Nestlé

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Nestlé S.A.

Nestlé Headquarters in Vevey, Vaud, Switzerland

Formerly show

List

Type Public

Traded as SIX: NESN

ISIN CH0038863350

Industry Food processing

Founded 1866; 155 years ago

 Founder Henri Nestlé

Headquarters Vevey, Vaud, Switzerland

Area served Worldwide

Key people Paul Bulcke[1]

(Chairman)
Ulf Mark Schneider[1]
(CEO)
David McDaniel[2]
(CFO)

Products Baby food, coffee, dairy products, breakfast

cereals, confectionery, bottled water, ice
cream, pet foods (list...)

 CHF91.43 billion (2018)[3]

Revenue

Operating  CHF13.75 billion (2018)[3]

income

Net income  CHF10.46 billion (2018)[3]

 CHF137.01 billion (2018)[3]

Total assets

 CHF58.40 billion (2018)[3]

Total equity

Number of  352,000 (2019)

employees

Website nestle.com

Nestlé S.A. (/ˈnɛsleɪ, -li, -əl/;[citation needed] French: [nɛsle]) is a Swiss multinational food and

drink processing conglomerate corporation headquartered in Vevey, Vaud,
Switzerland. It is the largest food company in the world, measured by revenue and
other metrics, since 2014.[4][5][6][7][8] It ranked No. 64 on the Fortune Global 500 in
2017[9] and No. 33 in the 2016 edition of the Forbes Global 2000 list of largest
public companies.[10]
Nestlé's products include baby food, medical food, bottled water, breakfast cereals,
coffee and tea, confectionery, dairy products, ice cream, frozen food, pet foods,
and snacks. Twenty-nine of Nestlé's brands have annual sales of over
1 billion CHF (about US$1.1 billion),[11] including Nespresso, Nescafé, Kit
Kat, Smarties, Nesquik, Stouffer's, Vittel, and Maggi. Nestlé has 447 factories,
operates in 189 countries, and employs around 339,000 people. [12] It is one of the
main shareholders of L'Oreal, the world's largest cosmetics company.[13]
Nestlé was formed in 1905 by the merger of the "Anglo-Swiss Milk Company",
established in 1866 by brothers George and Charles Page, and "Farine Lactée
Henri Nestlé", founded in 1867 by Henri Nestlé.[14] The company grew significantly
during the First World War and again following the Second World War, expanding
its offerings beyond its early condensed milk and infant formula products. The
company has made a number of corporate acquisitions, including Crosse &
Blackwell in 1950, Findus in 1963, Libby's in 1971, Rowntree Mackintosh in
1988, Klim in 1998, and Gerber in 2007.
The company has been associated with various controversies, facing criticism
and boycotts over its marketing of baby formula as an alternative
to breastfeeding in developing countries, its reliance on child labour in cocoa
production, and its production and promotion of bottled water.

Contents

 1History
o 1.11866–1900: Founding and early years
 1.1.1Timeline
o 1.21901–1989: Mergers
o 1.31990–2011: Growth internationally
o 1.42012–present: Recent developments
 2Corporate affairs and governance
o 2.1Financial data
o 2.2Joint ventures
o 2.3Board of Directors
o 2.4Lobbying
 3Products
o 3.1Food safety
 3.1.1Milk products and baby food
 3.1.2Cookie dough
 3.1.3Maggi noodles
 4Sponsorships
o 4.1Music and Entertainment
o 4.2Sports
 5Controversy and criticisms
o 5.1Baby formula marketing
o 5.2Slavery and child labour
o 5.3Anti-union activities in Colombia
 o 5.4Water
 5.4.1Status of potable water
 5.4.2Plastic bottles
 5.4.3Water bottling operations in California, Oregon and
Michigan
o 5.5Chocolate price fixing
o 5.6Ethiopian debt repayment
o 5.7Ukraine
o 5.8Forced labour in Thai fishing industry
o 5.9Deforestation
 6Corporate social responsibility program involvements
 7Recognition and awards
 8Bibliography
 9See also
 10Notes and references
 11External links

History
1866–1900: Founding and early years

Henri Nestlé, a German-born Swiss confectioner, was the founder of Nestlé and one of the main creators
of condensed milk

Nestlé's origin dates back to the 1860s, when two separate Swiss enterprises were
founded that would later form Nestlé. In the following decades, the two competing
enterprises expanded their businesses throughout Europe and the United States. [15]
Timeline

 1866, Charles Page (US consul to Switzerland) and

George Page, brothers from Lee County, Illinois, USA,
established the Anglo-Swiss Condensed Milk
Company in Cham, Switzerland. The company's first
British operation was opened at Chippenham,
Wiltshire, in 1873.[16][17]
 1867 in Vevey, Switzerland, Henri Nestlé developed
milk-based baby food and soon began marketing it.
The following year, Daniel Peter began seven years of
 work perfecting the milk chocolate manufacturing
process. Nestlé had the solution Peter needed to fix
his problem of removing all the water from the milk
added to his chocolate, thus preventing the product
from developing mildew.
 1875, Henri Nestlé retired - the company, under new
ownership, retained his name as Société Farine
Lactée Henri Nestlé.[citation needed]
 1877, Anglo-Swiss added milk-based baby foods to its
products; in the following year, the Nestlé Company
added condensed milk to its portfolio, which made the
firms direct rivals.
 1879, Nestlé merged with milk chocolate
inventor Daniel Peter.[18]
1901–1989: Mergers
In 1904, François-Louis Cailler, Charles Amédée Kohler, Daniel Peter, and Henri
Nestlé participated in the creation and development of Swiss chocolate, marketing
the first chocolate – milk Nestlé.[19]
In 1905, the companies merged to become the Nestlé and Anglo-Swiss
Condensed Milk Company, retaining that name until 1947 when the name 'Nestlé
Alimentana SA' was taken as a result of the acquisition of Fabrique de
Produits Maggi SA (founded 1884) and its holding company, Alimentana SA, of
Kempttal, Switzerland. The company's current name was adopted in 1977. By the
early 1900s, the company was operating factories in the United States, the United
Kingdom, Germany, and Spain.[20] The First World War created demand for dairy
products in the form of government contracts, and, by the end of the war, Nestlé's
production had more than doubled.

