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Sharing Our Vision...

04 About Us

Sharing Our Vision...

Nestl Worldwide.

Nestl is the worlds leading Nutrition, Health and Wellness company.

CEOs Introduction.

About Us.

Products and Consumers.

Our Environmental Footprint.

Our People.

Sourcing, Agriculture, and Our Supply Chain.

Our Community.

Assurance Statement and GRI Index.

Nestl Oceania Creating Shared Value Report 2009

05

Nestl was founded in 1866 and is headquartered in Vevey, Switzerland. The company operates some 449 factories and employs 278,000 employees around the world. Our objective is to be recognised as the leader in Nutrition, Health and Wellness and as the reference for sustainable nancial performance, and trusted by all stakeholders.

CREATING SHARED VALUE AT NESTL As a basis for responsible operations and business success over the long term, Nestl believes it must manage its operations in a manner to comply with the highest standards of business practice and environmental sustainability. This involves compliance with national laws and relevant conventions, as well as our own regulations, which often go beyond our legal obligations. These are laid out in our Nestl Corporate Business Principles and related policy documents, and their application is verified through our CARE program and our internal Corporate Group Auditors. Beyond that, how we do business is based on sustainability ensuring that our activities preserve the environment for future generations. In line with the Brundtland Commissions definition, sustainable development to Nestl means development that meets the needs of the present without compromising the ability of future generations to meet their own needs. However, we believe that to build a profitable business for our shareholders, we must go beyond compliance and sustainability to a third level: creating long-term value both for society and for our shareholders. Given the nature of our business, we have identified nutrition, water and rural development as key global issues of concern to society. These three areas are core to our business strategy and competitive advantage, to driving growth in shareholder value and to meeting the needs of society.

OUR GLOBAL CREATING SHARED VALUE REPORTING In 2007, Nestl released its first global Creating Shared Value Report, and committed to issuing a similar report every two years. In alternate years, we have reported in more depth on one of our three focus areas: nutrition, water and rural development. These in-depth reviews included the Nestl Water Management Report in 2006 and Nutritional Needs and Quality Diets in 2008. The global reports are available at: www.nestle.com/csv In Oceania, we are committed to releasing an annual Oceania Creating Shared Value Report, supporting the global report and providing our regional stakeholders with a more detailed overview of our regional performance and key activities.

Nutrition, water, rural development

Creating Shared Value

Sustainability
Protect the future

Laws, business principles, codes of conduct

Compliance

Sharing Our Vision...

06 About Us

Sharing Our Vision...

Nestl Oceania.

Nauru Kiribati Solomon Islands Tokelau Tuvalu Wallis and Futuna Papua New Guinea Fiji Vanuatu New Caledonia Samoa Tonga Niue French Polynesia Pitcairn Australia Cook Islands

New Zealand

CEOs Introduction.

About Us.

Products and Consumers.

Our Environmental Footprint.

Our People.

Sourcing, Agriculture, and Our Supply Chain.

Our Community.

Assurance Statement and GRI Index.

Nestl Oceania Creating Shared Value Report 2009

07

Introducing Nestl Oceania

Nestl Oceania group is wholly owned by the Swiss-based global food and beverage company Nestl S.A. Across the Oceania region taking in Australia, New Zealand and the Pacic Islands Nestl employs around 5,295 people and, along with distribution centres and business and sales ofces, operates 15 factories. Our regional head ofce is at Rhodes in Sydney, Australia.
As a food and beverage business, our footprint extends right across the regions economy, from an agricultural and primary production supply base through to manufacturing operations scattered across the region and into the homes of millions of consumers who enjoy our products every day. This vast footprint brings with it a serious responsibility, varied sustainability challenges, and, on the ipside, a unique opportunity to create shared value right across the community.
SNAPSHOT OF OUR 2009 OCEANIA FOOTPRINT

3.130 5,295 15 2,523


Number of factories Approximate number of product lines

Oceania sales (AUD billion)

Total number of Full Time Equivalent employees

Sharing Our Vision...

