Strategy - Nestl Roadmap to Good Food, Good Life

Our objective is to be the leader in Nutrition Health and Wellness, and the industry reference for
financial performance, trusted by all stakeholders.

We believe that leadership is not just about size; it is also about behaviour. Trust, too, is about
behaviour; and we recognise that trust is earned only over a long period of time by consistently
delivering on our promises. These objectives and behaviours are encapsulated in the simple phrase,
Good Food, Good Life, a phrase that sums up our corporate ambition.

The Nestl Roadmap (pdf, 58 Kb) is intended to create alignment for our people behind a cohesive set
of strategic priorities that will accelerate the achievement of our objectives. These objectives demand
from our people a blend of long-term inspiration needed to build for the future and short-term
entrepreneurial actions, delivering the necessary level of performance.

Competitive advantages

Unmatched product
and brand portfolio
Unmatched R&D
capability
Unmatched geographic
presence
People, culture, values
and attitude
True competitive advantage comes from a combination of
hard-to-copy advantages throughout the value chain, built
up over decades.
There are inherent links between great products and strong
R&D, between the broadest geographic presence and an
entrepreneurial spirit, between great people and strong
values.
Growth drivers

Nutrition, Health and
Wellness
Emerging markets and
Popularly
Positioned Products
Out-of-home
Premiumisation
These four areas provide particularly exciting prospects for
growth. They are applicable across all our categories and
around the world.

Everything we do is driven by our Nutrition, Health and
Wellness agenda, Good Food, Good Life, which seeks to
offer consumers products with the best nutritional profile in
their categories
Operational pillars

Innovation & Renovation
Wherever, whenever, however
Consumer engagement
Operational efficiency
Nestl must excel at each of these four
inter-related core competences. They drive
product development, renewal and quality,
operational performance, interactive
relationships with consumers and other
stakeholders and differentiation from our
competitors.

If we excel in these areas we will be
consumer-centric, we will accelerate our
performance in all key areas and we will
achieve excellence in execution.
We are seeking to achieve leadership and earn that trust by satisfying the expectations of consumers,
whose daily choices drive our performance, of shareholders, of the communities in which we operate
and of society as a whole. We believe that it is only possible to create long- term sustainable value for
our shareholders if our behaviour, strategies and operations are also creating value for the communities
where we operate, for our business partners and, of course, for our consumers. We call this Creating
Shared Value.

We are investing for the future to ensure the financial and environmental sustainability of our actions
and operations: in capacity, in technologies, in capabilities, in people, in brands, in R&D. Our aim is to
meet todays needs without compromising the ability of future generations to meet their needs, and to
do so in a way which will ensure profitable growth year after year and a high level of returns for our
shareholders and society at large over the long-term.