A 1915 advertisement for "Nestlés Food", an early infant formula

Certificate for 100 shares of the Nestlé and Anglo-Swiss Condensed Milk Co., issued 1. November 1918

In January 1919, Nestlé bought two condensed milk plants in Oregon from the
company Geibisch and Joplin for $250,000. One was in Bandon, while the other
was in Milwaukie. They expanded them considerably, processing 250,000 pounds
of condensed milk daily in the Bandon plant.[21]

Aleppo Nestlé building Tilal street 1920s

After the World War I, government contracts dried up, and consumers switched
back to fresh milk. However, Nestlé's management responded quickly, streamlining
operations and reducing debt. The 1920s saw Nestlé's first expansion into new
products, with chocolate-manufacture becoming the company's second most
important activity. Louis Dapples was CEO till 1937 when succeeded by Édouard
Muller till his death in 1948.
Nestlé felt the effects of the Second World War immediately. Profits dropped from
US$20 million in 1938 to US$6 million in 1939. [citation needed] Factories were established in
developing countries, particularly in South America. [22] Ironically, the war helped with
the introduction of the company's newest product, Nescafé ("Nestlé's Coffee"),
which became a staple drink of the US military. Nestlé's production and sales rose
in the wartime economy.[22]

The logo that Nestlé used from 1938 to 1966[23]

The end of World War II was the beginning of a dynamic phase for Nestlé. Growth
accelerated and numerous companies were acquired. In 1947 Nestlé merged
with Maggi, a manufacturer of seasonings and soups. Crosse & Blackwell followed
in 1950, as did Findus (1963), Libby's (1971), and Stouffer's (1973).
[24]
 Diversification came under Chairman & CEO Pierre Liotard-Vogt with a
shareholding in L'Oreal in 1974 and the acquisition of Alcon Laboratories Inc. in
1977 for $280 million.[24]
In the 1980s, Nestlé's improved bottom line allowed the company to launch further
acquisitions. Carnation was acquired for US$3 billion in 1984 and brought
the evaporated milk brand, as well as Coffee-Mate and Friskies to Nestlé. In 1986,
the company founded Nestlé Nespresso S.A.. The British confectionery
company Rowntree Mackintosh was acquired in 1988 for $4.5 billion, which
brought brands such as Kit Kat, Rolo, Smarties, and Aero.[25]
1990–2011: Growth internationally
The first half of the 1990s proved to be favourable for Nestlé. Trade barriers
crumbled, and world markets developed into more or less integrated trading areas.
Since 1996, there have been various acquisitions, including San
Pellegrino (1997), D'Onofrio (1997), Spillers Petfoods (1998), and Ralston
Purina (2002). There were two major acquisitions in North America, both in 2002 –
in June, Nestlé merged its US ice cream business into Dreyer's, and in August,
a US$2.6 billion acquisition was announced of Chef America, the creator of Hot
Pockets. In the same time-frame, Nestlé entered in a joint bid with Cadbury and
came close to purchasing the American company Hershey's, one of its fiercest
confectionery competitors, but the deal eventually fell through. [26]
In December 2005, Nestlé bought the Greek company Delta Ice Cream for €240
million.[27] In January 2006, it took full ownership of Dreyer's, thus becoming the
world's largest ice cream maker, with a 17.5% market share. [28] In July 2007,
completing a deal announced the year before, Nestlé acquired the Medical
Nutrition division of Novartis Pharmaceutical for US$2.5 billionand also acquiring
the milk-flavoring product known as Ovaltine, the "Boost" and "Resource" lines of
nutritional supplements, and Optifast dieting products. [29]

The Brazilian president, Lula da Silva, inaugurates a factory in Feira de Santana (Bahia), in February

2007
In April 2007, returning to its roots, Nestlé bought US baby-food
manufacturer Gerber for US$5.5 billion.[30][31][32] In December 2007, Nestlé entered
into a strategic partnership with a Belgian chocolate maker, Pierre Marcolini. [33]
Nestlé agreed to sell its controlling stake in Alcon to Novartis on 4 January 2010.
The sale was to form part of a broader US$39.3 billion offer by Novartis for full
acquisition of the world's largest eye-care company. [34] On 1 March 2010, Nestlé
concluded the purchase of Kraft Foods's North American frozen pizza business
for US$3.7 billion.
Since 2010, Nestlé has been working to transform itself into a nutrition, health and
wellness company in an effort to combat declining confectionery sales and the
threat of expanding government regulation of such foods. This effort is being led
through the Nestlé Institute of Health Sciences under the direction of Ed Baetge.
The institute aims to develop "a new industry between food and pharmaceuticals"
by creating foodstuffs with preventive and corrective health properties that would
replace pharmaceutical drugs from pill bottles. The Health Science branch has
already produced several products, such as drinks and protein shakes meant to
combat malnutrition, diabetes, digestive health, obesity, and other diseases. [35]
In July 2011, Nestlé SA agreed to buy 60 percent of Hsu Fu Chi International Ltd.
for about US$1.7 billion.[36] On 23 April 2012, Nestlé agreed to acquire Pfizer
Inc.'s infant-nutrition, formerly Wyeth Nutrition, unit for US$11.9 billion, topping a
joint bid from Danone and Mead Johnson.[37][38][39]
2012–present: Recent developments
In recent years, Nestlé Health Science has made several acquisitions. It acquired
Vitaflo, which makes clinical nutritional products for people with genetic disorders;
CM&D Pharma Ltd., a company that specialises in the development of products for
patients with chronic conditions like kidney disease; and Prometheus Laboratories,
a firm specialising in treatments for gastrointestinal diseases and cancer. It also
holds a minority stake in Vital Foods, a New Zealand-based company that
develops kiwifruit-based solutions for gastrointestinal conditions as of 2012. [40]
Another recent purchase included the Jenny Craig weight-loss program,
for US$600 million. Nestlé sold the Jenny Craig business unit to North Castle
Partners in 2013.[41] In February 2013, Nestlé Health Science bought Pamlab, which
makes medical foods based on L-methylfolate targeting depression, diabetes, and
memory loss.[42] In February 2014, Nestlé sold its PowerBar sports nutrition
business to Post Holdings, Inc.[43] Later, in November 2014, Nestlé announced that
it was exploring strategic options for its frozen food subsidiary, Davigel. [44]
In December 2014, Nestlé announced that it was opening 10 skin care research
centres worldwide, deepening its investment in a faster-growing market for
healthcare products. That year, Nestlé spent about $350 million on dermatology
research and development. The first of the research hubs, Nestlé Skin Health
Investigation, Education and Longevity Development (SHIELD) centres, will open
mid 2015 in New York, followed by Hong Kong and São Paulo, and later others in
North America, Asia, and Europe. The initiative is being launched in partnership
with the Global Coalition on Aging (GCOA), a consortium that includes companies
such as Intel and Bank of America.[45]
Nestlé announced in January 2017 that it was relocating its US headquarters
from Glendale, California, to Rosslyn, Virginia outside of Washington, DC.[46]
In March 2017, Nestlé announced that they will lower the sugar content in Kit
Kat, Yorkie and Aero chocolate bars by 10% by 2018.[47] In July, a similar
announcement followed concerning the reduction of sugar content in its breakfast
cereals in the UK.[48]
The company announced a $20.8 billion share buyback in June 2017, following the
publication of a letter written by Third Point Management founder Daniel S. Loeb,
Nestlé's fourth-largest stakeholder with a $3.5 billion stake, [49] explaining how the
firm should change its business structure.[50] Consequently, the firm will reportedly
focus investment on sectors such as coffee and pet care and will seek acquisitions
in the consumer health-care industry.[50]
In September 2017, Nestlé S.A. acquired a majority stake of Blue Bottle. [51] While
the deal's financial details were not disclosed, the Financial Times reported "Nestlé
is understood to be paying up to $500m for the 68 per cent stake in Blue Bottle".
[52]
 Blue Bottle expects to increase sales by 70% this year. [53]
In September 2017, Nestlé USA agreed to acquire Sweet Earth, a California-based
producer of plant-based foods, for an undisclosed sum. [54]
In January 2018, Nestlé USA announced it is selling its US confectionary business
to Ferrero, an Italian chocolate and candy maker.[55] The company was sold for a
total of an estimated $2.8 billion.[55]
In May 2018, it was announced that Nestlé and Starbucks struck a $7.15 billion
distribution deal, which allows Nestlé to market, sell and distribute Starbucks coffee
globally and to incorporate the brand's coffee varieties into Nestlé's proprietary
single-serve system, expanding the overseas markets for both companies. [56]
Nestlé set a new profit target in September 2017 and agreed to offload over 20 of
its US candy brands in January 2018. However, sales grew only 2.4% in 2017, and
as of July 2018, the share price declined more than 8%. While some suggestions
were adopted, Loeb said in a July 2018 letter that the shifts are too small and too
slow. In a statement, Nestlé wrote that it was "delivering results" and listed actions
it had taken, including investing in key brands and its global coffee partnership with
Starbucks. However, activist investors disagreed, leading Third Point Management
to launch NestleNOW, a website to push its case with recommendations calling for
change, accusing Nestlé of not being as fast, aggressive, or strategic as it needs to
be. Activist investors called for Nestlé to divide into three units with distinct CEOs,
regional structures, and marketing heads - beverage, nutrition, and grocery; spin
off more businesses that do not fit its model such as ice cream, frozen foods, and
confectionery; and add an outsider with expertise in the food and beverage
industry to the board.[57][58]
In October 2018, Nestlé announced the launch of the Nestlé Alumni Network,
through a strategic partnership with SAP & EnterpriseAlumni, to engage with their
over 1 million Alumni globally.[59]
In September 2018, Nestlé announced that it would sell Gerber Life Insurance for
$1.55 billion.[60][61]
In 2019, the company announced that it would publish Nutri-Score on all of its
products sold in the European countries that supported the nutritional label.[1]
In 2020, Nestlé wants to invest in plant-based food, starting with a "tuna salad" and
meat-free products to engage and reach younger and vegan consumers. [62]
On 16 February 2021, Nestlé announced that it had agreed to sell its water brands
in the US and Canada to One Rock Capital Partners and Metropoulos & Co. The
sale, expected to conclude in spring, would include the spring water and mountain
brands, the purified water brand and the delivery service. The plan did not include
the Perrier, S.Pellegrino and Acqua Panna brands. [63][64] In early April 2021, the sale
was concluded.[65]
The COVID-19 pandemic did not affect Nestlé negatively. Due to lockdowns,
people bought more packaged foods, not only coffee and dairy products, but also
pet products, which increased the company's sales. Nestlé is recording its
strongest quarterly sales growth in 10 years. [66]
In April 2021, Nestlé agreed to purchase the vitamin manufacturing Bountiful
Company, formerly known as The Nature's Bounty Co., for $5.75 billion, noting as
well that much of the company's growth that quarter came from "vitamins, minerals,
and supplements that support health and the immune system". The deal acquires
various assets from Bountiful, including Nature's Bounty, Solgar, Osteo Bi-Flex,
and Puritan's Pride.[67][68][69]

