43.4
France
29.1
15.5
31.5
Germany
22.2
16.8
35.4
United Kingdom
25.1
12.9
37.5

in the Philippines, our starting hourly wage is
21/2 times the legal minimum. Where our auditors 
find that lower than average wages are being paid, 
or overtime limits are exceeded, corrective actions
are taken.
We also make sure that working hours and overtime
pay complies with local laws and conditions. 
We provide a wide range of additional benefits for
employees, as appropriate for each country. 
In Mexico, for example, we support programmes to
help our employees complete their basic and
secondary studies. In Chile, we provide financial
assistance to help workers acquire their own housing.
Right to association  Nestlé subscribes to the United
Nations Global Compact, including the Guiding
Principles on Labour. The Nestlé Human Resources
Management Guidelines outlines employees’ rights 
within the Nestlé Group of Companies worldwide. 
The Industrial Relations chapter states that Nestlé
respects the rights of its employees 
to form representative organisations and 
to join – or not to join – trade unions, provided 
this right is freely exercised. Through our
relationships with unions we wish to sustain 
the long term development of our company 
by maintaining a level of competitiveness adapted 
to our economic environment.
In 2000 we dealt with 155 trade unions throughout
the world, holding 748 consultations with trade
unions in our major markets. In addition, since 1990,
representatives of management and unions have held
regular discussions at European level. In 1996 we
signed an agreement with the IUF (International
Union of Food and Related Associations) to form 
the Nestlé European Council for Information and
Consultation (NECIC), which meets annually with 
all the European trade union representatives. 
This consultation process was initiated by Nestlé 
in 1990, four years before Article 13 of the 
Council Directive (European Union) 94/45/EC made 
it mandatory.
30

Safeguarding employment 
during restructuring  Business restructuring is an
evolving and sometimes painful process, and 
during 2000 restructuring activities took place in all
20 of our major markets. Nestlé takes a long term,
rather than short term approach, and endeavours to
avoid adverse impacts on employees. Wherever
operations no longer fit our business strategy, we
prefer not to close factories but to sell them as going
concerns, which is usually more complex and time-
consuming than closure, but gives a more positive
final result. In the United States, for example, Nestlé
divested its roast and ground coffee business without
any loss of employment. 
When we must close factories, we do all we can 
for our employees. We offer them the opportunity 
to transfer, we help them find new jobs, and 
we provide severance pay and early-retirement
packages. In Canada, for example, when our
Alexandria plant was closed, an action centre was set
up off-site and equipped with computers, telephones
and fax machines, and employees were provided 
with specialist counselling and training. In Mexico, 
we closed our Durango factory during 2000 to
concentrate production at our Lagos de Moreno
factory. We offered as many people as possible 
the option to transfer, and severance terms 
to others that were significantly better than the 
legal requirements. 
Child labour  Nestlé is against all forms of
exploitation of children. The company does not
provide employment to young people before they
would have completed their compulsory education
and expects its business partners and industrial
suppliers to apply the same standards. In all countries
where we operate, the Head of Human Resources has
confirmed that our practices comply with our
Principles on human resources and the workplace
and child labour. Nestlé abides by national laws in all
countries where it operates, and Nestlé complies with
the United Nations Convention on the Rights of the
Child as well as ILO Conventions 138 and 182. 
Even though we do not own agricultural land, and
raw materials are primarily bought from processors 
or traders, we are currently working with the UK, 
US and Côte d’Ivoire governments, NGOs, process
traders and other chocolate manufacturers to 
assess and eliminate forced child labour in cocoa
farming where it may exist.
Nestlé offers its co-operation with the relevant United
Nations agencies, governments and the business
community in their efforts to deal with the problem 
of child labour. These efforts include the
encouragement of universal primary education and all
aspects of development.
31

