The document outlines Nestlé Waters North America's new "Siting and Community Commitment Framework" for establishing spring water facilities. The framework was developed through a multi-step stakeholder engagement process to improve Nestlé's approach to siting projects based on past experiences. It provides principles and tools to guide engagement with local communities throughout the siting process and ensure their input is considered. The goal is to build stronger relationships and shared value with the locations where facilities are sited.

1.
Siting
and
Community
Commitment
Framework
1

2. What
is
the
Framework?
The
“Siting
and
Community
Commitment
Framework”
is
Nestlé
Waters
North
America’s
(NWNA)
outline
of
our
new,
stakeholder
informed,
approach
to
siting
new
spring
water
facilities.
We
believe
it
supports
our
goal
of
establishing
and
maintaining
positive
relationships
with
the
communities
where
Nestlé
Waters
North
America
sources
spring
water
and
operates
facilities.
We
recognize
that
strong
community
relations
are
important
to
developing
these
sites
in
a
manner
that
works
well
for
both
the
local
community
and
the
company.
The
framework
consists
of
principles
and
tools
connected
to
key
steps
throughout
the
site
development
process.
The
principles
are
now
a
set
of
public
guidance
statements
supported
by
commitments
on
how
NWNA
intends
to
operate
before,
during
and
after
siting.
The
tools
will
help
our
representatives
provide
information
that
addresses
the
unique
needs
of
each
community
in
which
we
seek
to
site
a
spring
water
facility.
It
will
also
help
them
engage
in
dialogue
with
community
leaders,
residents
and
organizations
to
build
trust.
The
framework
is
supported
by
two
key
processes:
1. An
engagement
approach
at
the
local
level
that
seeks
to
understand
each
community’s
needs
and
concerns
and
provide
ongoing
dialog
about
the
project
and
the
process.
2. Engagement
by
Nestle
Water
North
America
with
stakeholders
at
the
national
level
on
issues
that
are
larger
than
–
but
often
impact
–
relations
with
individual
communities
(e.g.,
concerns
about
water
use
and
its
protection,
environmental
footprint
and/or
recycling).
The
framework
provides
a
structure
to
consult
with
local
communities,
seek
their
input
and
understand
their
questions
and
concerns,
both
during
the
siting
process
and
beyond.
2

3. Why
did
we
develop
this
Framework?
One
goal
of
Nestlé
Waters
North
America
(NWNA)
is
to
create
shared
value
in
communities
where
we
operate.
We
bring
potential
economic
benefits
to
communities,
including
job
creation,
contribution
to
the
tax
base,
support
of
local
businesses,
capital
investments,
and
expertise
in
local
water
resource
management
and
charitable
giving.
To
turn
that
potential
into
shared
value
requires
listening
to
and
understanding
the
issues,
concerns
and
needs
of
each
community.
Over
the
past
decade,
we
experienced
considerable
growth
and
were
involved
in
the
siting
process
with
communities
across
the
country.
Over
several
years,
it
became
clear
that
we
needed
to
review
the
way
we
approached
that
process
in
order
to
improve.
While
some
sites
were
developed
with
little
or
no
controversy,
others
were
more
controversial.
It
was
imperative
to
learn
and
understand
the
reasons
for
this
reaction,
identify
ways
to
improve,
and
create
a
process
that
better
meets
community
expectations.
In
2008,
we
committed
to
working
with
stakeholders
to
develop
a
framework
to
more
proactively
manage
our
siting,
provide
communities
in
which
we
are
seeking
to
site
a
spring
water
facility
the
opportunity
to
voice
their
concerns
and
make
siting
efforts
more
transparent.
We
publicly
announced
this
goal
in
our
2008
Corporate
Citizenship
Report.
We
asked
Business
for
Social
Responsibility1
(BSR)
to
help
develop
this
new
framework,
drawing
on
its
experience
with
community
engagement
and
its
work
with
natural
resource
extraction
companies,
and
to
solicit
feedback
on
previous
NWNA
siting
projects
from
local
and
national
stakeholders.
1
BSR,
Business
for
Social
Responsibility
(bsr.org).
A
leader
in
corporate
responsibility
since
1992,
BSR
works
with
its
global
network
of
more
than
250
member
companies
to
develop
sustainable
business
strategies
and
solutions
through
consulting,
research
and
cross-­‐sector
collaboration.
3