Corporate affairs and governance

Nestlé Japan headquarters in Nestlé House building, Kobe, Japan

Nestlé USA headquarters at 1812 N Moore in Arlington, Virginia

Capital ownership of Nestlé by country of origin as of 2014. [70]

  Switzerland (35.28%)
  United States (28.53%)
  All others (36.19%)

Nestlé is the biggest food company in the world, with a market capitalisation of
roughly 231 billion Swiss francs, which is more than US$247 billion as of May
2015.[71] Nestlé has a primary listing on the SIX Swiss Exchange and is a
constituent of the Swiss Market Index. It has a secondary listing on Euronext.
In 2014, consolidated sales were CHF 91.61 billion and net profit was CHF
14.46 billion. Research and development investment was CHF 1.63 billion.[72]

 Sales per category in CHF[73][12]

o 20.3 billion powdered and liquid beverages
o 16.7 billion milk products and ice cream
o 13.5 billion prepared dishes and cooking aids
o 13.1 billion nutrition and health science
o 11.3 billion pet care
o 9.6 billion confectionery
o 6.9 billion water
 Percentage of sales by geographic area
breakdown[73][12]
o 43% from Americas
o 28% from Europe
o 29% from Asia, Oceania and Africa
According to a 2015 global survey of online consumers by the Reputation Institute,
Nestlé has a reputation score of 74.5 on a scale of 1–100. [74]
Financial data
 Financial data in CHF billions[75]

Year 2011 2012 2013 2014 2015 2016 2017 2018 2019

Revenue 83.642 92.186 92.158 91.612 88.785 89.469 89.791 91.439 92.568

Net
9.487 10.611 10.015 14.456 9.066 8.531 7.183 10.135 12.609
income

114.09 126.22 120.44 133.45 123.99 131.90 130.38 137.01 127.94

Assets
1 9 2 0 2 1 0 5 0

Employee 328,00 339,00 333,00 339,00 335,00 328,00 323,00 308,00 291,00
s 0 0 0 0 0 0 0 0 0

Joint ventures
Joint ventures include:

 Cereal Partners Worldwide with General

Mills (50%/50%)[76]
 Beverage Partners Worldwide with The Coca-Cola
Company(50%/50%)[77]
 Lactalis Nestlé Produits Frais with Lactalis (40%/60%)
[78]

 Nestlé Colgate-Palmolive with Colgate-

Palmolive (50%/50%)[79]
 Nestlé Indofood Citarasa Indonesia
with Indofood (50%/50%)[80]
 Nestlé Snow with Snow Brand Milk
Products (50%/50%)[81]
 Nestlé Modelo with Grupo Modelo
 Dairy Partners America Brasil
with Fonterra (51%/49%)
Board of Directors
As of 2017 the board is composed of:[82]

 Paul Bulcke, chairman and former CEO of Nestlé

 Andreas Koopmann, former CEO of Bobst
  Beat Hess, former legal director/general counsel
for ABB Group and Royal Dutch Shell
 Renato Fassbind, former CEO of DKSH and former
CFO of Credit Suisse
 Steven George Hoch, founder of Highmount Capital
 Naina Lal Kidwai, former CEO of HSBC Bank India,
country head for HSBC in India
 Jean-Pierre Roth, former chairman of the Swiss
National Bank
 Ann Veneman, former United States Secretary of
Agriculture and director of UNICEF
 Henri de Castries, former CEO and chairman of AXA
 Eva Cheng, former executive vice president
of China and Southeast Asia for Amway
 Ruth Khasaya Oniang’o, former member of
the Parliament of Kenya, current professor
at Friedman School of Nutrition Science and Policy
 Patrick Aebischer, former president of École
Polytechnique Fédérale de Lausanne
Lobbying
The company engages third party lobbying firms to engage with parliaments and
governments in various jurisdictions. For example, in South Australia the company
engages Etched Communications.[83]

Products
Main article: List of Nestlé brands

Samples of Nestlé Toll House Cafe items in 2012.

