TRAINING and DEVELOPMENT PROCESS

Our goal of positive growth and sustained performance cannot be achieved without
talented and skilled people. This is why we implement a best-practice approach to
training, learning and development.

What we stand for?
We are committed to continuous learning and development for our people. We
encourage people to test their skills and develop new ones, both by giving them
responsibility as early as is reasonable and by offering opportunities to work with
people from many different countries and cultures.
What were doing?
Career development
While our training and learning approach reflects our decentralized nature in
that employees are given the knowledge and tools they need to respond to local
needs, we also recognize the need for a Company-wide strategy of career
development.
The Job Success Profile is a key document that supports career development
at Nestl. This identifies what does and doesnt constitute as success in a given role
and enables employees to have a clear picture of what they need to do to deliver to
the requirements of their role as well as identify any learning gaps and plan
appropriate development.
Job success profiles, published at corporate and local levels, are integral to
our personal development processes. They are monitored by Human Resources
business partners, training and learning consultants and auditors.
Relevant job success profiles are published on the intranet and give detailed
information about possible career paths. For operators on the factory floor, we use a
tailored skills matrix to track development and learning needs.
International career development
Among the things that make a career with us so appealing are the
opportunities for international career development. Our business is based on
respect for different cultures, and we expect our staff to be comfortable and effective
in different settings. We provide opportunities for employees to transfer their
expertise across Nestl, through short-term missions, project assignments or
expatriation.
We aim for equal movement between emerging and developed countries. In
2012, we gave additional focus to the movement of talent across diverse
geographies, particularly from emerging to developed countries. Our key priority
remains that we always have the right talent at the right place at the right time.
In 2012, 30% of all expatriates at Nestls Swiss headquarters and central functions
were from emerging markets (2011: 40%), and 53% of expatriates from our Swiss
headquarters were based in developing countries (2011: 64%).

How weve performed?
Average hours of training per year per
employee
2012: 10
2011: 2.02
2010: 0.58

The 2012 figure is significantly higher than
the 2011 reported figure because:

1.Greater coverage (62 % in 2011 and 80%
on 2012)
2. E-Learning hours were tracked and
included for the first time.
Local Management Committee
members
native to country in developing
countries (%)

2012: 49.5%

2011: 53

2010: 48

Covers all Nestl employees
including joint ventures
Key positions filled through succession
planning (%)
Key positions
2012: 75
2012 scope of measurement has
changed to include all key positions in the Group.
2011 and 2010 are now stated in line with this
updated scope.

2011: 73

2010: 63
Continued increase of the results, our target
is 80%.
Percentage of expatriates at
Nestls
headquarters and central
functions from
emerging markets

2012: 29.2%

2011: 40%
What we plan to do?

We will continuously focus on business priorities as a key driver for people
development at Nestl.
Coaching will also play a much larger role in our provision of training, as we
realize how effective it can be in accelerating development. Consequently, well be
launching a Nestl-accredited Train the Trainer programmed as well as coaching
courses.
We will also continue to implement high quality succession planning.