08 About Us

Nestl Oceania: our business and the emerging CSV agenda

OUR STRUCTURE Nestl Oceania forms part of a broader regional business which also includes Asia, Africa and the Middle East. Within Oceania, our businesses and brands sit under a number of key divisions, including Pacific Islands, New Zealand, Beverages, Foods, Confectionery and Snacks, and Ice Cream, and incorporate our Uncle Tobys business, which includes nutritious snacks and a breakfast cereal business operated by Cereal Partners Worldwide (CPW), Nestls joint venture with US-based General Mills. Nestl Waters, Nestl Nutrition, Nestl Purina Pet Food, Nespresso and Nestl Professional are managed on a global basis out of Switzerland. In Australia, we are governed by a board of directors which is chaired by an independent chairman. The Board has oversight of strategy, company accounts and compliance with various company reporting and statutory requirements. In 2009, a number of director changes were announced, including the appointment of a new independent chairman, Elizabeth Proust. Whats new in 2009 business changes, transactions and announcements A number of business changes and transactions were announced throughout 2009. Further information on these transactions and particularly how they affected our employees is discussed in greater detail in the section Our People.

Sale of Fiji factory to local business partner, CJ Patel. 24 June 2009 Nestl Fiji Ltd sold its Ba factory, which produces Maggi Noodles and Jasons Snacks for the South Pacific Islands, as well as its snacks business, to long-term partner, local firm CJ Patel. Nestl Fiji and CJ Patel entered into a co-manufacturing agreement whereby Maggi noodles will continue to be produced for Nestl by CJ Patel at the Ba Factory, with Nestl providing ongoing manufacturing expertise to the factory. CJ Patel has taken over full responsibility for the manufacture and marketing of Jasons Snacks in the Fijian market and Jasons is expected to continue to be a leading growth brand in the local snacks category. CJ Patel will also begin production of sugar confectionery again. Nestl and Simplot enter into a combined licence and acquisition arrangement. 27 October 2009 Under the deal, Nestl licensed its leading frozen meals brand Lean Cuisine and Maggi frozen brand to Simplot Australia. Simplot Australia also acquired the Papa Giuseppi frozen pizza brand and the manufacturing facility at Pakenham, near Melbourne. The Pakenham site now trades under the name of Gippsland Food Company. Employees at the Pakenham factory work for Gippsland Food Company and will continue to manufacture Lean Cuisine and Maggi frozen food products.

CEOs Introduction.

About Us.

Products and Consumers.

Our Environmental Footprint.

Our People.

Sourcing, Agriculture, and Our Supply Chain.

Our Community.

Assurance Statement and GRI Index.

Nestl Oceania Creating Shared Value Report 2009

09

OUR KEY BRANDS Some of our key brands are set out below.

FRE

97% FAT
E*

Under the licensing agreement for Lean Cuisine and Maggi frozen foods, Simplot Australia acquired the right to manufacture, market and sell the products throughout Australia and New Zealand. Nestl Peters acquires several ice cream brands from Fonterra in Western Australia. 29 April 2009 Nestl Peters entered an agreement to acquire several ice cream brands, including Peters, previously owned by Fonterra in Western Australia. In addition to gaining the right to the Peters brand in WA, Nestl acquired other local ice cream brands found in the Peters impulse freezers in WA such as Giant Sandwich, and the Connoisseur brand. Securing the Peters brand in Western Australia (which was previously owned by Fonterra) means that the Nestl Peters brand has become a national ice cream brand. Multi million dollar upgrade for Uncle Tobys Wahgunyah factory. 13 January 2009 Nestl Australia Ltd and its joint venture partner in cereals, Cereal Partners Worldwide (CPW), announced a $28 million upgrade to operations. The upgrade involved automating the packing lines in Nestls Snacks operation and upgrading the packaging area in CPWs Cereals unit.

OUR CREATING SHARED VALUE STRATEGY, PRIORITIES AND GOVERNANCE We are focused on maximising value for our shareholders and value for society at the same time. This fundamental strategy known as Creating Shared Value keeps us focused on the areas where we can have the greatest impact, from a business and societal perspective. This includes those unique areas and issues which, given our position as a food and beverage business, we can uniquely tackle. Thats why we have set water, nutrition and rural development as key global priorities for our business. Looking closely at these issues, they all have a common thread. They are priority areas which are shared between our business and society more broadly. Water: because the ongoing quality and availability of it is critical to life, the production of food and to our operations. Rural development: because the overall wellbeing of the farmers, rural communities, workers, small entrepreneurs and suppliers is intrinsic to our ability to continue to do business in the future. Nutrition: because food and nutrition are the basis of good health and of our business.