Nestlé currently has over 2000 brands[84][85] with a wide range of products across a
number of markets, including coffee, bottled water, milkshakes and
other beverages, breakfast cereals, infant foods, performance and healthcare
nutrition, seasonings, soups and sauces, frozen and refrigerated foods, and pet
food.[12] In 2019, the company entered the plant-based food production business
with its Incredible and Awesome Burgers (under the Garden Gourmet and Sweet
Earth brands). In 2020, Nestlé announced additional plant-based products
including soy-based bratwurst and chorizo-like sausages. [86]
Food safety
Milk products and baby food
Main article: 2008 Chinese milk scandal
In late September 2008, the Hong Kong government found melamine in a Chinese-
made Nestlé milk product. Six infants died from kidney damage, and a further 860
babies were hospitalised.[87][88] The Dairy Farm milk was made by Nestlé's division in
the Chinese coastal city Qingdao.[89] Nestlé affirmed that all its products were safe
and were not made from milk adulterated with melamine. On 2 October 2008, the
Taiwan Health ministry announced that six types of milk powders produced in
China by Nestlé contained low-level traces of melamine, and were "removed from
the shelves".[90]
As of 2013, Nestlé has implemented initiatives to prevent contamination and
utilizes what it calls a "factory and farmers" model that eliminates the middleman.
Farmers bring milk directly to a network of Nestlé-owned collection centers, where
a computerized system samples, tests, and tags each batch of milk. To reduce
further the risk of contamination at the source, the company provides farmers with
continuous training and assistance in cow selection, feed quality, storage, and
other areas.[91] In 2014, the company opened the Nestlé Food Safety Institute
(NFSI) in Beijing that will help meet China's growing demand for healthy and safe
food, one of the top three concerns among Chinese consumers. The NFSI
announced it would work closely with authorities to help provide a scientific
foundation for food-safety policies and standards, with support to include early
management of food-safety issues and collaboration with local universities,
research institutes and government agencies on food-safety. [92]
In an incident in 2015, weevils and fungus were found in Cerelac baby food. [93][94][95]
Cookie dough
In June 2009, an outbreak of E. coli O157:H7 was linked to Nestlé's
refrigerated cookie dough originating in a plant in Danville, Virginia. In the US, it
caused sickness in more than 50 people in 30 states, half of whom required
hospitalisation. Following the outbreak, Nestlé voluntarily recalled 30,000 cases of
the cookie dough. The cause was determined to be contaminated flour obtained
from a raw material supplier. When operations resumed, the flour used was heat-
treated to kill bacteria.[96]
Maggi noodles
In May 2015, Food Safety Regulators from the state of Uttar Pradesh, India, found
that samples of Nestlé India's Maggi noodles had up to 17 times more than the
permissible safe amount of lead, in addition to monosodium glutamate.[97][98][99] Due to
this, on 3 June 2015, the New Delhi Government banned the sale of Maggi in New
Delhi stores for 15 days.[100] Some of India's biggest retailers, such as Future
Group, Big Bazaar, Easyday, and Nilgiris, had imposed a nationwide ban on Maggi
as of 3 June 2015.[101] On the same day, Nestlé India's shares fell 11% due to the
incident.[102] On 4 June 2015, the Gujarat FD banned the sale of the noodles for 30
days after 27 out of 39 samples were detected with objectionable levels of metallic
lead, among other things.[103] Nestlé's share fell by 3% on that day over concerns
related to its safety standards.[104] On 5 June 2015, Food Safety and Standards
Authority of India (FSSAI) orders banned all nine approved variants
of Maggi instant noodles from India, deeming them "unsafe and hazardous" for
human consumption,[105] and Nepal indefinitely banned Maggi over concerns about
lead levels in the product.[106] Also on 5 June, the Food Standards Agency of
the United Kingdom launched an investigation to test levels of lead in Maggi.
[107]
 Maggi noodles have been withdrawn in five African nations – Kenya, Uganda,
Tanzania, Rwanda, and South Sudan – by a supermarket chain after a complaint
by the Consumer Federation of Kenya, as a reaction to the ban in India. [108]
As of August 2015, India's government made public that it was seeking damages
of nearly $100 million from Nestlé India for "unfair trade practices" following the
June ban on Maggi noodles.[109] The 6.4 billion rupee (approximately US$93 million)
suit was filed with the National Consumer Disputes Redressal
Commission (NCDRC), regarded as the country's top consumer court, but was
settled on 13 August 2015.[110] The court ruled that the government ban on the
Nestlé product was both "arbitrary" and had violated the "principles of natural
justice."[111] Although Nestlé was not ordered to pay the fine sought in the
government's suit, the court ruled that the Maggi noodle producers must "send five
samples from each batch of Maggi [noodles] for testing to three labs and only if the
lead is found to be lower than permitted will they start manufacturing and sale
again." Although the tests have yet to take place, Nestlé has already destroyed
400 million packets of Maggi products.[112][needs update]
In India, Maggi products were returned to the shelves in November 2015, [113]
[114]
 accompanied by a Nestlé advertising campaign to win back consumer trust,
featuring items such as[115] the Maggi anthem by Vir Das and Alien Chutney.
[116]
 Nestlé resumed production of Maggi at all five plants in India on 30 November
2015.[117][118]
In the Philippines, localised versions of Maggi instant noodles were sold until 2011
when the product group was recalled for suspected salmonella contamination. [119]
[120]
 The product did not return to market, while Nestle continues to sell seasoning
products including the popular Maggi Magic Sarap. [citation needed]