4. How
was
the
Framework
developed?
BSR
led
us
through
a
four-­‐step
process
to
assess
and
evaluate
our
current
approach,
gather
stakeholder
feedback
on
what
could
be
improved,
and
develop
a
framework
to
guide
our
future
siting
projects.
This
process
is
outlined
below:
Assessment
Design
Alignment
Pilot
&
Training
Conduct
Draft
improved
Vet
improved
Train
our
siting
baseline
approach
approach
and
teams,
analysis
based
on
best
build
alignment
implement
in
practices
and
with
key
staff
pilot
siting
stakeholder
and
project
and
input
stakeholders
revise
based
on
pilot
site
results
Assessment.
BSR
conducted
more
than
60
interviews
with
internal
and
external
stakeholders
and
visited
key
NWNA
sites,
current
and
considered.
Internal
stakeholders
included
representatives
from
NWNA’s
corporate
communications,
corporate
citizenship
and
supply
chain
teams,
as
well
as
some
of
our
natural
resource
managers
involved
in
siting
and
community
engagement.
External
stakeholders
included
independent
geologists,
environmental
conservation
organizations,
activist
groups,
conflict
resolution
specialists
and
representatives
from
several
local
communities
where
we
sought
(both
successfully
and
unsuccessfully)
to
source
spring
water
and/or
locate
a
spring
water
facility.
We
received
candid
feedback
from
the
internal
and
external
stakeholders,
which
further
validated
the
need
to
develop
this
siting
framework.
Stakeholder
input
suggested
a
need
to:
• Develop
a
more
effective
way
to
understand
and
assess
the
needs
and
interests
of
communities
under
consideration
• Be
prepared
for
and
engage
in
dialogue
early
in
the
siting
process,
even
if
many
questions
do
not
yet
have
answers
• Communicate
the
potential
benefits
and
impacts
of
a
project
in
a
more
clear
and
direct
way
• Reach
beyond
regulatory
requirements
to
engage
directly
and
transparently
with
the
public
in
communities
• Provide
additional
training
and/or
resources
to
ensure
we
consistently
engage
in
dialogue
with
communities
in
a
prompt,
patient,
respectful,
and
convenient
way.
Design.
The
results
of
the
assessment
were
shared
during
a
design
charrette
–
a
participatory
meeting
–
held
for
our
staff
and
external
stakeholders
who,
along
with
the
assessment
results,
contributed
ideas
and
expertise
for
the
framework.
4

5. Alignment.
To
ensure
the
draft
framework
reflects
best
practices
and
will
effectively
improve
NWNA’s
practices,
BSR
invited
external
experts
in
community
engagement,
watershed
management
and
corporate
social
responsibility
to
assess
the
framework.
We
revised
and
refined
the
framework
to
incorporate
the
experts’
comments
and
feedback.
Pilot/Training.
Training
will
need
to
take
place,
and
the
framework
will
be
put
into
practice
for
new
siting
opportunities
and
continually
revised
based
on
pilot
and
ongoing
results.
5

6. How is the Framework structured?
The
Siting
and
Community
Commitment
Framework
is
a
set
of
principles
(green),
processes
(red)
and
tools
(blue)
to
help
guide
NWNA
in
openly
interacting
with
a
community
during
the
siting
process.
The
development
of
this
was
a
direct
outcome
of
feedback
from
both
internal
and
external
stakeholders.
The
goals
are
to
transparently
share
the
process,
proactively
engage
with
the
community,
build
capacity
and
provide
tools
to
create
shared
value
for
NWNA
and
the
local
community.
The
framework
provides
practical
guidance
for
conducting
open
dialogue
with
communities
that
addresses
their
values,
interests
and
concerns.
Key
Components
of
the
Framework:
National
Stakeholder
Engagement:
Better
understanding
of
stakeholder
expectations
can
help
NWNA
improve
decision
making
and
help
ensure
the
long
term
sustainability
of
our
business.
NWNA
will
listen
to,
and
engage
with,
stakeholders
on
issues
and
opportunities
related
to
bottled
water.
From
this
input
NWNA
will
seek
to
set
targets
for
improvement
in
our
bi-­‐annual
citizenship
report
as
well
as
engage
with
others
on
achieving
these
goals.
The
engagement
will
enable
NWNA
to
clarify,
validate
and
get
feedback
on
its
approaches
and
focus
areas
as
well
as
draw
on
the
expertise
of
stakeholders
in
addressing
areas
of
concern.
6