Sharing Our Vision...

10 About Us

Members of the Oceania Sustainability Council (left to right): Peter Kelly, Director Corporate and External Relations; Christine Geary, Director of Human Resources; Ian Alwill, Executive Director of Group Marketing and Communications; and Juerg Stocker, Executive Director, Operations.

Membership Creating Shared Value Advisory Board

Claire Hewat

Chief Executive Officer, Dietitians Association of Australia

Prof Ian Caterson Dr James Horne Paul Toni

Boden Professor of Human Nutrition, University of NSW Deputy Secretary, Water Group, Department of Environment, Water, Heritage and the Arts Program Leader Development and Sustainability, WWF Australia

Heather Campbell

Chief Executive Officer, Landcare Australia

Dr Selwyn Heilbron

Secretary, Sustainable Agriculture Initiative Australia

Dr Simon Longstaff Ed Cordner

Executive Director, St James Ethics Centre Chief Executive Officer, National Packaging Covenant

Mia Freedman

Columnist, author, blogger and media consultant

CEOs Introduction.

About Us.

Products and Consumers.

Our Environmental Footprint.

Our People.

Sourcing, Agriculture, and Our Supply Chain.

Our Community.

Assurance Statement and GRI Index.

Nestl Oceania Creating Shared Value Report 2009

11

Regional priority areas Building on our global priorities and taking into account the social, environmental and economic fabric of this region here in Oceania we have regional-specific priorities. Drawing on the insight and advice of our newly-formed Nestl Oceania Creating Shared Value Advisory Board, we want to better identify and articulate these regionally-specific shared priorities and more fully integrate these into our business strategy. Some of these emerging issues are set out below: Sustainable agriculture and production Climate change Water Health and nutrition Responsible sourcing Responsible marketing and communications Environment Communities and agricultural development Public policy development Waste and food waste

ENGAGING OUR STAKEHOLDERS The very premise of Creating Shared Value requires an intimate understanding of stakeholder and societal issues. Its about identifying the areas of intersection between our business and society and focusing on those issues which simultaneously affect our long-term business prospects and the health and prosperity of our society. As such, engaging our stakeholders particularly around our Creating Shared Value agenda has been a major strategic focus for Nestl Oceania over the past 12 months. Drawing on the widely-used stakeholder engagement standard AA1000SES, weve put in place a new Creating Shared Value Stakeholder Engagement Framework. As a starting point, weve set out to more fully understand the key stakeholder groups right across our value chain who affect our business and/or are affected by us and our business activities. The new framework, consisting of both formal and informal mechanisms, assists Nestl Oceania to build stakeholder insight and issues into company decision making and strategy, develop our regional Creating Shared Value strategy and key priorities, strengthen our relationships and trust and ultimately build broader community support. At the heart of the new framework is a newly-formed and externally-led Creating Shared Value Advisory Board. The Board, which met for the first time in December 2009, establishes greater dialogue and co-operation in tackling the emerging social, environmental and stakeholder issues facing our business. The group will hopefully also challenge our thinking and approach and help us innovate and focus on material issues. Joined by the Nestl Oceania CEO and Chairman, the Advisory Board brings together our key stakeholders, including those with expertise and knowledge of corporate responsibility and sustainability strategy, nutrition, water, rural and agricultural development and other regional social and environmental issues.

We aim to further refine these issues throughout 2010 and, with the help of our Creating Shared Value Advisory Board, focus on key priority areas. Governance Our Creating Shared Value governance structure continues to evolve. We have put in place an executive-led Oceania Sustainability Council which provides oversight of our CSV approach including strategy, stakeholder engagement and our key initiatives. The Council also provides oversight of our Creating Shared Value reporting, performance and future commitments. The Council members (including Operations, Marketing, Human Resources and Corporate and External Relations) also sit on the Creating Shared Value Advisory Board, ensuring stakeholder priorities and internal strategy are aligned. We also have a long-standing Nutrition Council which provides oversight of our Nutrition, Health and Wellness activities.

Members of the Oceania Sustainability Secretariat (left to right): Fran Hernon, Corporate Affairs Manager; Jacky Nordsvan, Packaging Specialist; Justine Dixon, Executive Assistant; David McDowell, Safety Health and Environment Manager; Katrina Koutoulas, Corporate Marketing Manager; and Steven Ellwood, HR Business Partner, Operations. Absent: Karen Duncan, Environment Manager.