Sponsorships
Music and Entertainment
In 1993, plans were made to update and modernise the overall tone of Walt
Disney's EPCOT Center, including a major refurbishment of The
Land pavilion. Kraft Foods withdrew its sponsorship on 26 September 1993, with
Nestlé taking its place. Co-financed by Nestlé and the Walt Disney World Resort, a
gradual refurbishment of the pavilion began on 27 September 1993. [121] In 2003,
Nestlé renewed its sponsorship of The Land; however, it was under agreement that
Nestlé would oversee its own refurbishment to both the interior and exterior of the
pavilion. Between 2004 and 2005, the pavilion underwent its second major
refurbishment. Nestlé stopped sponsoring The Land in 2009. [122]
On 5 August 2010, Nestlé and the Beijing Music Festival signed an agreement to
extend by three years Nestlé's sponsorship of this international music festival.
Nestlé has been an extended sponsor of the Beijing Music Festival for 11 years
since 2000. The new agreement will continue the partnership through 2013. [123]
Nestlé has partnered the Salzburg Festival in Austria for 20 years. In 2011, Nestlé
renewed its sponsorship of the Salzburg Festival until 2015.[124]
Together, they have created the "Nestlé and Salzburg Festival Young Conductors
Award", an initiative that aims to discover young conductors globally and to
contribute to the development of their careers.[125]
Sports
Nestlé's sponsorship of the Tour de France began in 2001 and the agreement was
extended in 2004, a move which demonstrated the company's interest in the Tour.
In July 2009, Nestlé Waters and the organisers of the Tour de France announced
that their partnership will continue until 2013. The main promotional benefits of this
partnership will spread on four key brands from Nestlé's product portfolio: Vittel,
Powerbar, Nesquik, or Ricore.[126]
In 2014, Nestlé Waters sponsored the UK leg of the Tour de France through its
Buxton Natural Mineral Water brand.[127] In 2002, Nestlé announced it was main
sponsor for the Great Britain Lionesses Women's rugby league team for the team's
second tour of Australia with its Munchies product.[128]
On 27 January 2012, the International Association of Athletics
Federations announced that Nestlé will be the main sponsor for the further
development of IAAF's Kids' Athletics Programme, which is one of the biggest
grassroots development programmes in the world of sports. The five-year
sponsorship started in January 2012.[129] On 11 February 2016, Nestlé decided to
withdraw its sponsorship of the IAAF's Kids' Athletics Programmes because
of doping and corruption allegations against the IAAF. Nestlé followed suit after
other large sponsors, including Adidas, also stopped supporting the IAAF.[130]
Nestlé supports the Australian Institute of Sport (AIS) on a number of nutrition and
fitness fronts, funding a Fellowship position in AIS Sports Nutrition; nutrition
activities in the AIS Dining Hall; research activities; and the development of
education resources for use at the AIS and in the public domain. [131]