7. The
Siting
&
Community
Principles
and
Commitments:
These
are
a
direct
public
statement
of
our
commitments
in
community
engagement,
water
stewardship
and
community
investment.
It
is
important
for
a
company
to
respectfully
integrate
into
the
local
community
and
to
earn
and
maintain
the
public’s
trust.
Because
water
resources
are
important
for
every
community,
it
is
understandable
that
people
will
have
questions
and
concerns
related
to
water
use
and
management.
These
Principles
and
Commitments
will
guide
us
in
consulting
with
the
community,
managing
water
resources
and
creating
value
for
the
community:
1.
Listening
and
Communicating
in
a
Respectful
and
Collaborative
Process
We
will
communicate
openly
in
the
siting
process,
listen
to
and
learn
about
the
local
communities,
respond
to
their
questions
and
review
their
priorities
as
we
design
our
projects.
NWNA’s
goal
is
to
ensure
the
community
understands
the
full
nature
of
the
project
proposal
and
has
the
opportunity
to
provide
feedback
and
discuss
concerns.
To
live
up
to
this
principle,
we
commit
to:
• share
information
in
a
timely
manner
with
public
officials
and
directly
with
local
communities
as
the
scientific
research
proceeds
• seek
opportunities
to
hear
from
the
community
formally
and
informally,
for
example,
in-­‐
person
meetings,
presentations
and/or
community
advisory
panels,
and
to
communicate
through
multiple
channels,
such
as
newsletters
or
project
websites,
in
an
effort
to
reach
and
encourage
participation
from
the
local
community
and
to
provide
an
opportunity
for
questions.
• establish
a
process
applicable
to
the
local
community
to
address
issues
that
may
arise
from
the
local
community
or
officials
during
the
site
development
process
and
during
on-­‐
going
operations.
2.
Managing
Water
Resources
for
Long-­‐Term
Sustainability
NWNA
will
obtain
required
permits
and
comply
with
regulations
and
requirements
regarding
its
proposed
siting.
Our
actions
will
continue
to
demonstrate
the
importance
of
responsible,
respectful
management
of
natural
resources.
This
principle
applies
to
the
management
of
our
spring
sites
selection
and
development
of
spring
water
sources,
rate
and
volume
of
water
withdrawal,
design,
construction,
operation,
distribution
and
transportation.
We
monitor
and
manage
our
spring
sites
to
help
ensure
that
our
water
withdrawals
and
their
effect
on
the
quality
and
quantity
of
water
resources,
the
watershed
ecosystem,
our
neighbors
and
other
water
users
are
sustainable
over
the
long
term.
To
live
up
to
this
principle,
we
make
the
follow
commitments:
Assessment
• Before
filing
water
permit
applications,
the
spring
source
is
studied
for
at
least
one
year
(all
four
seasons).
We
may
undertake
a
longer
study
if
the
scientific
studies
suggest
further
analysis.
• NWNA conducts scientific studies at proposed spring water sites as part of the site
selection process. These studies cover appropriate aspects of both the biological
7