Sharing Our Vision...

12 About Us

THE FUNDAMENTALS: RESPONSIBLE AND SUSTAINABLE BUSINESS PRACTICES Our commitment to responsible and sustainable business practices is set out in the Nestl Corporate Business Principles. These reflect the 10 UN Global Compact Principles on Human Rights, Labour, the Environment and Corruption, and other relevant international norms, including the UN Millennium Development Goals and the OECD Guidelines for Multinational Enterprises. Our adherence to these Principles is tested each year through our independently-audited CARE program, which looks at how our commitments are being put into operation across four key pillars: Labour, Health and Safety, Environment and Business Integrity. The Nestl Corporate Business Principles are supported by a wide range of specific policies on nutrition, environmental sustainability, marketing, occupational health and safety, quality and safety and human resources. Our manufacturing sites are also certified against ISO 14001 (environment) and OHSAS 18001 (occupational health and safety) standards. Over 2009, Nestl Oceania joined with the St James Ethics Centre in the establishment of an Australian network of the Global Compact. ABOUT THIS REPORT This is our second Creating Shared Value Report. This report builds on our global report and provides our regional stakeholders with a detailed assessment of our key initiatives, challenges and 2009 performance. This year, we have more closely aligned our report with the Global Reporting Initiative (GRI) and, right across our various reporting areas, have incorporated many new GRI indicators. We have also greatly improved our materiality processes for determining what goes into this report and what doesnt and have bolstered the role of external stakeholders in this process, through the establishment of the Creating Shared Value Advisory Board and also direct one-on-one interviews with other key stakeholder groups. We are confident we are reporting against the performance areas which are most material to our business and to our stakeholders. In addition to shaping our report content, this engagement has provided us with rich insight into our stakeholders priorities and what issues we should be focusing on.

Global Reporting Initiative The Global Reporting Initiative (GRI) provides a generally accepted framework for reporting on an organisations economic, environmental and social performance. As with our first report, the Global Reporting Initiative is used as the basis of our Reporting. In 2009, weve more closely aligned our report with the GRIs Sustainability Reporting Guidelines, including a broader number of indicators and further drawing on GRIs Reporting Principles in putting together the report. This has ensured we are more closely considering key issues such as engaging with stakeholders, selecting material indicators, and adhering to a high standard of report quality. Our report currently represents a B+ reporting level and a GRI Content Index is set out on page 77. Globally, we are also participating closely through involvement in a joint industry and stakeholder Working Group in the development of a Food Processing Sector Supplement. The Working Group released a Draft Final Food Processing Sector Supplement in August 2009. Locally, Nestl Oceania has completed a review of the Draft Guidelines and looks forward to drawing upon these sector-specific indicators in future reports. Whats in and whats out selecting report content Our Materiality Process for determining key issues facing our business and what should be included in this report has been bolstered this year through the establishment of the Creating Shared Value Advisory Board. Assisting in identifying content and stakeholder issues and priorities for inclusion in this Report is a key role of the Advisory Board. More broadly, our Materiality Process, consisting of a four-step process, draws on a range of internal and external factors to identify the issues, risks and areas of our performance which should be covered within this report. It is a stakeholder-led process. Bolstering the Creating Shared Value Advisory Board, this year we also undertook a range of one-on-one stakeholder interviews. Stakeholders interviewed which were drawn from a comprehensive stakeholder mapping exercise undertaken throughout 2009 included customers, environmental and social groups, public health groups, consumer groups and academics. Our process also drew upon a Global Materiality Assessment undertaken by SustainAbility on behalf of Nestl Global. This assessment involved a review of material sustainability issues facing Nestls business globally drawn from three key areas: Non-Government Organisations; Media; Investors.

Four-step Materiality Process

What are the issues?


Identify social, environmental and stakeholder issues.

Impact on business and ability to influence


Assess ability to respond and influence.

Prioritise material issues


Prioritise material issues for inclusion in report.

Assess business impact.

CEOs Introduction.

About Us.

Products and Consumers.

Our Environmental Footprint.

Our People.

Sourcing, Agriculture, and Our Supply Chain.

Our Community.

Assurance Statement and GRI Index.