Controversy and criticisms

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Baby formula marketing

Main article: Nestlé boycott
Concern about Nestlé's "aggressive marketing" of their breast milk substitutes,
particularly in less economically developed countries (LEDCs), first arose in the
1970s.[132] Critics have accused Nestlé of discouraging mothers from breastfeeding
and suggesting that their baby formula is healthier than breastfeeding, despite
there being no evidence for this.[citation needed] This led to a boycott which was launched in
1977 in the United States and subsequently spread into Europe. [133] The boycott was
officially suspended in the US in 1984, after Nestlé agreed to follow an international
marketing code endorsed by the World Health Organization (WHO),[133][134][135] but was
relaunched in 1989.[136] As of 2011, the company is included in the FTSE4Good
Index designed to help enable ethical investment.[137][138][139][140]
However, the company allegedly repeated these same marketing practices in
developing countries like Pakistan in the 1990s. A Pakistani salesman named Syed
Aamir Raza Hussain became a whistle-blower against his former employer Nestlé.
In 1999, two years after he left Nestlé, Hussain released a report in association
with the non-profit organisation, Baby Milk Action, in which he alleged that Nestlé
was encouraging doctors to push its infant formula products over breastfeeding.
Nestlé has denied Raza's allegations.[141] This story inspired the 2014 acclaimed
Indian movie Tigers by Bosnian, Oscar award-winning director Danis Tanović.
In May 2011, nineteen Laos-based international NGOs, including Save the
Children, Oxfam, CARE International, Plan International, and World
Vision launched a boycott of Nestlé with an open letter.[142] Among other unethical
practices, they criticised a failure to translate labelling and health information into
local languages and accused the company of giving incentives to doctors and
nurses to promote the use of infant formula.[143] Nestlé denied the claims and
responded by commissioning an audit, carried out by Bureau Veritas, which
concluded that "the requirements of the WHO Code and Lao PDR Decree are well
embedded throughout the business" but that they were violated by promotional
materials "in 4% of the retail outlets visited".[144]
Ernest W. Lefever and the Ethics and Public Policy Center were criticized for
accepting a $25,000 contribution from Nestlé while the organization was in the
process of developing a report investigating medical care in developing nations
which was never published. It was alleged that this contribution affected the
release of the report and led to the author of the report submitting an article
to Fortune Magazine praising the company's position.[145]
Nestlé has been under investigation in China since 2011 over allegations that the
company bribed hospital staff to obtain the medical records of patients and push its
infant formula to increase sales.[146] This was found to be in violation of a 1995
Chinese regulation that aims to secure the impartiality of medical staff by banning
hospitals and academic institutions from promoting instant formula to families. [147] As
a consequence, six Nestlé employers were given prison sentences between one
and six years.[146]
Slavery and child labour
Main articles: Children in cocoa production and Harkin–Engel Protocol
Multiple reports have documented the widespread use of child
labour in cocoa production, as well as slavery and child trafficking,
throughout West African plantations, on which Nestlé and other major chocolate
companies rely.[148][149][150][151][152] According to the 2010 documentary, The Dark Side of
Chocolate, the children working are typically 12 to 15 years old. [153] The Fair Labor
Association has criticised Nestlé for not carrying out proper checks. [154]
In 2005, after the cocoa industry had not met the Harkin–Engel Protocol deadline
for certifying that the worst forms of child labour (according to the International
Labour Organization's Convention 182) had been eliminated from cocoa
production, the International Labor Rights Fund filed a lawsuit in 2005 under
the Alien Tort Claims Act against Nestlé and others on behalf of
three Malian children. The suit alleged the children were trafficked to Ivory Coast,
forced into slavery, and experienced frequent beatings on a cocoa plantation. [155]
[156]
 In September 2010, the U.S. District Court for the Central District of
California determined corporations cannot be held liable for violations of
international law and dismissed the suit. The case was appealed to the U.S. Court
of Appeals.[157][158] The Ninth Circuit Court of Appeals reversed the decision.[159] In
2016, the U.S. Supreme Court declined to hear Nestlé's appeal of the Ninth
Circuit's decision.[160]
A 2016 study published in Fortune Magazine concluded that approximately 2.1
million children in several West African countries "still do the dangerous and
physically taxing work of harvesting cocoa", noting that "the average farmer in
Ghana in the 2013–14 growing season made just 84¢ per day, and farmers in Ivory
Coast a mere 50¢ [...] well below the World Bank's new $1.90 per day standard for
extreme poverty". On efforts to reduce the issue, former secretary general of the
Alliance of Cocoa Producing Countries, Sona Ebai, commented "Best-case
scenario, we’re only doing 10% of what's needed." [161]
In 2019, Nestlé announced that they couldn't guarantee that their chocolate
products were free from child slave labour, as they could trace only 49% of their
purchasing back to the farm level. The Washington Post noted that the
commitment taken in 2001 to eradicate such practices within four years had not
been kept, neither at the due deadline of 2005, nor within the revised deadlines of
2008 and 2010, and that the result was not likely to be achieved for 2020 either. [162]
In 2021, Nestlé was named in a class action lawsuit filed by eight former child
slaves from Mali who alleged that the company aided and abetted their
enslavement on cocoa plantations in Ivory Coast. The suit accused Nestlé (along
with Barry Callebaut, Cargill, Mars, Incorporated, Olam International, The Hershey
Company, and Mondelez International) of knowingly engaging in forced labor, and
the plaintiffs sought damages for unjust enrichment, negligent supervision, and
intentional infliction of emotional distress.[163][164]
Anti-union activities in Colombia
Nestlé has been involved in extensive union-busting activity in Colombia since it
first arrived there. According to a spokesman for Sinaltrainal, the Colombian
Foodworkers Union: "Nestlé converts the factories into camps for the public
security forces in order to create terror in the community, destroy the unity of the
workers, and misinform the members of the union, with the goal of pitting them
against the leaders and destroying the movement." [165]
Water
Status of potable water
At the second World Water Forum in 2000, Nestlé and other corporations
persuaded the World Water Council to change its statement so as to reduce
access to drinking water from a "right" to a "need". Nestlé continues to take control
of aquifers and bottle their water for profit.[166] Peter Brabeck-Letmathe, chairman of
Nestlé, later changed his statement, saying in a 2013 interview, "I am the first one
to say water is a human right." In that same interview, he claimed that it was the
"primary responsibility of every government" to provide 30 litres of water a day to
citizens.[167]
Plastic bottles
A coalition of environmental groups filed a complaint against Nestlé to
the Advertising Standards of Canada after Nestlé took out full-page advertisements
in October 2008 with messages claiming, "Most water bottles avoid landfill sites
and are recycled", "Nestlé Pure Life is a healthy, eco-friendly choice", and, "Bottled
water is the most environmentally responsible consumer product in the world." [168][169]
[170]
 A spokesperson from one of the environmental groups stated: "For Nestlé to
claim that its bottled water product is environmentally superior to any other
consumer product in the world is not supportable." [168] In their 2008 Corporate
Citizenship Report, Nestlé themselves stated that many of their bottles end up in
the solid-waste stream, and that most of their bottles are not recycled. [169][171] The
advertising campaign has been called greenwashing.[169][170][171] Nestlé defended its
ads, saying that they will show they have been truthful in their campaign. [168]
Water bottling operations in California, Oregon and Michigan
Considerable controversy has surrounded Nestlé's bottled water brand,
Arrowhead, sourced from wells alongside a spring in Millard Canyon situated in a
Native American Reservation at the base of the San Bernardino
Mountains in California. While corporate officials and representatives of the
governing Morongo tribe have asserted that the company, which started its
operations in 2000, is providing meaningful jobs in the area and that the spring is
sustaining current surface water flows, a number of local citizen groups and
environmental action committees have started to question the amount of water
drawn in the light of the ongoing drought, and the restrictions that have been
placed on residential water use.[172] Additionally, recent evidence suggests that
representatives of the Forest Service failed to follow through on a review process
for Nestlé's permit to draw water from the San Bernardino wells, which expired in
1988.[173][174] In San Bernardino Nestlé pays the US Forest Service $524 yearly to
pump and bottle about 30 million gallons, even during droughts. Peter Gleick, a co-
founder of the Pacific Institute, which researches freshwater issues, remarked
“Every gallon of water that is taken out of a natural system for bottled water is a
gallon of water that doesn't flow down a stream, that doesn't support a natural
ecosystem.” He also said, “Our public agencies have dropped the ball”. [175]
The former forest supervisor Gene Zimmerman has explained that the review
process was rigorous, and that the Forest Service "didn't have the money or the
budget or the staff" to follow through on the review of Nestlé's long-expired permit.
[176]
 However, Zimmerman's observations and action have come under scrutiny for a
number of reasons. Firstly, along with the natural resource manager for Nestlé,
Larry Lawrence, Zimmerman is a board member for and played a vital role in the
founding of the nonprofit Southern California Mountains Foundation, of which
Nestlé is the most noteworthy and longtime donor.[177] Secondly, the Zimmerman
Community Partnership Award – an award inspired by Zimmerman's actions and
efforts "to create a public/private partnership for resource development and
community engagement" – was presented by the foundation to Nestlé's Arrowhead
Water division in 2013.[178] Finally, while Zimmerman retired from his former role in
2005, he currently works as a paid consultant for Nestlé, leading many
investigative journalists to question Zimmerman's allegiances prior to his retirement
from the Forest Service.[176]
In April 2015, the city of Cascade Locks, Oregon and the Oregon Department of
Fish and Wildlife, which is using water for a salmon hatchery, applied with
the Oregon Water Resources Department to permanently trade their water rights to
Nestlé; an action which does not require a public-interest review. Nestlé
approached them in 2008 and they had been considering to trade their well water
with Oregon's Oxbow Springs water, a publicly owned water source in the
Columbia River Gorge National Scenic Area, and to sell the spring water at over
100 million gallons of water per year to Nestlé. The plan has been criticized by
legislators and 80,000 citizens.[179] The 250,000-square-foot, $50 million Nestlé
bottling plant in Cascade Locks with an unemployment rate of 18.8 percent would
have 50 employees and would increase property-tax collections by 67 percent. [180] In
May 2016, voters of Hood River County voted 69 percent to 31 percent for the
ballot measure to ban large bottling operations in the area, but in Cascade Locks,
the one precinct in Hood River County, voters decided against the ballot measure,
58 percent to 42 percent. As a result, the Cascade Locks city council voted 5-to-1
to keep up the fight. Soon after, Governor Kate Brown directed state officials to
stop an exchange of water rights that was crucial to the deal, citing fiscal rather
than environmental reasons. Nestlé then acknowledged that the exchange "will not
be going forward", marking a definite end to the planned bottling operation. [181]
Although a 2005 court settlement gave Nestlé the right to pump 250 gallons per
minute (GPM) from a well in unincorporated Osceola Township, Osceola County,
Michigan, Nestlé has tried to increase that rate to 400 GPM. Its bottled water is
sold under the Ice Mountain Spring label. The local planning commission denied
the application to build a booster station to increase the capacity of the pipeline
that delivers water to a water truck depot some distance from the town. Local
citizens mounted considerable grassroots opposition to the plan, with 55
opponents testifying against the proposal at a meeting attended by almost 500
people in July 2017. The litigation has been costly to the small town, which
receives its only compensation from a $200 annual pumping fee. Regarding the
1976 Michigan Safe Drinking Water Act, section 17, a measure precipitated by
Nestlé's previous demands, Bill Cobbs, a current Democratic gubernatorial
candidate said, "This is wrong -- when this act was written in 1976 it was never
intentioned that water would be up for sale." [182][183] The "David vs. Goliath" situation is
drawing increasing national attention.[184][185] Nestlé approaches water purely as a
commodity. In 1994 Helmut Maucher, Nestlé's CEO commented, “Springs are like
petroleum. You can always build a chocolate factory. But springs you have or you
don't have.” His successor, Peter Brabeck-Letmathe, was criticized when, in a
2005 documentary, he similarly promoted and rationalized the commodification of
water, saying: “One perspective held by various NGOs—which I would call extreme
—is that water should be declared a human right." [175]
In April 2021, and after many water rights complaints and online petitions against
Nestlé, California's Water Resources Control Board told the company that it has to
stop unauthorized natural spring water diversions in the San Bernardino Forest. [186]
Chocolate price fixing
In Canada, the Competition Bureau raided the offices of Nestlé Canada (along with
those of Hershey Canada and Mars Canada) in 2007 to investigate the matter of
price fixing of chocolates. It is alleged that executives with Nestlé (the maker of
KitKat, Coffee Crisp, and Big Turk) colluded with competitors in Canada to inflate
prices.[187]
The Bureau alleged that competitors' executives met in restaurants, coffee shops,
and at conventions, and that Nestlé Canada CEO, Robert Leonidas, once handed
a competitor an envelope containing his company's pricing information, saying: "I
want you to hear it from the top – I take my pricing seriously."[187]
Nestlé and the other companies were subject to class-action lawsuits for price
fixing after the raids were made public in 2007. Nestlé settled for $9 million, without
admitting liability, subject to court approval in the new year. A massive class-action
lawsuit continues in the United States.[187]
Ethiopian debt repayment
In 2002, Nestlé demanded that the nation of Ethiopia repay US$6 million of debt to
the company at a time when Ethiopia was suffering a severe famine. Nestlé
backed down from its demand after more than 8,500 people complained via e-mail
to the company about its treatment of the Ethiopian government. The company
agreed to re-invest any money it received from Ethiopia back into the country. [188] In
2003, Nestlé agreed to accept an offer of US$1.5 million, and donated the money
to three active charities in Ethiopia: the Red Cross, Caritas, and UNHCR.[189]
Ukraine
See also: Do not buy Russian goods!
In August 2015, the Ukrainian TV channel Ukrayina refused to hire a worker of the
weekly magazine Krayina, Alla Zheliznyak, as a host of a cooking show because
she speaks Ukrainian. The demand to only hire a Russian-speaking host was
allegedly set by a sponsor of the show – Nesquik, which is a brand of Nestlé S.A.[190]
[191]
 Activists of the Vidsich civil movement held a rally near the office of the
company in Kyiv, accusing Nestlé of discriminating against people who speak
Ukrainian and supporting the Russification of Ukraine.[192] They also criticised goods
sold in Ukraine being manufactured in Russia and threatened a boycott.
Forced labour in Thai fishing industry
At the conclusion of a year-long self-imposed investigation in November 2015,
Nestlé disclosed that seafood products sourced in Thailand were produced with
forced labour.[193] Nestlé is not a major purchaser of seafood in Southeast Asia, but
does some business in Thailand – primarily for its Purina cat food. The study found
virtually all US and European companies buying seafood from Thailand are
exposed to the same risks of abuse in their supply chains. [194] This type of disclosure
was a surprise to many in the industry because international companies rarely
acknowledge abuses in supply chains.[195]
Nestlé was expected to launch a year-long program in 2016 focused on protecting
workers across its supply chain. The company has promised to impose new
requirements on all potential suppliers, train boat owners and captains about
human rights,[194] and hire auditors to check for compliance with new rules. [196]
Deforestation
In September 2017, an investigation[197] conducted by NGO Mighty Earth found that
a large amount of the cocoa used in chocolate produced by Nestlé and other major
chocolate companies was grown illegally in national parks and other protected
areas in Ivory Coast and Ghana.[198][199][200] The countries are the world's two
largest cocoa producers.[201][202]
The report documents how in several national parks and other protected areas,
90% or more of the land mass has been converted to cocoa. [203] Less than four
percent of Ivory Coast remains densely forested, and the chocolate companies’
laissez-faire approach to sourcing has driven extensive deforestation in Ghana as
well.[204] In Ivory Coast, deforestation has pushed chimpanzees into just a few small
pockets, and reduced the country's elephant population from several hundred
thousand to about 200–400.[205][206][207]