Audits of industrial suppliers  Nestlé aims to deal
only with reputable industrial suppliers that are
willing to apply Nestlé standards. Supplier
relationships are benchmarked and evaluated 
to deliver continuous improvement in quality and
service. The company audits major suppliers 
to ensure that they comply with the Nestlé Corporate
Business Principles, or are working actively 
to achieve them, and all company market heads have
confirmed that the application of our Principles 
has been discussed with major suppliers. In 2000,
over 3000 supplier companies were involved in this
kind of discussion, and more than 1000 audits 
of suppliers’ manufacturing facilities were conducted.
Whenever instances of non-compliance are
discovered during audits, or are brought to our
attention, Nestlé requires that corrective measures 
be taken if the supplier relationship is to be maintained.
For example:
— In Nestlé Philippines, all our suppliers have been
provided with copies of our Principles and these
are now included in all new contracts;
— In Nestlé Brazil, our employees check for possible
failures to meet our Principles during visits 
to suppliers, which has led to corrective action 
in specific cases. 
This auditing also extends across national borders.
For Nestlé France, regular audits are carried out 
by the ACTS company on suppliers in southeast Asia 
to ensure the application of our Principles, mainly
with non-food suppliers. 
Anti-corruption measures  Nestlé insists on honesty,
integrity and fairness in all relationships with
business partners. Sanctions are applied in the event
of misconduct or abuse of established ethical
standards and guidelines. The company requires its
management and employees to avoid personal
activities and financial interests that could conflict, or
appear to conflict, with their commitment to their jobs.
32
Sustainable Social Development
Relationships with our Suppliers
and Business Partners
NESTLÉ REQUIRES ITS MANAGEMENT AND
EMPLOYEES TO AVOID PERSONAL ACTIVITIES
AND FINANCIAL INTERESTS WHICH COULD
CONFLICT, OR APPEAR TO CONFLICT, WITH
THEIR COMMITMENT TO THEIR JOBS. 
Extract from the Nestlé Corporate Business Principles

Quality, safety and nutritional value  Our business
success is totally dependent on the extent to which
we fulfil our consumer’s needs and requirements. 
The billions of people who buy our products 
daily are free to choose our competitors’ products
over ours, and quality is our basic approach to 
the consumer.
Nestlé’s basic consumer value proposition is that
people can trust the quality and safety of the 
food or drink when they open the wrapper or
package. We have one unbending standard of food 
safety, and the Nestlé Seal of Guarantee cannot 
go on the package of food produced until newly built
or acquired factories meet a standardised, detailed
and very rigorous set of requirements. These 
are laid out in extensive, formalised procedures 
and standards that must be verified, and 
they typically exceed the legal requirements, 
as well as the prevailing practices, in the countries
where we operate.
An essential part of continuous improvement involves
learning from problems when they arise. Internal
product recalls may occur where errors are identified
in the factory before goods are distributed, and these
are measured as part of the production process.
Public recalls of goods, because of a mistake or a
problem, are very small in number. There were
14 instances of product recalls worldwide in 2000, all
non-critical, out of a total production volume running
to millions of batches. Every public recall is reported
centrally and all appropriate actions are taken to
ensure consumer safety. We are not satisfied with
any occurrence of product recall, and take each one
seriously so as to learn and constantly improve. 
We produce an annual Quality Management 
Review, for use within the business. This enables
senior executives in Nestlé to be aware of trends and 
to consider potential future issues.
33
Relationships with Consumers 
and Society

Developing foods and drinks 
for senior citizens
As people grow older, appetite
generally diminishes and taste and
mouth-feel requirements change.
Nestlé has therefore developed special,
dedicated food and drink products to
cater to these needs.
Clinutren, for example, is a line of
products that includes milk-based
flavoured drinks, soups, and prepared
meals that are nutritiously balanced to
suit the needs of senior citizens. We
develop and adapt Clinutren by
working side-by-side with a panel of
tasters and with chefs and residents of
retirement homes.
A team of scientists and sensorial
experts from the Nestlé Research
Centre analyse both the nutritional
balance of these products and the
effects on body systems.
Nestlé also develops and manufactures
liquid-based foods for bed-ridden and
terminally ill patients.
34