Nestl Oceania Creating Shared Value Report 2009

13

Nutrition, Rural Development and Water are priority issues for society where Nestl is committed to making a difference and is uniquely positioned to do so through our approach to Creating Shared Value.

Martin Brown, Business Executive Manager, Beverages.

Structure of this report Drawing on our Materiality Process, this report is structured around the key, material issues facing our business in Oceania in the areas of: Products and consumers Our environmental footprint Our people Sourcing, agriculture and our supply chain Our community

In a positive development this year, we have broadened the scope and role of our audit provider, SGS Australia, within this report. Please see SGSs Assurance Statement on page 75 for further information on the verification scope and process. As we more closely line up our report with the GRI, SGS Australia has also verified the reports broader alignment with the GRIs Sustainability Reporting Guidelines, including issues such as materiality, stakeholder inclusiveness, completeness and balance. SGS has also undertaken a formal review and gap analysis of our disclosures against the requirements of the G3 GRI application level B+. Our economic footprint Nestl has a large economic footprint in Oceania region, directly through our employment and supply chain activities and, indirectly, through our manufacturing operations scattered across communities in the region. In 2009, we performed well in a challenging economic environment, achieving global organic growth of 4.1 per cent and growing substantially faster than our industry. In Oceania, we reported a strong improvement in profitability and positive growth right across our business. We also improved productivity, reduced waste and reduced our operating expenses by some 8 per cent. This meant we could also increase investment in our brands by 22 per cent.

As with our 2008 report, we also feature a number of case studies which bring to life our CSV approach and key initiatives. In 2009, we are also featuring Opinion Pieces from two members of our Creating Shared Value Advisory Board. Dr Selwyn Heilbron, Secretary, Sustainable Agriculture Initiative Australia Looking forward our changing agricultural landscape and the implications for the food and beverage sector (page 58). Mia Freedman, columnist, author, blogger and media consultant What really matters to consumers social observations from a mum, consumer, author and blogger (page 22). Scope of report and verication This report covers Nestls operations in Oceania, including Australia, New Zealand and the Pacific Islands for the year ending 2009 (unless otherwise stated). This report also includes businesses such as Nestl Nutrition, Nestl Professional, Nestl Purina, and Uncle Tobys cereals. Whilst these businesses are managed globally, we feel they are important to include in this report given they form part of our geographic footprint in Oceania.

Sharing Our Vision...

14 About Us

Economic
GRI reference 2008 2009

Operational footprint Number of factories Number of product lines Value generation Oceania total sales (Billion AUD) Value distribution (AUD 000s) Net proceeds of sales Operating costs Taxes Net profit (AUD 000s)
Restated to include Nestl in the Market business units such as Nestl Professional and Nestl Purina Petcare. Nestl specific indicator.

18 3,500

15 2,523

EC1 EC1

3.059

3.130

3,125,318 2,936,100 77,160 112,059

3,194,669 2,885,812 96,653 212,204

Oceania sales breakdown*

2008

2009

Soluble coffee Powdered beverages Culinary Frozen Ice cream Confectionery and snacks

Chilled dairy Milk Nestl Nutrition Petcare Breakfast cereals Other products

* Breakdown of sales amended to better reflect business areas.

CEOs Introduction.

About Us.

Products and Consumers.

Our Environmental Footprint.

Our People.

Sourcing, Agriculture, and Our Supply Chain.

Our Community.

Assurance Statement and GRI Index.

Nestl Oceania Creating Shared Value Report 2009

15

Creating Shared Value performance summary


In line with the Global Reporting Initiative, we have included a wider set of economic indicators in this years CSV Report.
GRI reference 2008 2009

Economic Oceania total sales (Billion AUD) Net profit (AUD 000s) Nutrition Nestl Nutrition Oceania sales (AUD) Products meeting or exceeding Nutritional Foundation profiling criteria (as % of total sales) Renovated products for nutrition or health considerations (number of renovated products) Increase in nutritious ingredients or essential nutrients (number of renovated products) Reduction of sodium, sugars, TFAs, total fat or artificial colourings (number of products) Products covered by Nestl Nutritional Compass (% of sales) Products with %DI labelling (% of sales) Our environmental footprint Total energy consumption (GJ) Total energy consumption (GJ per tonne of manufactured product) Total energy greenhouse emissions (tonnes CO2e) * Water usage (kL) Water usage (kL per tonne of manufactured product) Non-hazardous waste disposed of to landfill (t) Materials recycled (t) Our people Workforce size Lost Time Injury Frequency Rate Leadership positions held by women (%)^v Employee turnover Hewitt Employee Engagement Score