Corporate social responsibility program involvements

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Nestlé efforts relating to social responsibility programs include:

 World Cocoa Foundation: In 2000, Nestlé and other

chocolate companies formed the World Cocoa
Foundation (WCF). The WCF is an international
 membership organization representing more than 100
member companies across the cocoa value chain. Its
goal is to form a sustainable cocoa economy by
prioritizing farmers, promoting agricultural &
environmental stewardship, and strengthening
development in cocoa-growing communities.[208]
 Sustainable Agriculture Initiative: In 2002, Nestlé,
Unilever, and Danone created the Sustainable
Agriculture Initiative (SAI) Platform, a non-profit
organization for sharing knowledge and initiatives for
the development and implementation of sustainable
agriculture practices involving the different
stakeholders of the food chain. The SAI Platform has
more than 60 members, which actively share the
same view on sustainable agriculture seen as "the
efficient production of safe, high-quality agricultural
products, in a way that protects and improves the
natural environment, the social and economic
conditions of farmers, their employees and local
communities, and safeguards the health and welfare
of all farmed species." The SAI Platform developed (or
co-developed) Principles and Practices for sustainable
water management at the farm level;
recommendations for Sustainability Performance
Assessment (SPA); a standardised methodology for
the dairy sector to assess green house gas emissions;
an Executives Training on Sustainable Sourcing; and
many more.[209] One instance of Nestlé's impact on
sustainable agricultural practices has been
documented in academic literature.[210]
 Creating Shared Value: Creating Shared Value (CSV)
is a business concept intended to encourage
businesses to create economic and social value
simultaneously by focusing on the social issues that
they are capable of addressing. In 2006, Nestlé
adopted the CSV approach, focusing on three areas –
nutrition, water and rural development – as these are
core to their business activities.[209] Nestlé now
publishes an annual progress report on its goals. [211]
[212]
 Nestlé also established the Creating Shared Value
Prize, which is awarded every other year with the aim
of rewarding the best examples of CSV initiatives
worldwide and to encourage other companies to adopt
a shared value approach. These initiatives should take
a business-oriented approach in addressing
challenges in nutrition, water or rural development.
 The winner can win up to CHF 500,000. Nestlé was an
early mover in the shared value space and hosts a
global forum, the Creating Shared Value Global
Forum.[213][214]
 Nestlé Cocoa Plan: In October 2009, Nestlé
announced "The Cocoa Plan." The company is
working to get 100 percent of its chocolate portfolio
using certified sustainable cocoa. For third-party
certification, Nestlé has partnered with UTZ Certified
to ensure that best practices are being used. Many of
Nestlé's efforts are focused on the Ivory Coast, where
40 percent of the world's cocoa comes from. The
company has developed a higher-yielding, more
drought- and disease-resistant cocoa tree; and they
have given 3 million of these super trees to farmers
thus far and plan to give away 12 million of them in
total. They are also training farmers in efficient and
sustainable growing techniques, which focuses on
better farming practices, including pruning trees, pest
control (with an emphasis on integrated pest
management) and harvesting, as well as caring for the
environment. In addition, they have built 23 new
schools so far and plan to build 40 in total by 2015.
[215]
 Another part of the plan has been to address child
labor. Nestlé says that according to US statistics,
there are about 800,000 children who work the cocoa
supply chain. With this in mind, Nestlé approached the
Fair Labor Association to map out strategies to help
curb child labor in the cocoa sector, and these efforts
– including community education and the building of
schools – have become a focus of the Cocoa Plan. [215]
 Ecolaboration: On 22 June 2009, Nestlé Nespresso
and Rainforest Alliance signed a pact called
"Ecolaboration". One of the shared goals is to reduce
the environmental impacts and increase the social
benefits of coffee cultivation in enough tropical regions
so that 80 percent of Nespresso's coffee comes from
Rainforest Alliance Certified farms by the year 2013.
Certified farms comply with comprehensive standards
covering all aspects of sustainable farming, including
soil and water conservation, protection of wildlife and
forests, and ensuring that farm workers, women and
children have all the proper rights and benefits, such
as good wages, clean drinking water, access to
schools, and health care and security.[216]
 The Nescafé Plan: In 2010, Nestlé launched the
Nescafé Plan, an initiative to increase sustainable
coffee production and make sustainable coffee
farming more accessible to farmers. The plan aims to
increase the company's supply of coffee beans without
clearing rainforests, as well as using less water and
fewer agrochemicals. According to Nestlé, Nescafé
will invest 350 million Swiss francs (about $336
million) over the next ten years to expand the
company's agricultural research and training capacity
to help benefit many of the 25 million people who
make their living growing and trading coffee. The
Rainforest Alliance and the other NGOs in the
Sustainable Agriculture Network will support Nestlé in
meeting the objectives of the plan.[217]
 Health care and nutrition product development: In
September 2010, Nestlé said that it would invest more
than $500 million between 2011 and 2020 to develop
health and wellness products to help prevent and treat
major ailments like diabetes, obesity, cardiovascular
disease, and Alzheimer’s, which are placing an
increasing burden on governments at a time when
budgets are being squeezed. Nestlé created a wholly
owned subsidiary, Nestlé Health Science, as well as a
research body, the Nestlé Institute of Health Sciences.
[218]