Research and innovation for food safety, 
quality, and enhanced well-being  Nestlé operates
the world’s largest food and nutrition research
organisation through a network of 17 research
facilities. We invest over EUR 400 million per year 
in fundamental and applied research.
At the central Nestlé Research Centre near Lausanne,
Switzerland, about 150 of its 600 staff work in 
quality and safety assurance alone. Our laboratories
(accredited by many external bodies) operate to 
the highest international standards, and our 
scientists have developed specific tests for a great
number of products and processes. A number of
Nestlé’s procedures are officially recognised 
by governments, and our expertise in microbiological
and toxicological food safety is recognised by the 
US Food and Drug Administration.
36
Funding new research 
and development: 
the Nestlé Corporate
Venture Capital Fund
In 2001 Nestlé launched 
a new Corporate Venture
Capital Fund of up to 
CHF 200 million to further
capitalise on innovative
science and technology. 
The fund is run by an
independent management
team and specialises 
in areas related to food 
and life sciences as well 
as packaging and other
commercial applications.
The fund broadens 
Nestlé’s R&D potential and
facilitates access to, and 
co-operation with, highly
motivated and creative
founders of start-up
companies. The fund will
finance acquisitions as 
well as investments in
minority stakes, 
licensing agreements and
joint ventures.
NESTLÉ RECOGNISES THAT CONSUMERS HAVE 
A LEGITIMATE INTEREST IN THE COMPANY
BEHIND THE NESTLÉ BRANDS, AND IN THE WAY
IN WHICH THE NESTLÉ COMPANY OPERATES. 
Extract from the Nestlé Corporate Business Principles
The Nestlé Research Centre located near Lausanne, Switzerland.

Listening to consumers Nestlé lists a telephone
number (mostly toll-free) as well as local addresses
on each product package, giving phone access to
Nestlé Consumer Services in 80 markets. Their role is
to deal with consumer requests, to answer questions
and to engage in dialogue. 
The Nestlé Consumer Services Worldwide Survey in
1998/1999 showed a trend of increasing dialogue, with
some 5 million contacts from customers. Of these,
18% were asking for assistance with problems but
the vast majority of requests (82%) were for
information, such as nutritional advice or recipes. 
37
Nestlé’s position 
on gene technology 
All genetically enhanced
ingredients used by Nestlé
have been deemed safe for
human consumption by the
US Food and Drug
Administration, as well as
by our own laboratories.
These are primarily soya-
based products. We will not
put any ingredient in our
foods which does not meet
rigorous standards of food
safety. Nestlé agrees with
the position of the United
Nations Development
Programme on the 
careful use of genetically
modified foods:
“If the development
community turns its back on
the explosion of
technological innovation in
food, medicine and
information, it risks
marginalising itself 
and denying developing
countries opportunities that,
if harnessed effectively,
could transform the lives of
poor people and offer
breakthrough development
opportunities to poor
countries.“ 
Mark Malloch Brown,
Administrator, United Nations
Development Programme – UNDP
Human Development Report 2001

Responding to consumer desires – 
a Canadian case study
In April 2001, a study carried out by
Nestlé Canada resulted in a decision,
for economic reasons, that its Nestlé
Smarties, Aero, Kit Kat, Coffee Crisp
and Mirage products would no longer
be manufactured in a peanut/nut-free
environment. The measure was 
to be effective as from January 2002, 
and Nestlé initiated an allergy alert
campaign targeted at consumers 
of these products to warn them of 
the change.
However, when consumers voiced
concern about the planned change,
Nestlé Canada listened to their 
views and reversed the decision. 
One of the thousands of letters sent 
to the company stated: “As the parents
of a six-year old girl with a peanut
allergy, we cannot begin to tell you
what this means to us and our
daughter, Kristen. You have truly set a
standard that will be difficult for any of
your competitors to match.“
38

Advertising to consumers 
and children  Nestlé makes a determined effort 
to advertise in a responsible way, not misleading
consumers regarding the benefits of a product, 
and not encouraging dangerous or irresponsible
consumption. We also monitor to ensure that 
our advertising does not contain objectionable
content and does not depict discriminating 
or offensive attitudes to religious, political, ethnic,
cultural or social groups. Equally important, 
we avoid advertising on programmes that include
such content. 
Nestlé has firm principles on advertising to children,
including events and sponsorships. Advertising
should not be disguised as programming or editorial,
and should not undermine the authority, responsibility
or judgement of parents or care providers. 
In addition, advertising should not portray children in
unsafe situations nor encourage them to accept
invitations from people that they do not know. 
Our guidelines on advertising have been distributed
to marketing staff and advertising agencies globally,
and all campaigns are reviewed and comply with 
our principles. Adhering to these internal standards
inevitably results in higher advertising costs. 
For instance, in two markets (Germany and the USA)
our total advertising expenditure in 2000 was 
an estimated USD 13 million higher as a result 
of avoiding programmes with objectionable content. 
40
Our Principles, Values and Culture

