Nestlé Leadership Framework

HR
Nestlé
Leadership
Framework Compete

People
Make a
Difference & Connect
Externally

Performance
Collaborate Lead

Culture
Internally to Win

Compete & Connect Externally Lead to Win Manage for Results Grow Talent & Team Collaborate Internally Make a Difference
Grow Manage
Talent & for
Team Results

Understand our external environment, Walk the talk, inspire and engage people Passion to exceed ambitious goals and Develop self and others to create Collaborate and communicate effectively Proactively challenge the status quo
develop strong external relationships deliver business results a diverse, high performing team and build long term relationships and drive continuous improvement
and create gaps versus competitors

All Employees Understand The Business Environment Practice What You Preach Results Focus Know Yourself Proactive Cooperation Initiative

These are the

competencies which • Understands team goals and company • Takes responsibility for own actions and • Achieves results in compliance with the • Actively seeks feedback from others • Gains the trust and support of others • Anticipates future problems and works
apply to everyone
Developed business drivers consequences Nestlé Corporate Business Principles • Creates and executes personal • Is prepared to make compromises to to minimize or prevent them
at Nestlé, to ensure • Sees how personal contribution impacts • Shows consistency in words and actions • Shows a drive to achieve ambitious development plans achieve the group objectives • Tackles new problems, breaks new
individual success. the business • Lives the Nestlé values and principles performance objectives and quality standards • Takes every opportunity to learn and • Actively contributes ideas, energy and ground and develops contingency plans
These competencies • Takes action based on understanding • Acts with the organization’s reputation • Plans and prioritizes work effectively grow the desire to succeed as a team • Initiates and contributes to innovation
of customer and consumer needs and best interest in mind • Takes every opportunity to do more • Learns from successes and mistakes • Influences without authority and continuous improvement
are important whether
• Actively questions to learn about the • Interacts with integrity and honesty than expected • Is resourceful in pursuing learning • Is interested in and listens attentively • Is open minded towards new and
or not you have business • Admits mistakes • Doesn’t hesitate to act objectives to the ideas of others different ways of doing things
people management • Understands the impact of our operations • Pursues goals with energy and drives • Has high personal self-awareness • Works through disagreements without • Constructively challenges the “why” and
responsibility. They on the community through to completion – strengths, weaknesses, opportunities damaging relationships asks “why not”
represent the behaviours • Participates in activities within the community • Takes ownership and accountability for and limits • Acts decisively and proactively
we should all display delivering expected results (what and how)
everyday in living the
values, principles and • Seldom takes initiative to understand • Tends to blame others rather than taking • Spends time and effort on non value- • Acts without considering impact on • Fails to develop a network within or • Lacks confidence to challenge the
Nestlé culture we expect Needs patterns and trends that impact the personal accountability added activities others outside their team or functional area status quo
our employees to
uphold.
Development business • Treats people unfairly • Does not actively learn, apply, verify and • Gets defensive when receiving • Lacks clarity about roles and • Seeks unnecessary approval and
• Takes short-term tactical approaches • Does not comply with company policies share the Nestlé Corporate Business constructive feedback responsibilities of self and others direction before they act
that fail to address business conditions and regulations Principles • May sometimes appear complacent • Allows ego to influence decisions and • Puts things off until later
• Struggles with self motivation and and self satisfied actions • Is unwilling to change point of view or
• Fails to see how role impacts the goals • May use information or people for setting challenging personal goals
of others personal gain approach when evidence suggests otherwise
• Needs to be more confident in taking action

Leaders Insight Energize & Engage Enable Results Through Others Coach & Develop Influence With Integrity Courage

These are the

competencies which • Benchmarks to discover opportunities • Creates a climate of trust in which • Aligns the strategy across the organisation through • Leverages Performance, Development • Adapts behavior and communication • Constructively questions current
Developed for competitive advantage people want to do their best a pragmatic combination of a clear long-term and Talent processes to build people style to the needs of the audience practices and processes
apply for all leaders • Willing to be the only champion for an
• Considers the broadest possible views • Understands and motivates diverse vision and the achievement of day-to-day goals capabilities • Credibly communicates a well developed
to enable success idea or position
(internal and external) of issues and individuals and groups • Sets challenging team goals and clear • Provides challenging and stretching point of view
through others. They challenges • Invites input from others and creates standards for success tasks and assignments to drive • Finds common ground and solutions for • Acts as an ambassador for company
are important in roles • Anticipates consequences and impacts shared ownership and visibility • Aligns the work of team members towards shared goals development the benefit of the group change even when the change is unpopular
where you have direct of actions on others • Supports team in successes and failures • Creates alignment across functions where needed • Coaches others (listens, questions, • Develops relationships with key decision • Respectfully says what needs to be said,
people management • Draws connections between facts, • Recognizes contributions and celebrates • Delegates appropriately and trusts people to perform challenges) to find their own answers makers even with those more senior
responsibility, and • Supports team to take appropriate risks
ideas, and situations successes • Measures progress and results and ensures • Gives direct actionable feedback • Anticipates reactions and objections
also for individual • Remains composed, does not become
• Simplifies complex issues into easily • Helps others to understand the accountability • Addresses difficult issues in a timely from others and is prepared for them defensive or irritated when times are tough
contributors with more understood elements importance of their contribution to the • Provides the information and resources to manner • Enhances understanding and commitment
substantial levels of • Engages and partners with outside overall vision and goals achieve results • Aligns career expectations and actively to change by involving those affected
responsibility. stakeholders to maximise Nestlé’s • Empowers individuals to solve problems, make supports career development • Credibly communicates and leads change
contribution to society decisions and improve processes • Builds diverse teams

