This document provides an overview of Nestlé S.A.'s corporate social responsibility initiatives. It discusses Nestlé India's initiatives to improve access to clean drinking water in communities by constructing over 257 water tanks benefiting over 140,000 students. It also discusses their project "Serve Safe Food" which provides training on health, hygiene and safe food handling to over 4,800 street food vendors in India. The document highlights Nestlé's belief that the food industry can play a vital role in enabling healthier lives through nutrition education.

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AN OVERVIEW ON THE CORPORATE SOCIAL
RESPONSIBILITY INITIATIVES BY NESTL’E S.A
Varun Kesavan, Research Scholar, E – Mail Id –
varunkesavan@yahoo.com
INTRODUCTION
Nestlé S.A. is a Swiss transnational food and drink company headquartered
in Vevey, Vaud, Switzerland. It is the largest food company in the world,
measured by revenues and other metrics, since 2014.[3][4][5][6][7] It ranked No.
64 on the Fortune Global 500 in 2017[8] and No. 33 on the 2016 edition of the
Forbes Global 2000 list of largest public companies.[9]
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 CHF1 billion (about US$1.1 billion),[10] including Nespresso, Nescafé, Kit
Kat, Smarties, Nesquik, Stouffer's, Vittel, and Maggi. Nestlé has 447 factories,
operates in 194 countries, and employs around 339,000 people.[11] It is one of
the main shareholders of L'Oreal, the world's largest cosmetics company.[12]
Nestlé was formed in 1905 by the merger of the Anglo-Swiss Milk Company,
established in 1866 by brothers George and Charles Page, and FarineLactée
Henri Nestlé, founded in 1866 by Henri Nestlé (born Heinrich Nestle).

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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.
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.
HISTORY
1866–1900: Founding and early years
Nestlé's origins date back to the 1860s, when two separate Swiss enterprises
were founded that would later form the core of Nestlé. In the succeeding
decades, the two competing enterprises aggressively expanded their
businesses throughout Europe and the United States.[13]
In 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. Their first British operation was opened
at Chippenham, Wiltshire, in 1873.[14]
In 1867, in Vevey, Henri Nestlé developed milk-based baby food and soon
began marketing it. The following year saw Daniel Peter begin seven years of
work perfecting his invention, the milk chocolate manufacturing process.

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Nestlé was the crucial co-operation that Peter needed to solve the problem of
removing all the water from the milk added to his chocolate and thus
preventing the product from developing mildew. Henri Nestlé retired in 1875
but the company, under new ownership, retained his name
as SociétéFarineLactée Henri Nestlé.
In 1877, Anglo-Swiss added milk-based baby foods to their products; in the
following year, the Nestlé Company added condensed milk to their portfolio,
which made the firms direct and fierce rivals.
In 1879, Nestle merged with milk chocolate inventor Daniel Peter.
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.[15]
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. Maggi was a major manufacturer of soup mixes and
related foodstuffs. 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.

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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.
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.[16]
Nestlé felt the effects of the Second World War immediately. Profits dropped
from US$20 million in 1938 to US$6 million in 1939. Factories were
established in developing countries, particularly in Latin America. 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.
After the war, 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.
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.

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Crosse & Blackwell followed in 1950, as did Findus (1963), Libby's (1971),
and Stouffer's (1973). Diversification came with a shareholding in L'Oreal in
1974. In 1977, Nestlé made its second venture outside the food industry, by
acquiring Alcon Laboratories Inc.In the 1980s, Nestlé's improved bottom line
allowed the company to launch a new round of acquisitions. Carnation was
acquired for $3 billion in 1984 and brought the evaporated milk brand, as well
as Coffee-Mate and Friskies to Nestlé. The confectionery company Rowntree
Mackintosh was acquired in 1988 for $4.5 billion, which brought brands such
as Kit Kat, Smarties, and Aero.
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), 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 iconic American
company Hershey's, one of its fiercest confectionery competitors, but the deal
eventually fell through.[17]

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In December 2005, Nestlé bought the Greek company Delta Ice Cream for
€240 million. 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.[18] In July 2007, completing a deal announced the year before, Nestlé
acquired the Medical Nutrition division of Novartis Pharmaceutical
for US$2.5 billion, also acquiring, the milk-flavoring product known
as Ovaltine, the "Boost" and "Resource" lines of nutritional supplements, and
Optifast dieting products.[19]
In April 2007, returning to its roots, Nestlé bought US baby-food
manufacturer Gerber for US$5.5 billion.[20][21][22] In December 2007, Nestlé
entered into a strategic partnership with a Belgian chocolate maker, Pierre
Marcolini.[23]
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.[24] On 1
March 2010, Nestlé concluded the purchase of Kraft Foods's North American
frozen pizza business for US$3.7 billion.
Since 2010, Nestle 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.