Marketing of breast-milk substitutes
In 1981, the World Health Organization (WHO)
adopted the International Code of Marketing of
Breast-milk Substitutes as a recommendation to all
its member governments.
In all countries, Nestlé ensures that its marketing
conforms to each country’s implementation of the
International Code as applied in legislation,
regulations or other measures. In addition, in all
developing countries (over 150), whether or not
governments have taken action to implement the
International Code, Nestlé voluntarily applies it in 
its entirety. 
Infant formula marketing audits  In addition to the
internal control measures in each country, Nestlé
regularly audits its companies around the world on a
range of business practices and procedures. Acting
independently from line management, our
international auditors verify adherence to the
International Code by each company in all developing
countries where we have operations. All negative
findings are brought to the personal attention of the
CEO of Nestlé S.A. In 2000, four cases resulted in
disciplinary measures being taken against the
managers who violated our instructions. These
standard measures include freezing of salary,
withholding of bonuses, change of position, and
termination. In addition, Nestlé is instituting a new
ombudsman system that allows any employee to
draw attention to potential violations of the
International Code by the company, outside the chain
of command of line management.
41

Infant formula marketing audit 
in Argentina
Nestlé Corporate Internal Auditors visit
all developing countries where Nestlé
sells infant formula to check that the
marketing of the product strictly
complies to the International Code of
Marketing of Breast-milk Substitutes.
In Argentina, for example, auditors
visit medical clinics and hospitals to
discuss with doctors; they check retail
outlets and warehouse stocks; and
they audit Nestlé infant formula
marketing practices directly with sales
and marketing personnel.
Auditors check that:
— Infant formula is not advertised to
the public;
— There is no direct contact with
mothers;
— No incentives are based on infant
formula sales;
— No free samples are distributed;
— Exclusive breast-feeding is supported
in printed feeding instructions and in
all educational material to mothers;
— A warning on the consequences of
incorrect use is printed on all infant
formula labels;
— Sustained breastfeeding is
recommended on cereal food labels;
— No baby pictures are shown on infant
formula labels;
— infant formula labels are printed in
appropriate language(s);
— A maximum of two cans of infant
formula are given to health
professionals for evaluation when a
new product is launched;
— No financial or material incentives
are given to health professionals;
— If agreed, support for scientific
activities are confirmed in writing by
the responsible officer of the
association/institution;
— Complementary (weaning) foods are
not marketed as breast-milk
substitutes;
— Educational materials on the use of
infant formula are not displayed
publicly in clinics;
— All personnel responsible for infant
formula marketing are familiar with
the International Code and its
implementation;
— Free infant formula donated over the
past 12 months was only for social
welfare cases.
42

43

An important part of the way we do business is to be
fully integrated into the communities in which we
operate, on a long term basis. 
We have published a separate report Nestlé in the
Community that demonstrates our commitment 
to the health and well-being of these communities. 
The nature of our commitment varies according 
to the needs of the country, but focuses on three 
areas: Nutrition, Health, and Socio-Economic
Development. Nestlé in the Community gives brief
descriptions of a large number of projects in 
65 countries. Examples include:
— South Africa: a non-governmental organisation
called EcoLink has been supported by Nestlé from
its inception. Organisational development,
communications, and funding, have helped 
to enable 150 000 people in local communities 
to establish sources of clean drinking water 
and improve their diet with vegetable gardens;
— Nestlé Australia supports a wide range of
community activities through its Nestlé Community
Fund, including the Australian Theatre for 
Young People and the New Children’s Hospital 
in Sydney;
— Nestlé Bangladesh donates products to support
the Prime Minister’s Relief Fund that helps
victims of floods and other natural disasters, and
contributes to the Floating Hospital Project that
provides medical assistance for the poorest people
in this country;
— Nestlé Brazil has created a long term Programa
Nutrir programme in which Nestlé employee
volunteers use games and activities to teach good
nutrition to marginalised families. The goal is to
reach 500 000 children;
— Nestlé Russia has developed a programme,
recommended by the Russian Ministry 
of Education and the Russian Institute of Nutrition
for inclusion in the primary school curriculum, 
to teach young children the basics of good
nutrition. Currently 100 000 children are enrolled;
— Nestlé UK has been a principal sponsor of Kids’
Clubs network since 1996. This national charity
provides safe, affordable “out-of-school” care 
for children while their parents are at work;
— Nestlé USA supports Reading is Fundamental,
the USA’s largest non-profit organisation
committed to literacy, and ALCON Laboratories
have provided free eye-surgery supplies for over
37 years in the Medical Mission programme
around the world.
44
Our Principles, Values and Culture
Programa Nutrir – Brazil.
Kid’s Club – United Kingdom.
Zakoura Foundation – Morocco.
Involvement in Communities