8. environment and the physical nature of the potential source aquifer. These studies are
designed to better understand the potential effects of NWNA’s
use
of
spring
water
and
may
include
some
or
all
of
the
following:
biological
studies
of
plant
and
fish
life
and
habitat, assessments of surface and ground water, and recharge patterns.
This
will
help
us
establish
a
base
line
for
the
potential
sustainable
yield
over
time
of
the
spring
source.
Monitoring
and
adaptive
strategies
• Monitoring
data
from
a
range
of
environmental
receptors
are
analyzed
on
an
on-­‐going
basis
for
the
duration
of
operations.
Examples
of
monitoring
might
include
biological
studies of plant and fish life and habitat, assessment of surface and ground water, and
recharge patterns. As
a
result
of
this
monitoring,
NWNA
adapts
its
use
of
the
resource
where
and
when
necessary
to
manage
the
source
sustainably
over
time.
Mitigation
• If
in
the
course
of
monitoring
and
managing
the
spring
source,
NWNA
finds
that
actual
results
are
inconsistent
with
projections
or
expectations,
it
will
conduct
a
scientific
investigation
to
evaluate
the
root
cause.
NWNA
will
consider
appropriate
mitigation
options,
which
may
include
temporarily
reducing
withdrawals
or
habitat
improvement
programs,
to
help
ensure
the
sustainability
of
the
resource.
NWNA
monitors
to
understand
the
effects
of
our
withdrawals
on
neighboring
wells
and,
where
applicable,
offers
well
assessment
and
protection
agreements
that
address
adverse
effects
to
their
water
supply
from
NWNA’s
use.
Transparency
• NWNA
shares
with
the
local
community:
o aquifer
test
results
and
base
line
conditions
of
the
proposed
spring
water
source
o results
of
studies
associated
with
the
proposed
development
of
the
spring
water
facility
o results
of
our
monitoring,
and
o if
and
when
appropriate,
our
mitigation
plans.
Third
Party
review
• NWNA
supports
review
of
its
science
by
a
mutually
agreed
upon
independent
and
appropriately
qualified
professional.
8

9.
Nestlé’
S.A.’s
global
commitment
on
water
Our
principle
of
‘Managing
Water
Resources
for
Long
Term
Sustainability’
should
be
seen
in
the
context
of
Nestlé’
S.A.’s
global
commitment
to
water.
Nestlé’s
Corporate
Business
Principles
state:-­‐
We
are
committed
to
the
sustainable
use
of
water
and
continuous
improvement
in
water
management.
We
recognize
that
the
world
faces
a
growing
water
challenge
and
that
responsible
management
of
the
world’s
resources
by
all
water
users
is
an
absolute
necessity.
In
addition,
Nestlé
also
recognizes
the
right
of
all
people
to
have
access
to
clean
water
to
meet
their
basic
needs.
Nestle
S.A.
is
a
founding
signatory
of
the
CEO
Water
Mandate,
an
initiative
led
by
the
United
Nations
Global
Compact.
In
2010,
the
UN
Global
Compact’s
CEO
Water
Mandate
published
a
Framework
for
Responsible
Policy
Engagement,
as
well
as
a
full
Guide
on
Responsible
Business
and
Water
Policy.
Furthermore,
the
Mandate
produced
a
White
Paper
on
the
Right
to
Water.
Nestlé
continued
to
be
one
of
the
leading
companies
within
the
Mandate
and
has
been
active
in
all
three
work
streams
on
Policy
Engagement,
Water
Disclosure
and
Human
Right
to
Water.
3.
Shared
Value
and
Community
Investment
We
strive
to
develop
our
spring
sites
in
a
manner
that
creates
shared
value,
by
working
with
the
local
community
to
enhance
the
positive
contributions
of
our
presence
and
understanding
potential
challenges.
Our
goal
is
to
make
meaningful
contributions
to
communities
where
we
do
business
and
to
create
shared
value
that
earns
respect
and
trust.
We
seek
to
understand
the
ways
in
which
we
can
bring
value
to
the
community
through
jobs
and
tax
revenues,
our
expertise
in
sustainable
water
resource
management,
partnerships,
charitable
giving
and
volunteerism.
To
live
up
to
this
principle,
we
commit
to
• offer
local
employment
opportunities
and
support
local
suppliers,
where
practical,
for
the
operation
of
the
proposed
spring
water
facility.
NWNA
jobs
typically
provide
total
compensation
and
benefits
that
are
above
average
compared
to
comparable
jobs
with
other
employers
in
the
area
including
medical
and
dental
benefits,
401(k)
and
profit
sharing
for
its
employees.
• work
with
the
local
community
to
explore
how
NWNA’s
proposed
presence
in
the
community
can
help
meet
the
specific
needs
of
the
local
community,
merging
community
input
with
NWNA’s
focus
on
watershed
improvement,
water
education,
and
community
health
&
wellness.
• undertake
traffic
and
environmental
studies
for
the
proposed
siting
of
a
spring
water
facility
and
other
appropriate
economic
and
community
assessments
as
applicable.
9