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The Institute aims to develop "a new industry between food and
pharmaceuticals" by creating foodstuffs with preventative 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.[25]
In July 2011, Nestlé SA agreed to buy 60 percent of Hsu Fu Chi International
Ltd. for about US$1.7 billion.[26] 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.[27][28][29]
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.[30]
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.[31]

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In February 2013, Nestlé Health Science bought Pamlab, which makes
medical foods based on L-methylfolate targeting depression, diabetes, and
memory loss.[32] In February 2014, Nestlé sold its PowerBar sports nutrition
business to Post Holdings, Inc.[33] Later, in November 2014, Nestlé announced
that it was exploring strategic options for its frozen food subsidiary, Davigel.[34]
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.[35]
Nestlé announced in January 2017 that it was relocating its U.S. headquarters
from Glendale, California, to Rosslyn, Virginia outside of Washington, DC.[36]
In March 2017, Nestlé announced that they will lower the sugar content in Kit
Kat, Yorkie and Aero chocolate bars by 10% by 2018.[37] In July followed a
similar announcement concerning the reduction of sugar content in its
breakfast cereals in the UK.[38]

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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,[39] explaining how the firm should change its business
structure.[40] 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.[40]
In September 2017, Nestlé S.A. acquired a majority stake of Blue
Bottle.[41] While the deal's financial details were not disclosed, the Financial
Times reported "Nestle is understood to be paying up to $500m for the 68 per
cent stake in Blue Bottle".[42] Blue Bottle expects to increase sales by 70% this
year.[43]
In September 2017, Nestlé USA agreed to acquire Sweet Earth, a California-
based producer of plant-based foods, for an undisclosed sum.[44]
In January 2018, Nestlé USA announced it is selling its U.S. confectionary
business to Ferrero, an Italian chocolate and candy maker.[45] The company
was sold for a total of an estimated $2.8 billion.[45]

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PRODUCTS
Nestlé has over 8,000 brands[57] 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.
SOCIAL INITIATIVES BY NESTLE INDIA
Improving Access to Water among Communities
Empowering Communities
Clean water is the backbone of healthy communities and as part of our
community initiatives, Nestlé India has undertaken programmes to provide
access to clean drinking water. Having clean water means being able to avoid
exposure to water-borne diseases and reduce the burden of ill health on
families. The benefits of having a source of clean water in a community are
even much wider. When women and girls no longer have to walk miles to
fetch water each day, they have more time to learn. Literacy rates rise.

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Nestlé India started the construction of clean drinking water facilities in
schools around its factories in 1999. The community outreach is implemented
directly and through our NGO partner Enable Health Society. Till year 2017,
Nestlé India constructed over 257 water tanks across 7 states benefitting
more than 140,000 students. In Rajasthan, we have partnered with the
Department of Medicine and Health to offer access to clean drinking water at
12 Public Health Centres as part of the Adarsh Public Health Centre Yojna
established by the Government.
Enhancing Livelihoods of Street Food Vendors
Offering Safe And Hygienic - Healthier Food
Nestlé India joined hands with the National Association of Street Vendors of
India (NASVI) and national and local food authorities to launch Project 'Serve
Safe Food' for training street food vendors on subjects including health,
hygiene, safe food handling, waste food disposal and entrepreneurship. At
these trainings, vendors learn about how to handle food with gloves,
handwashing, storage techniques, proper washing of fruits and vegetables,
personal hygiene and entrepreneurship. At the end of the course, the vendors
receive official certification that they have completed the training. They are
also encouraged to share the information with fellow street vendors.