EC1 EC1

3.059> 112,059

3.130 212,204

n/a n/a PR1 PR1 PR1 PR3 PR3

129,568,000 62 17 74 97% 59%

144,590,000 63% 73 1 173 97% 94%

EN3/EN4 n/a EN16 EN8 n/a EN22 EN22

1,895,501 6.1 207,788o 1,168,893 3.8 6,267 19,513

1,892,051 5.7 204,930 1,205,645 3.7 5,989 38,779

LA1 LA7 LA13 LA2 n/a

5,615 3.00
#

5,295 2.00 31% 9.8% 58%

32% 11.6%

Excludes Nestl In the Market (such as Purina, Nestl Professional and Nestl Nutrition). * This currently covers our material emission sources electricity, gas and other sources of scope 1 energy emissions from our factories. o Australian National Greenhouse Energy Reporting (NGER) C0 emission factors used from 2008 onwards. Previously, International Energy Agency emission factors were used. 2 ^ Excludes Nestl Pacific Islands and taken as at December. v Percentage of management which are women. Incorporates senior executives, senior management and management. From 2009, employee turnover represents all people who left the organisation voluntarily or due to dismissal, retrenchment or retirement and only applies to Nestl Oceania monthly paid employees. Previously, employee turnover represented voluntary resignations only. Australian and New Zealand employees only. Given Nestl participated in a global employee survey, the Hewitt survey was not completed in 2008. # From 2008 onwards, this is now an overall Nestl Oceania figure. Previously, it excluded additional Nestl businesses such as our Nutrition and petcare businesses. > Restated to include Nestl in the Market business units such as Nestl Professional and Nestl Purina Petcare.

Sharing Our Vision...

16 About Us

Progress snapshot how we are tracking against our to do list


Focus area Current targets Status / Progress New targets: 2010 and beyond

FUTURE CSV REPORTING AND STRATEGY

Improved alignment with Global Reporting Initiative (GRI) G3 guidelines. Engage key stakeholder groups on CSV reporting and priorities.

Have included a broader set of GRI Indicators and have achieved a B+ application level. Have developed comprehensive stakeholder engagement framework and established Oceania Creating Shared Value Advisory Board.

Further develop our CSV reporting processes and procedures where identified by our audit provider. Report against material indicators from the new GRI Food Processing Sector Supplement. Hold bi-annual meetings with the CSV Advisory Board.

PRODUCTS AND CONSUMERS

Reduce the level of sugar in selected products by at least 5% by 2012. Ensure 100% of Nestls product range comply with our Trans Fatty Acids (TFA) requirements by end of 2009. Reduce salt levels in our salty products, against a 2005 baseline, by 25% by the end of 2010. Continue our annual review of entire product portfolio against Nestl Nutritional Profiling System to support continuous improvement. Educate our consumers to better understand nutritional labelling, in particular Percentage Daily Intake (%DI) labelling. Ensure 100% of our retail products contain %DI labelling. Ensure 100% of Nestl Oceania employees complete nutrition-based training by 2011.

On track. A number of products have been reformulated to reduce sugar levels. Three products do not currently meet our Trans Fatty Acid policy. One product is currently being reformulated to meet the policy and the other two will be discontinued. In line with our salt policy, we continue to reformulate and renovate our products to reduce salt levels. In 2009, 100% of our Oceania products were audited against the Nestl Nutritional Profiling System. Detailed information on Nestl websites and also dedicated page in new cookbook with Australian Institute of Sport which will be on shelf March 2010. As at December 2009, 94% of our products contained %DI labelling, up from 59% from 2008. In 2009, some 646 employees received nutrition-based training, up from 292 employees in 2008. We have now trained over 1,600 employees since 2006. System has been developed and is being rolled out across the business.

Engage consumers in a way that drives increased nutrition and creates demand for a healthy food supply. Undertake research on consumer understanding of nutrition issues. Reduce the level of sugar in selected products by at least 5% by 2012. Reduce salt levels in our salty products, against a 2005 baseline, by 25% by the end of 2010. Continue our annual review of entire product portfolio against Nestl Nutritional Profiling System to support continuous improvement. Ensure 100% of our retail products contain %DI labelling. Ensure 100% of Nestl Oceania employees complete nutrition-based training by 2011. Ensure 100% of Nestls product range comply with our Trans Fatty Acids (TFA) requirements.