 Membership in Fair Labour Association: In 2011,

Nestlé started to work with the Fair Labor
Association (FLA), a non-profit, multi-stakeholder
association that works with major companies to
improve working conditions in developing countries, to
assess labor conditions and compliance risks
throughout Nestlé's supply chain of hazelnuts and
cocoa. On 29 February 2012, Nestlé became the first
company in the food industry to join the FLA. Building
on Nestlé's efforts under the Cocoa Plan, the FLA will
send independent experts to Ivory Coast in 2012 and
where evidence of child labour is found, the FLA will
identify root causes and advise Nestlé how to address
them in sustainable and lasting ways.[219] As a
Participating Company, Nestlé has committed to ten
Principles of Fair Labor and Responsible Sourcing,
and to upholding the FLA Workplace Code of Conduct
throughout their supply chains, starting with farms. [220]
 Rural Development Framework program: In 2012,
Nestlé developed the Rural Development Framework,
 which supports farmers and cocoa growing
communities.[221] It is an investment program aimed at
improving infrastructure, increasing access to safe
water, address financing and market efficiency gaps,
and improving labor conditions.[222]
 Partnership with IFRC: Nestlé has had a long-standing
partnership with the International Federation of Red
Cross and Red Crescent Societies (IFRC) to increase
access to safe water and sanitation in rural
communities. In recent years, the partnership has
brought clean drinking water and sanitation facilities to
100,000 people in Ivory Coast's cocoa communities.
Nestlé committed to contributing five million Swiss
francs during 2014–2019 to the IFRC.[223]
 In Nestlé Waters joined a consortium to boost PET
plastic recyclability.[224]

Recognition and awards

 In May 2006, Nestlé's executive board decided to
adapt the existing Nestlé management systems to full
conformity with the international standards ISO
14001 (Environmental Management Systems)
and OHSAS 18001 (Occupational Health and Safety
Management Systems) and to certify all Nestlé
factories against these standards by 2010. [225] In the
meanwhile, a lot of the Nestlé factories have obtained
these certifications.
 Nestlé Purina received in 2010 the Malcolm Baldrige
National Quality Award for their excellence in the
areas of leadership, customer and market focus,
strategic planning, process management,
measurement, analysis and knowledge management,
workforce focus and results.[226]
 In March 2011, Nestlé became the first infant formula
company to meet the FTSE4Good Index criteria in full.
[227]

 In September 2011, Nestlé occupied 19th position in

the Universum's global ranking of Best Employers
Worldwide.[228] According to a survey by Universum
Communications, Nestlé was, in 2011, the best
employer to work for in Switzerland.[229]
 The International Union of Food Science and
Technology (IUFoST) honoured Nestlé in 2010 with
the Global Food Industry Award.[230]
  In May 2011, Nestlé won the 27th World Environment
Center (WEC) Gold Medal award for its commitment
to environmental sustainability.[231]
 On 19 April 2012, The Great Place to Work® Institute
Canada mentioned Nestlé Canada Inc. as one of the
'50 Best Large and Multinational Workplaces' in
Canada (with more than 1,000 employees working in
Canada and/or worldwide).[232]
 On 21 May 2012, Gartner published their annual
Supply Chain Top 25, a list with global supply
chain leaders. Nestlé ranks 18th in the list.[233]
 In 2013, Nestlé retained its number one position in
charity Oxfam's sustainability scorecard and improved
its ratings on the issues of land, workers, and climate.
[234]

 In 2014, Nestlé received the Henry Spira Corporate

Progress Awards for altering its policies and practices
to minimize adverse impacts on animals.[235][better  source  needed]
 In March 2015, Nestlé ranked second in Oxfam's
Behind the Brands scorecard, where the NGO ranks
the world's 'Big 10' consumer food and beverage
companies on their policies and commitments to
improve food security and sustainability. Nestlé
assumed the number one ranking for land rights while
the company also outperformed its peers on
transparency and water.[236]

Bibliography
 La stratégie Nestlé (Nestlé Strategy), Helmut
Maucher, French translation by Monique Thiollet,
Maxima Ed., Paris, 1995,[237] ISBN 2840010720

See also

 Business portal

 Cerelac
 Nestlé Smarties Book Prize
 Big Chocolate
 Farfel the Dog
 Nestlé Tower
Competitors
  PepsiCo
 Kraft Heinz
 Mondelez International
 Unilever
 Mars, Incorporated
 Sara Lee
 Cadbury
 Danone
 Ferrero SpA

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