45
EcoLink – South Africa.
EcoLink – South Africa.
Polio drops – India.
NESTLÉ MAKES AN EFFORT TO INTEGRATE ITSELF 
AS MUCH AS POSSIBLE INTO THE CULTURES AND
TRADITIONS OF THE DIFFERENT COUNTRIES 
WHERE IT OPERATES. FURTHERMORE, NESTLÉ BELIEVES
THAT ITS ACTIVITIES CAN ONLY BE OF LONG TERM BENEFIT
TO THE COMPANY IF THESE ARE, AT THE SAME TIME,
BENEFICIAL FOR THE COUNTRY IN QUESTION.
Extract from The Basic Nestlé Management and Leadership Principles
of the Red Cross African
Health Initiative, whose
primarily aim is to prevent
the spread of HIV/AIDS. 
In Nigeria, a programme of
2640 peer counsellors 
has been started which will
extend on a nation-wide
basis to 1.2 million youths,
with 800 volunteers
providing home health care
to 7000 people suffering
from AIDS.
Red Cross/Red Crescent
Africa Health Initiative 
In 2000, Nestlé provided
technical assistance in
communications and
financial support for the
launch of the continent-
wide Africa Health Initiative
of the International
Federation of the Red
Cross/Red Crescent
Societies. Today, Nestlé is a
founding Corporate Sponsor

The Future
While we have developed a strong corporate culture and 
firm set of business principles during the 135 years 
of our company’s existence, we are not complacent regarding
our current performance, but are dedicated to continuous
improvement in sustainability. 
Also, as this is our first Sustainability Review, we aim to learn
from the experience of this review in planning future efforts.

Developing measures of social 
sustainability  As this is our first effort in reporting
on combined economic, environmental, and social
sustainability, we are in the early stages of devising
more quantitative measures of social sustainability 
to fit our own company. Creating valid, 
meaningful and comparable social measures across
the many varying countries where we operate is 
not an easy task. Also, such measures are 
obviously much less precise than they are in 
economic or environmental areas, but we 
will address this measurement issue more fully as 
we prepare for future sustainability reporting. 
Implementing the Nestlé 
Corporate Business Principles
at all levels of management  A major goal moving
forward is to communicate the newly revised
Principles to all levels of management, so that they
understand how to implement them in a way that is
specific to their own job or function. A series of
educational tools are being developed, including
modular teaching materials, question-and-answer
documents, articles for internal publications and 
e-mail based information. These are intended for use
in ongoing management communication and training
programmes with existing and new managers. 
Processes to monitor adherence 
to the Nestlé Corporate 
Business Principles  We believe that we have a
robust internal monitoring of our Principles through
our corporate auditors’ processes. However, our
quality assurance systems for areas such as food
safety and the environment are naturally far more
developed. While microbiological and environmental
measures are much more quantitative in nature, we
are examining ways to further strengthen internal
processes to monitor implementation of our
Principles, based on our learning from quality
assurance processes in other areas. 
Sustainable Agriculture Initiative  Together with
two other major food companies, Danone and
Unilever, Nestlé recently founded the Sustainable
Agriculture Initiative (SAI) to promote sustainable
agriculture in a comprehensive way.
Within the framework of SAI, Nestlé has worked with
farmers to elaborate best practices in the 
areas of milk production and coffee and cocoa
growing. We will expand these activities to all main
raw materials. 
The main objectives for SAI are to manage:
— Quality and safety problems in the food supply
chain that may affect consumer confidence 
in everyday food products; 
— The growing demand for quality food that will
arise from population growth, increases 
in expendable income and expected changes 
in diet;
— Possible adverse effects and pressure 
of agriculture on natural resources and
environment that may affect agricultural
productivity.
Our hope is that SAI will act on a world-wide scale 
as a platform for industry collaboration in the
development and implementation of sustainability 
in agriculture. It will also offer a platform for
development in areas of public concern such as the
quality and safety of produce, the well being of rural
communities, animal welfare, and soil, water, air,
energy and biodiversity aspects. 
47