10.
The
Side
by
Side
Process
for
Site
Development:
This
process
is
used
to
develop
new
spring
water
sources.
Different
members
of
our
siting
teams
must
work
side
by
side,
in
unison,
to
help
meet
community
and
company
expectations.
The
side
by
side
is
a
clear
“road
map”
that
helps
our
representatives
understand
their
responsibilities,
and
helps
everyone
see
opportunities
for
engagement.
Developing
and
maintaining
positive
community
relations
requires
proactive
management
throughout
the
site
development
process.
Community
relations
and
engagement
activities
fit
with
the
different
phases
of
the
project
cycle,
from
initial
concept
through
construction
and
operations.
Homework
–
Step
I
-­‐
the
starting
point.
This
phase
assesses
if
the
site
is
likely,
from
the
surficial
review,
to
meet
NWNA’s
environmental,
quality
and
other
criteria.
Commit
to
Investigate
&
Plan
Engagement
–
Step
II
–
If
a
site
passes
the
Homework
phase
then,
as
we
continue
to
monitor
the
source,
we
seek
to
better
understand
the
local
community
and
stakeholders
and
start
to
the
engagement
process.
Program
of
Investigation
&
Engagement
–
Step
III
-­‐
This
is
generally
the
longest
phase.
It
includes
carrying
out
the
engagement
plan
and
undertaking
ongoing
dialogue
with
stakeholders
on
the
investigation
and
project.
It
is
also
in
this
phase
that
the
majority
of
scientific
investigation
is
conducted,
usually
in
a
phased
approach
over
time.
Design,
Permitting
&
Engagement
–
Step
IV
-­‐
In
this
phase
we
gather
the
results
of
studies
undertaken,
share
with
stakeholders
and
get
feedback,
and
determine
if
and
to
what
extent
the
spring
source
can
be
developed.
At
this
stage
we
decide
if
we
proceed
to
formal
permitting
of
the
site.
We
will
work
with
the
local
community
to
identify
ways
in
which
we
can
deliver
on
our
commitment
to
add
value
to
the
local
community
Ground
Breaking
and
Operations
-­‐
Step
V
–
After
receiving
permits
to
proceed,
we
start
construction,
hiring,
training
and
commence
operations.
We
also
begin
our
community
investment
programs
developed
in
Step
IV.
10

11.
Graphically
this
step
by
step
and
side
by
side
process
looks
like
this:
11

12. The
Community
Engagement
Toolkit:
The
Community
Engagement
Toolkit
consists
of:
» Tools
that
support
key
activities
at
different
phases
of
the
site
development
process
to
develop
and
execute
a
community
engagement
strategy.
» Guidance
that
provides
more
qualitative
insight
and
direction
based
on
experience
and
best
practice.
Shared
Value:
Nestle
Waters
North
America
believes
in
creating
shared
value
in
the
communities
where
we
are
a
member.
We
seek
to
be
a
positive
force
in
local
communities,
providing
long-­‐term
mutual
value
through
our
business
operations.
Economic
benefits
from
business
presence
such
as
jobs
and
tax
revenues
that
result
from
our
development
and
operation
of
a
spring
water
source
or
a
bottling
facility
represent
a
baseline
upon
which
shared
value
is
developed.
We
seek
to
be
a
preferred
local
employer
through
investment
in
long-­‐term,
value-­‐added
jobs
and
spending
with
vendors
in
the
state,
where
practical,
to
contribute
to
economic
vitality.
We
understand
that
a
key
way
shared
value
is
created
is
through
community
engagement
and
knowledge
of
individual
community
needs
and
aspirations.
We
seek
to
listen
to
the
community
to
understand
its
priorities,
needs
and
concerns
and
tailor
our
contribution
appropriately.
Our
community
investment
policy
sets
out
strategic
priorities
for
support
(sponsorship,
donation,
or
partnerships
etc.),
allows
local
managers
to
respond
to
specific
community
needs
as
articulated
by
that
community,
and
encourages
our
employees
to
volunteer.
Specifically,
the
policy
supports:
• partnering
with
the
local
community
to
help
ensure
the
local
watershed
is
understood,
protected
and
maintained,
including
supporting
science
education
about
watersheds
at
local
schools
• healthy
hydration
initiatives,
such
as
providing
water
for
sports
events
in
the
local
community
• providing
water
for
emergencies
• programs
that
meet
specific
local
communities
needs
Integration
Plan:
The
Framework
for
Community
Commitment
in
Siting
will
be
supported
by
an
implementation
plan
to
ensure
that
the
proper
capabilities,
resources
and
accountabilities
are
developed
to
carry
out
the
framework
successfully.
This
will
be
carried
out
over
the
next
year
or
so.
12

