With our Nutrition, Health and Wellness strategy we support people who want to live a healthier lifestyle. Industry-leading research and development drives innovation and supports the constant renovation of our food and beverage portfolio. In addition, our researchers are exploring the role of nutritional therapies to maintain or improve health and investigating how we can help people look after their skin. By sharing our insights on global Nutrition, Health and Wellness challenges, by building partnerships and by engaging with policymakers, stakeholders and key opinion leaders we strive to have a positive impact on the societies in which we operate.

We empower people to make informed decisions when they choose what to eat. Through Start Healthy Stay Healthy, our interactive, science-based education programme, we help parents and caregivers provide their children with the nutrition they need in the crucial first 1000 days of life. Our United for Healthier Kids programme takes this further, helping parents and caregivers establish healthier eating, drinking and lifestyle habits for children as they get older, and our Nestlé Healthy Kids programme is helping to deliver a healthier lifestyle for children by teaching nutrition and encouraging physical activity.

Delivering healthier foods

We are on track to deliver on our commitments to reduce the amount of salt, sugar and saturated fats in our products and remove trans fats, while maintaining consumer preference. We are enhancing our portion guidance and improving our labelling, printing GDAs (Guideline Daily Amounts) on the front of packs, making it easier for people to read them.

In recent years we have reinforced and expanded our Nutrition, Health and Wellness strategy with the creation of Nestlé Health Science and Nestlé Skin Health. Nestlé Health Science is advancing the role of nutritional therapy to change the course of health for consumers, patients and for our partners in healthcare. With Nestlé Skin Health we are entering the field of specialised medical skin treatment by offering science-based solutions for the health of skin, hair and nails over the course of people’s lives.

We strive to meet the fast-changing expectations of our consumers because like them, we care deeply about quality, food safety, the environment and sustainability. Responsible behaviour wherever we operate is at the very heart of what we do. It is our fundamental belief that for a company to prosper over the long term we need to create value for shareholders while at the same time creating value for society. We call this Creating Shared Value. Trusted leadership in Nutrition, Health and Wellness is our strategic ambition, Creating Shared Value is how we go about it. The inclusion of the Nestlé in society report, alongside this Annual Review and the Financial Statements in the 2015 Annual Report package, reflects how Creating Shared Value is fully embedded into internal management processes and the way we do business.

Nestlé Strategic Roadmap

The Nestlé Strategic Roadmap is the compass that guides our organisation, driving internal alignment behind our goals. The roadmap shows how we deliver profitable growth, the competitive advantages that we leverage and the organisation we have chosen, in order to be effective and efficient. It is the framework that we use to establish priorities and drive execution.

  • Consumer engagement

    We need to engage with our consumers in a dynamic way: both to keep them abreast of all that is new and exciting, but also to learn from them, so that we can bring their experiences to bear on our new and updated products.

  • Operational efficiency

    From farm to fork and beyond, we ensure that we have the best raw materials, the best processes and the freshest, safest, highest-quality products on our customers’ shelves.

    Nestlé Continuous Excellence, enabled by GLOBE, is our approach to operational efficiency, with its objectives of eliminating waste and errors, increasing efficiency and effectiveness, and improving quality and safety in all operations.

  • Whenever, wherever, however

    It is not enough just to make the most innovative products in the most efficient way; we also need to ensure that our products are available sustainably whenever, wherever and however consumers want them.

  • Innovation and renovation

    We want to be the leader in innovation and renovation, whether of products, systems or processes.

    Some products will be entirely new, some will have a refreshed aspect. Regardless, we focus on on-going renewal to keep our consumers excited about our brands.

  • Nutrition, Health and Wellness

    Leadership in Nutrition, Health and Wellness means enhancing the quality of consumers’ lives by offering tastier and healthier food and beverage choices to consumers at every consumption occasion; it means responding to specific nutritional needs, and it means pioneering ways to address chronic medical conditions through nutrition.

  • Emerging markets and Popularly Positioned Products

    We created our Popularly Positioned Products for emerging consumers with low incomes, bringing them our nutritional know-how, our brand promise and quality, as well as the extra plus – such as fortification against nutritional deficiencies.

  • Out-of-home consumption

    Out-of-home consumption is a fast growing part of our industry. This covers leisure, from roadside kiosks in Asia to gourmet restaurants in the capitals of the world, and institutional catering, from schools to hospitals.

  • Premiumisation

    When consumers want an indulgent moment of pleasure, an everyday reward, they turn to premium food and drinks. Our premiumisation strategy, incorporating systems, services and products, is enhancing consumers’ lives, whilst creating additional value per consumption moment: many consumers are not looking to eat and drink more; they are looking to eat and drink better and they are willing to pay a bit more for the pleasure.

  • Unmatched product and and brand portfolio

    Our product and brand portfolio ranges from global icons to local favourites.

  • Unmatched research and development capability

    Our global innovation, technology, research and development capacity supports our product and brand portfolio with clear priorities. We focus on driving innovation and renovation that is relevant and attractive for consumers and that advances our leadership in Nutrition, Health and Wellness.

  • Unmatched geographic presence

    Our Group has an unmatched geographic presence, due to the depth of our roots in countries all over the world, which often stretch back many generations. This has created strong relationships between our brands and their consumers, as well as an unrivalled understanding of consumers, enabling us to anticipate their needs and improve the quality of their lives.

  • People, culture, values and attitude

    Our people are every day building on our culture, values and attitude that date back nearly 150 years, and they are a major competitive advantage.

    The Nestlé culture, with its natural openness to and respect for diversity, binds our people together all over the world with a shared set of behaviours and values into a single way of doing business.

    Our strategic priorities

    In addition, we have set out six strategic priorities. Firstly, Make Choices: put resources behind the ideas, products and categories that help us on our journey to recognised Nutrition, Health and Wellness leadership, and to deliver sustained financial performance. Secondly, Grasp Opportunities: see the opportunity in change and trends, and translate them into concrete business opportunities. The third is Value What Consumers Value: all that we do should create value for consumers and drive out waste. Fourth, Engage with Stakeholders: we want to be trusted by all consumers and stakeholders as a genuine and responsible member of the community. Fifth, Embrace Digital: deepen the connection with consumers through the growing e-commerce channel and through real-time listening, engagement and dialogue. Sixth is Win through People and Teams: we need the right people with the right capabilities and effective leadership at all levels to engage, empower and enable everyone to give their best.

    As we strive to become a more agile and higher-performing organisation we ensure that we embed our strong culture and values across all our operating companies, especially those that are newly acquired, all within the framework of compliance which governs all that we do. We take a long-term view, framed in a robust set of principles and values that are based on respect: respect for people, respect for future generations, respect for the environment and respect for the diverse world we live in.