Consultation with external parties  As indicated
previously in this report, Nestlé has been an early
leader in holding consultations with labour
organisations, and continues these consultations. 
We have also taken part in recent UN-sponsored
consultations on various topics.
Currently, Nestlé is participating in a process to
examine potential problems of forced child labour 
on cocoa farms in West Africa. This is being done 
on an industry-wide basis, in consultation with
governments, labour organisations, and NGOs, 
as well as other members of the cocoa and chocolate
industry. We strictly monitor that no child labour 
is used in Nestlé facilities, reject industrial suppliers
who do so. We hope that the constructive dialogue
that has been started on this issue will continue, and
that these discussions will result in pragmatic
approaches to doing what is best for workers in
Western Africa. If successful, this effort may lead 
to collaborative processes that can be used with
other issues.
In the area of infant formula marketing, we have
carried on a dialogue with major international
organisations and we are in favour of such dialogue
at both the country level, and at the level of the
World Health Organization, including both 
food producers and NGOs as well as governments.
We have also met with major environmental
organisations and discussed progress on several
topics including the elimination of ozone-depleting
refrigerants from our operations. 
We do not, of course, always agree with what is
being said by dialogue partners, and do not 
abrogate business decision-making to others. But we
are interested in communicating with 
external parties on topics of concern to hear 
different points of view and to search for practical
solutions to problems where they may exist. 
Nestlé intends to increase focus on such 
external communication, while at the same time
managing our own business and reporting on
adherence to the Principles that we have so very 
consciously established.
48

Good Food, Good Life

Other publications and 
how to contact Nestlé
The following publications are also
available from Nestlé S.A. in Vevey,
Switzerland. Should you wish to receive
a copy of any of these or have any
questions or comments arising from 
The Nestlé Sustainability Review please 
write to us at the following address:
Nestlé S.A.
Public Affairs
Avenue Nestlé 55
CH – 1800 Vevey
Switzerland
www.nestle.com
— Nestlé Management Report to Shareholders
— Nestlé Half-yearly Report
— Nestlé Corporate Business Principles
— The Basic Nestlé Management and Leadership Principles
— Environment – Progress Report 2000
— The Nestlé Water Policy
— Nestlé in the Community
— Nestlé Research and Development at the dawn 
of the 21st Century
— Nestlé in China, Nestlé Technical Assistance in Agriculture 
and the Development of Coffee Growing
— Nestlé in India 1962-1992
— Nestlé – Hundred and Twenty Five Years
Data source
The main quantitative and
qualitative information 
in the report is based on
answers to questionnaires
that were sent to the heads
of our 20 most important
markets. These represent
over 80% of total sales for
the Nestlé Group of
Companies. Unless stated
otherwise, figures given
relate to the year 2000.
Additional information was
based on interviews with
heads of various
departments at the Nestlé
headquarters in Human
Resources, Environment,
Public Affairs, Quality
Management, Agricultural
Services, Consumer
Services, and on
consolidated information
where available.
Concept and editing
Nestlé S.A., Public Affairs 
and John Hemingway, 
the blake project limited, UK
Visual concept and design 
Nestec Ltd., B-Com, Corporate 
Identity and Design
Printing
Entreprise d’arts graphiques 
Jean Genoud S.A.
Le Mont-sur-Lausanne, Switzerland
© May 2002, Nestlé S.A., Public Affairs