Areas of strength
- As in 2013, Nestlé is among the top three performers in the ATNI Global Index.
- Nestlé’s overall nutrition governance and management is comprehensive and transparent, as was the case in the 2013 Global Index. It has developed and published its ‘Creating Shared Value’ framework which clearly elaborates commitments, objectives, targets and policies on nutrition, health and wellness to guide its activities and provide accountability.
- As in 2013, the company’s commitment to deliver more healthy foods incorporates a specific commitment to target low-income groups. Nestlé’s Popularly Positioned Products (PPPs) are an effective way of increasing access to nutritious and fortified foods. Three quarters of PPPs meet Nestlé’s Nutrition Foundation criteria and many of the products sold in developing markets are fortified to help address specific micronutrient deficiencies. Nestlé has leveraged its PPP model to reduce prices and enhance distribution of these products through adjusted formats, local manufacturing and non-traditional routes to market.
- Nestlé disclosed its Policy on Micronutrient Fortification of Food and Beverage Products, which covers product labeling and the use of health and nutrition claims. This enhanced disclosure increases transparency and accountability.
- Nestlé’s efforts to tackle undernutrition are almost exclusively delivered through commercial strategies focused on children, women and key priority groups. These strategies focus on developing countries, including high-priority countries. It also pursues initiatives to promote healthy diets, nutrition education and active lifestyles through its Creating Shared Value program.
Areas for improvement
- Nestlé makes significant efforts to reformulate its products, but there is no evidence that it has introduced new products which meet its Nutrition Foundation criteria in recent years.
- While Nestlé’s policy on marketing to children is considered relatively strong, the company has not addressed areas for improvement identified in 2013, including: raising the definition of the age of a child to 16; lowering the threshold for defining a child audience to 25%; and extending its policy to apply to secondary schools. However, it should be noted that the company’s definition of a child audience applies to new media, an improvement from 2013.
- Nestlé has not improved its approach to developing and implementing independent consumer-oriented healthy eating and active lifestyle programs. It does not commit to exclusively supporting independent programs implemented by third parties with relevant expertise, but rather maintains involvement in their design and implementation.
- The company does not have a strategic and comprehensive approach to funding non-commercial initiatives to address undernutrition either through its own programs or other organizations. A commitment to do this could generate a meaningful impact on quality for life of undernourished people.
- Nestlé should develop a commitment to playing an active and constructive part in supporting the efforts of developing country governments to address undernutrition.
- Nestle ranked first on the breast-milk substitutes (BMS) sub-ranking. Its policy commitments align strongly with the International Code of Marketing of Breast-milk Substitutes (The Code) and subsequent World Health Assembly (WHA), although they are not applied to all products in all markets. In both Vietnam and Indonesia, multiple observations of non-compliance with The Code were made.