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Street Food Vending and Programme Serve Safe Food
Street food vending is an important source of informal employment. It is an
integral part of experiencing culinary delight in India and a large number of
street food vendors are typically located at the most convenient points for
consumers. However, street food vendors face a variety of constraints
including lack of knowledge and skills in business, limited training
opportunities, and restricted mobility that prevents them from improving their
capacities. The project 'Serve Safe Food' in collaboration with NASVI offers
training on critical subjects of street food vending. During 2017, programme
was implemented across Goa, Rajasthan, U.P., Kerala and Delhi, reaching
out to about 4,800 street food vendors who were also awarded a certificate
and presented a hygiene kit at the end of the training.
Good Nutrition is the key to a Good Life

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At Nestlé India, we believe that the food industry can play a vital role in order
to enable healthier lives. Under the aegis of Nestlé Healthy Kids Programme,
we focus to provide nutrition education to adolescents. Education is a powerful
tool for ensuring that children understand the value of nutrition and physical
activity and continue leading healthy lives as they grow older. Eating nutritious
food and incorporating physical activities is the key to maintaining a healthy
lifestyle. Therefore the Nestlé Healthy Kids Programme has been developed
with a focus to raise nutrition, health and wellness awareness of school going
children.
The Programme is rolled out through the Department of Home Science/Food
Science in the Universities, which collect information on the nutritional status
of the region and are also acquainted with local food habits. The content of the
programme is developed in collaboration with the respective University partner
and is customised for each region.
It is being conducted in partnership with regional Universities (Punjab
Agriculture University in Ludhiana, GovindBallabh Pant University of
Agriculture and Technology in Pantnagar, National Dairy Research Institute in
Karnal, College of Home Science, Goa University, University of Agriculture
Sciences in Bangalore, and Himachal Pradesh KrishiVishvavidyalaya in
Palampur) around our factory locations.

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Through this programme, the students learn about seasonal and local fruits,
vegetables and cereals. They become aware of balanced eating practices.
They are also made aware of the role of hygienic practices and daily exercise
in relation to health. These students then serve as change agents by
propagating healthy eating practices in their homes and neighbourhoods.
Each student receives 12 hours of nutrition training conducted over six weeks.
The programme has benefitted over 59000 students till date.
Improving access to sanitation among communities

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Nestlé India endeavours to facilitate and remove what is considered to be the
major cause of dropout rate among girl students in the village schools. We
believe that education and empowerment of girl students can benefit the
quality of life in communities. Therefore in order to promote education and
ensure availability of basic sanitation facilities, Nestlé India works towards
improvement of access to sanitation to add value to the communities we
operate in.
In order to ensure availability of basic sanitation facilities, we have been
constructing sanitation facilities for girl students in village schools across all
our factory locations.
Tejaswini S is one of the many girls who benefitted from the sanitation facility.
She feels that this facility offers her more safety and privacy, which is a must
for every girl in this world.
In 2016, Nestlé India set up sanitation facilities in government schools in
Mumbai, Kolkata and Chennai, in addition to factory locations. Till date, over
325 facilities benefiting over 112,000 girl students have been set up by Nestlé
India.

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Bringing Water Stewardship to Sugarcane fields
Water is a critical resource and as a leading nutrition, health and wellness
company, it is our responsibility to ensure that we protect the ecosystems in
which we operate. We aim to be responsible stewards of water, ensuring it is
available and managed sustainably, protecting it through high-profile
collaborations, treating the water, educating communities in how to use water
efficiently.
Our various initiatives include efforts to reduce, re-use and re-cycle water,
across the value chain and with communities, for a sustainable tomorrow. This
has been accompanied by our efforts to spread awareness about sustainable
usage of water as well as providing clean and safe drinking water. We have
further partnered with institutions with expertise in the field of water and have
adopted new technologies to avoid wastage across our value chain.

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Nestlé India has a water stewardship initiative with AgSRI at the Kabini river
basin in Karnataka. The project sets up demonstration farms and trains
farmers on ecologically sustainable practices to reduce the agricultural water
withdrawal from the catchment area, while improving agricultural productivity.
This makes it possible to have more yield and good income by using less
seeds, less water and fewer fertilizers besides reducing the number of
labourers and expenditure. The SRI and SSI method can be used for
cultivating sugarcane, paddy and coffee.
For example, in case of sugarcane, farmers are trained to cultivate using a
methodology which is different from the traditional method. Instead of planting
sugarcane sets directly, they are taught to plant month old seedlings. The
farmers also learn how there will be sufficient sunlight, air and humidity if the
sugarcane sets are planted in rows having a width of 4x2 or 5x2 feet.
The farmers are further taught on how the waste of the sugarcane, without
being burnt and wasted can be, used to join the soil between the furrows to
help preserve the humidity, control the weeds and improve the soil fertility.