• Sees details but fails to understand the • Takes credit for the work of others • May delegate but micro-manages • Does not adequately recognize and • Makes insufficient efforts to understand • Avoids confrontation with others
Needs whole picture • Avoids making tough people decisions • Needs to better track progress and reward desired behaviours and respond effectively to the concerns • Disregards an idea without fighting for it
Development • Has trouble finding the central issue of when required intervene when necessary • Tends to provide solutions or answers of others as soon as a controversy arises
complex problems or situations • Does not always pick up on the needs • Performs tasks that could be easily rather than giving the opportunity for learning • Is more insisting than persuading • May appear disrespectful in expressing
• Has a mainly internal rather than external of others delegated to the team • Avoids the conversations required to align • Doesn’t always provide the appropriate their views
focus • Shows favouritism • Fails to prioritize and manage time on careers and development opportunities context • Too worried about being liked, correct
• Applies a one-size-fits-all approach to effectively • Fails to reinforce developmental • Can appear to be insensitive to the or above criticism
motivation experiences and connect them to the needs of others
individuals development plans

Senior Leaders Foster Competitive Intensity Inspire the Organisation Develop & Execute Strategy Develop Organisational Capability Create an Inclusive Culture Embrace & Lead Change

These are the

competencies which • Understands the local and global • Is seen as credible and is respected • Focuses on long-term business • Creates an environment for open and • Actively facilitates working across • Is a catalyst for change by communicating
apply for all Senior
Developed context and adapts accordingly • Inspires and motivates entire groups development without losing sight of the rigorous talent assessment functional and geographic boundaries a compelling and inspired vision
• Is pragmatic • Unites people to share and commit to necessity to continuously deliver sound • Considers the talent implications in • Embodies the spirit of One Nestlé • Challenges others to generate
Leaders to drive results for our shareholders
organisational success. • Establishes key alliances and engages the organization’s strategy and goals long and short term business goals and • Acts in a way that is respectful of other breakthrough ideas and initiatives
• Ensures development and execution of
external stakeholders • Develops and communicates a Market Business Strategy (MBS) in the strategies people who are less senior • Fosters a culture that promotes
These competencies • Anticipates future trends and defines compelling and inspired vision of the future short and long-term • Establishes a diverse and robust talent • Values and leverages differences in adaptability and learning
are most relevant for appropriate response • Respects and does not dismiss others’ • Creates a high performance culture to ensure pipeline people and cultures • Takes decisive action in conditions of
employees who are • Handles risk and ambiguity in a complex views even when they are contrary to their • Holds managers accountable for people • Is modest, approachable and easy to uncertainty
sustained growth and operating profit
charged with leading environment own • Simplifies and removes barriers to development talk to • Creates and maintains a sense of
businesses or functions • Implements programmes and activities • Presents strategy so it is understood by organizational performance • Actively shares knowledge and mentors • Creates an environment of innovation urgency for change
and providing the vision, to address the main challenges within everyone at all levels • Enables and supports responsible risk taking others including those outside own team and sharing • Identifies unique approaches to deal
strategy and inspiration the society we operate, in alignment with • Leverages opportunities for synergy with new or ambiguous situations
to deliver the Nestlé Creating Shared Value through Nestlé in the Market (NiM)
model. • Demonstrates an entrepreneurial spirit

• Has limited capability to pull togethe varying • Overly complicates or fails to • Spends more time on task execution • Is unable to articulate future capabilities • Tends to have a silo or individualist mindset • Tries to impose their point of view, by
Needs elements into a coherent strategic view personalise key organisational messages rather than developing strategy required by the organization • May stereotype or pre-judge being forceful
Development • Is more comfortable with short term tactics • Has a tendency to abuse authority and • Is unaware of the bigger picture • Does not take a long term view of talent • Has difficulty understanding groups not • Fails to recognize people’s resistance
• Doesn’t see the broader industry and overpower others • Doesn’t fully consider the entire value development similar to self in purpose or characteristics to change
market perspectives or opportunities • Inadequately displays ownership/enthusiasm chain in planning work processes • Is ineffective in assessing, developing, • Appears arrogant and distant • Tends to close down other people’s
• Lacks a deep understanding of competitors for the company’s strategic vision • Is inconsistent in delivering strategic goals engaging and deploying talent ideas before they are fully explored
• Hesitates to move away from the old and familiar