13. What
will
be
different
based
on
the
Framework?
In
the
past,
we
have
evolved
and
adapted
our
siting
process
based
on
what
we
learned
from
each
new
community
we
work
with.
From
these
experiences
we
have
engaged
in
activities
such
as
one-­‐on-­‐one
meetings
with
residents,
large
group
public
presentations,
information
hotlines
and
community
newsletters.
The
framework
resulting
from
the
informed
BSR
process
however
represents
an
improvement
and
new
direction.
Here
are
some
of
the
changes
we
have
made
to
our
siting
approach:
» National
engagement.
We
will
engage
with
stakeholders
at
a
national
level
to
address
regional
and/or
national
issues
which
are
often
raised
during
conversations
with
local
communities,
and
work
with
others
to
identify
solutions
» An
approach
to
community
engagement
based
on
articulated
principles
and
specific
commitments.
The
principles
will
guide
our
conduct
in
local
communities
during
the
siting
process
and
the
specific
commitments
outline
tangible
actions
so
that
the
community
knows
what
to
expect
from
us.
» An
enhanced
community
assessment
process.
We
have
developed
an
enhanced
process
to
better
understand
the
community
needs
and
concerns
at
early
stages
of
siting.
We
want
to
learn
as
much
as
possible,
as
early
as
possible,
about
who
the
key
stakeholders
are
and
their
interests
and
concerns.
This
assessment
process
will
help
us
better
understand
the
community’s
perspective
and
address
potential
issues
in
a
more
open
and
transparent
way.
» Tools
to
encourage
more
effective
engagement.
We
have
developed
tools
to
help
our
siting
teams
with
effective
communications
outreach
and
dialogue
that
can
also
be
customized
to
the
specific
needs
and
expectations
of
each
community.
BSR
has
incorporated
suggestions
and
provided
guidance
on
common
dilemmas
to
build
the
capacity
of
our
staff
“on
the
ground.”
» Integrated
engagement
in
the
site
development
process.
We
have
developed
a
vision
for
on-­‐going
community
engagement
throughout
the
five
phases
of
the
siting
process
(see
chart
on
page
10).
Again,
while
each
situation
will
be
different,
this
enhanced
siting
process
is
intended
to
provide
broad
guidance
on
the
kinds
of
activities
our
staff
in
the
field
should
be
undertaking
to
develop
and
implement
effective
community
engagement
at
different
stages
of
spring
site
development.
» A
clearer
statement
of
shared
value.
As
part
of
a
broader
initiative
at
Nestlé
Waters
North
America
to
articulate
the
“shared
value”
our
company
seeks
to
create,
we
have
better
defined
our
opportunities
to
contribute
to
communities.
We
are
developing
policies
and
practices
for
more
effective
community
investment,
employee
volunteering
and
other
types
of
contributions.
13

14.
What’s
next?
The
framework
is
intended
to
be
applied
by
NWNA’s
siting
teams
–
our
employees
and
other
team
members
in
the
field
who
guide
the
process
of
site
development.
We
plan
to
incorporate
this
framework
into
training
programs
for
relevant
employee
groups
and
develop
mechanisms
for
ongoing
review
of
the
framework.
As
has
been
noted,
every
site
will
be
different
–
and
so
the
framework
is
built
to
provide
expectations
and
boundaries
as
well
as
tools,
processes
and
options
that
provide
some
flexibility.
The
specifics
of
how
often,
and
in
what
form,
engagement
and
accountability
take
place
will
be
determined
by
each
site
development
project.
For
our
part,
we
commit
to
using
the
framework
as
a
guide
to
engage
responsibly
with
those
communities
where
we
seek
a
new
spring
water
source
and/or
seek
to
operate
a
new
spring
bottling
facility.
We
hope
it
will
help
a
community
understand
the
process
and
expectations
as
well
as
help
address
issues
and
promote
dialogue
that
leads
to
shared
value
for
the
community,
as
well
as
Nestlé
Waters
North
America.
14