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Dairy Farmers Programme
Creating Shared Value for Three generations
“Our family has been dairy farmers for over three generations. I started the
tradition which is now being taken forward by my son and grandson. Being a
dairy farmer has changed my life significantly. It has given my family a
financially secure life which they always dreamt of. Dairy farming ensures a
regular source of income that is difficult through crop farming or labouring. I
have also been able to learn entrepreneurial skills over the years apart from
learning the technicalities of feeding and breeding cattle.”
Gurbax Singh has been a dairy farmer for over four decades. When Gurbax
started dairy farming he was the owner of a single cow and would sell milk to
earn a living. Through his friends, Gurbax came to know about Nestlé India’s
Dairy Farmer Programme and how it was helping farmers like him to live a
better life.

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Gurbax enrolled for the programme and this marked the beginning of a
relationship which would be carried forward by his future generations. He
became one of the regular milk suppliers at Nestlé India’s milk collection
centre and started getting paid the full value of milk supplied by him. The
sustained demand for milk all throughout the year helped him earn a regular
income which brought about financial stability and assured him of long-term
healthy relationships.
Gurbax started his own milk procurement centre with the earnings received
from the dairy farmer programme and the surplus that he had saved.

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Following the footsteps of his father, Gurbax’s son Amarjeet took up the family
business to take his father’s legacy forward as did Amarjeet’s son
Gursharanpreet.
Nestlé India has contributed to transforming Moga into a prosperous and
vibrant milk district. We work with around 100,000 milk farmers and collect
over 300 million kilograms of high quality milk every year across the States of
Punjab, Haryana and Rajasthan under our dairy farming programme. Helping
farmers to increase their knowledge and skills is a key focus area of our rural
development strategy. By adopting best practices, farmers are able to improve
productivity, trading relations and cost control. Our relationships are based on
the understanding that our investments must result in long term sustainable
growth and economic and social progress for the community, as well.

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Getting your nutrition basics right is the key to stay fit
The session under the Healthy Kids programme brought about a healthy
change in the thinking and lifestyle of many children.
Nestlé partnered with the NGO Magic Bus in 2014 to promote healthy eating
habits, better hygiene, regular play and gender sensitivity among children in
government schools across the cities of Delhi, Mumbai, Chennai, Bangalore,
Vizag and Hyderabad. The programme has reached out to about 52,000
adolescents in government schools till end 2015, with each child receiving
over 30 hours of nutrition training. In 2016, we expanded the programme
across Kolkata, Delhi, Mumbai, Hyderabad, Bangalore, Chennai, Mysore,
Guwahati and Vishakhapatnam and reached out to over 78,000 students. In
2017, the program will reach out to 1,40,000 students across 18 states.

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Building a sustainable planet the smarter way
Nestlé India has always emphasized on sustainable use of natural and non-
renewable resources as part of its commitment to nurturing and preserving the
environment. Within our factories there has been a continuous effort to
maximise production while minimising the consumption of natural resources
and reducing waste and emissions. We have always strived to improve
operational efficiencies, use natural resources sustainably and reduce water,
energy and CO2 emissions while doing business.

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In our manufacturing
Recognizing the significance of preserving natural resources, our factories
across locations have engaged in environmentally balanced initiatives leading
to:
 Reducing usage of energy by 47% per tonne of production
 Reducing our water usage by around 53% and generation of waste water by
around 55%
 Reducing CO2 emissions by 55%
In our endeavour to preserve natural resources, we are working towards
making Moga a zero-water factory. The Zer’Eau technology utilised in the
Moga factory helps recycle the water extracted from cow’s milk and reuse it
for processing, enabling us to save 25% of water use at the factory. This has
led to a decrease in the withdrawal of ground water for manufacturing
purposes.

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In our packaging
In 2016, we reduced around 800 tonnes of packaging material through
packaging optimisation. We are expanding the response of QR (Quick
Response) Codes to provide sustainable consumption tips and guidance on
recycling. We label our products as per the Nestlé Policy on Environmental
Sustainability and its guidelines on Packaging and Design. The labelling
includes identification of the type of material to determine recyclability and
anti-litter and recycle logos to remind consumers to dispose it in a safe and
environment-friendly way.
Nestlé India has always endeavoured to connect people to nature by
undertaking environment-friendly initiatives across its manufacturing facilities
and within communities to ensure a greener tomorrow for all.

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Empowering women through training
The Village Women Dairy Development Programme has been a game
changer for the lives of women in Moga. Not only are they being educated and
trained in good milking practices and cattle-care, this programme is also
helping them harness their entrepreneurial spirit to create an identity of their
own.
Nestlé India has trained over 66,000 women dairy farmers till date to foster a
better tomorrow for them.