Launch comprehensive system to help track and report on our nutrition performance, including on a productby-product basis. Develop nutrition-based stakeholder engagement strategy targeting key health professionals in Australia.

Nutrition experts now part of CSV Advisory Board. Have also partnered with additional groups, including Go Grains, Coeliac Society, Anaphylaxis Australia.

CEOs Introduction.

About Us.

Products and Consumers.

Our Environmental Footprint.

Our People.

Sourcing, Agriculture, and Our Supply Chain.

Our Community.

Assurance Statement and GRI Index.

Nestl Oceania Creating Shared Value Report 2009

17

Focus area

Current targets

Status / Progress

New targets: 2010 and beyond

OUR ENVIRONMENTAL FOOTPRINT

Reduce energy consumption (per tonne of product) by 2% in 2009.

In 2009, we achieved a 6.6% reduction in our energy use per tonne of manufactured product, moving from 6.1 gigajoules of energy use per tonne of manufactured product to 5.7. Our performance was impacted by changes to product mix and an increase in shorter production runs to meet retail customer requirements. Further analysis completed in 2009. Key risks were prioritised and a mitigation strategy is being developed. Progress has been made, including a PIQET (Packaging Impact Quick Evaluation Tool) audit which looked at the key drivers which lead to negative/ positive impacts. This audit will guide our KPIs going forward. Submitted NGER report in October 2009.

Reduce energy consumption (per tonne of product) by 2% in 2010. Reduce water consumption (per tonne of product) by 4% in 2010. Reduce greenhouse gas emissions by 2.5% in 2010. Develop mitigation strategy to manage key sustainability risks (including water and carbon). Develop Key Performance Indicators for our packaging performance.

Reduce water consumption (per tonne of product) by 4% in 2009. Build climate change strategy encompassing whole of value chain approach. Develop Key Performance Indicators for our packaging performance.

Develop comprehensive greenhouse inventory in line with the Australian Governments NGER requirements. OUR PEOPLE

Reduce Lost Time Injury Frequency Rate to less than three injuries per million hours in 2009. Maintain employee turnover below 12%. Maintain employee engagement above 60% (within Hewitt Best Employer range).

In 2009 we saw a further 30% drop in our LTIFR, going from 3.00 (in 2008) to 2.00 injuries per million work hours. Achieved an employee turnover result of 9.1%. In 2009, our overall employee engagement was 58%, marginally down from 60% the previous year.

Reduce Lost Time Injury Frequency Rate to less than two injuries per million hours in 2010. Maintain employee turnover below 14%. Achieve Hewitt Best Employer employee engagement status. Ensure Supplier Code referenced in supply agreements for Nestl Pacific Islands. Ensure all high risk suppliers are audited as part of our Responsible Sourcing program.

SOURCING, AGRICULTURE AND OUR SUPPLY CHAIN

Ensure 100% of suppliers are in adherence to Nestl Supplier Code and other key sustainability policies and practices.

The Nestl Supplier Code forms part of all supplier agreements in Australia and New Zealand. In 2010, we will be reviewing Nestl Pacific Islands (NPI) to ensure the Nestl Supplier Code is integrated into our supplier procedures throughout the Pacific Islands. Environment and sustainability remains a key consideration in selection of suppliers. Our tender processes require suppliers to submit a proposal detailing their environmental policies, systems and considerations for the material or service being sourced. This forms a key criteria in the assessment of suppliers. In 2009, our Nestl Good Life Program contributed some AUD 5 million to community programs and broader sponsorship initiatives. Some 14 individual projects were implemented in 2009 across a diverse range of environmental issues, including revegetation, education and energy efficiency projects.

Ensure sustainability and environment considerations form part of tenders and decisions relating to award of suppliers.

OUR COMMUNITY

Maintain strong community support through Nestl Good Life programs and initiatives in lifestyle activity and education. Continue to support community environmental projects, through the Nestl Community Environment Program (NCEP).

Maintain strong community support through Nestl Good Life programs and initiatives in lifestyle activity and education. Respond to recommendations from the independent review of the NCEP program.

Employee turnover target is for voluntary resignations only.

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