Mixity Diag
NESTLE
Diversity & Inclusion Score
76/100
Labels and certifications
Principal diversity and inclusion indicators
Transversal
Gender
Disability
Ethnicity
Generations
LGBT+
Transversal
Mixity score
NESTLE
Medium score in my sector
Medium score in all companies
Key indicators
Number of persons in the organisation
9,517
Rate of employees satisfied with the D&I policy
80%
60%
80%
Number of employees questionned about Diversity and Inclusion in the organisation
during the last 2 years
Percentage of people in charge of purchasing trained in inclusive purchasing
during the last 2 years
Percentage of managers trained on non-discrimination during the last 24 months
during the last 2 years
Percentage of managers trained on non-discrimination during the last 24 months
during the last 2 years
Percentage of new arrivals in the organisation made aware to inclusion and non-discrimination
within 3 months of recruitment
Percentage of parents and caregivers identified in the organisation
Percentage of parents with dependent children
Percentage of caregivers supporting a relative with a loss of autonomy
Percentage of employees identified as caregivers or parents
UA*
UA*
UA*
The organisation promotes the pro-personal life balance of employees including parents and caregivers with the following actions ...
✓ Flexibilité des horaires
✓ Charte de télétravail pour les postes compatibles
✓ Gestions des enfants malades
✓ Prise en compte des vacances scolaires
✓ Dispositif de soutien aux aidants
✓ Autres
*UA = Unavailable
Strengths
Recruitment
Un tiers des managers (f/h/nb) ont également été formés au recrutement inclusif.
Governance
L'entreprise implique ses partenaires sociaux dans la définition et le suivi de sa politique de diversité et inclusion
Governance
L'entreprise a engagé une démarche de promotion de la diversité dans ses relations extérieures (fournisseurs, prestataires, sous-traitants, etc.)
Worklife balance
L' entreprise favorise l'équilibre vie pro/vie perso et prend en compte les situations des collaborateurs (f/h/nb) ayant des enfants, en adaptant l'organisation de leur travail.
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Areas of improvement
Awareness
Le taux de nouveaux arrivants (f/h/nb) dans l'entreprise sensibilisés à l'inclusion et la non-discrimination dans les 3 mois suivant le recrutement est inférieur à 20%.
Recruitment
Lors des entretiens de recrutement, l'entreprise ne communique pas encore sur les valeurs de diversité et d'inclusion.
Worklife balance
L'entreprise n'identifie pas encore les collaborateurs aidants (f/h/nb) (enfants ou proches en perte d'autonomie).
Recommended goals
Awareness
Continue training managers (f/h/nb) to reach 100% trained in non-discrimination and inclusion. Provide them with neutral recruitment tools (CV analysis grid, skills reference framework, standard job offers, recruitment and interview guide)
Monitor the implementation of the system for identifying and correcting recruitment bias and make it accessible to all employees (f/h/nb).
Monitor the implementation of the system for identifying and correcting recruitment bias and make it accessible to all employees (f/h/nb).
Awareness
Continue to survey employees on the company's Diversity and Inclusion policy (feeling of inclusion, satisfaction with the actions, knowledge of the systems, inappropriate behaviour, ideas and good practices, etc.) in order to achieve a better satisfaction rate.
Highlight your footprint, Mixity scores and targets in order to be transparent about your Diversity & Inclusion practices and promote your efforts.
Highlight your footprint, Mixity scores and targets in order to be transparent about your Diversity & Inclusion practices and promote your efforts.
Recruitment
Communicating the company's commitment to diversity and inclusion in job advertisements and recruitment interviews to convey its values.
Designing job advertisements to be inclusive of all profiles.
Include employees (f/h/nb) with atypical backgrounds in the executive recruitment process to promote diversity.
Designing job advertisements to be inclusive of all profiles.
Include employees (f/h/nb) with atypical backgrounds in the executive recruitment process to promote diversity.
Worklife balance
Carry out a survey to identify the number of parents and carers and to collect the needs in terms of actions and facilities.
Formalise a policy of support for carers (F/H/NB) by setting up specific actions and informing them of the measures already in place.
Formalise a policy of support for carers (F/H/NB) by setting up specific actions and informing them of the measures already in place.
Awareness
Continue the implementation of Diversity Days by broadening the topics and covering a maximum number of themes. Do not hesitate to go beyond the "flagship" days during the year and create more spontaneous events.
Let the members of internal networks and the company's reference persons be a force for proposals in this area.
Let the members of internal networks and the company's reference persons be a force for proposals in this area.
Gender
Mixity score
NESTLE
Medium score in my sector
Medium score in all companies
Key indicators
Split by generations in the organisation
Women
37%
Men
63%
Non-binary
UA*
Percentage of women senior managers in the organisation
Percentage of women on the Executive Committee
Percentage of women managers in the organisation
French Gender Equality Index
89
/ 100
Rating at the French Gender Equality Index
Actual pay gap between women and men (job families and comparable ages)
0.44%
in favour of men
Women
Men
Actual pay gap between women and men managers (job families and comparable ages)
UA*
Women
Men
Actual pay gap between women and men who are not managers (job families and comparable ages)
UA*
Women
Men
Percentage of women in the top 10 wages
Gap between the portion of women and men with a salary increase...
Femmes
Hommes
... increased in salary
2.06%
in favour of women
... promoted
2.20%
in favour of women
Gap between training hours attended by men and women
8%
in favour of men
Women
Men
Split by gender...
Women
Men
Non-binary
… in Sales/Sales/Customer Service Functions
53%
47%
UA*
... in technical and IT jobs (web, IT jobs, technicians, engineers, operators and specialized agents)
22%
78%
0%
... in support professions (administration, human resources, procurement, communication, marketing, logistics, risk, audit, finance)
50%
50%
0%
Number of paid leave for other new parent (fathers and co-parents) in days - in your organisation
11
UA*
30
Nat. Average.
2021
Percentage of employees made aware of sexual harassment and sexual violence.
*UA = Unavailable
Strengths
Career development
Le pourcentage de femmes augmentées après un congé maternité (1 an max) est de 100%.
Career development
Existence d'un programme de mentoring pour aider les femmes dans leur évolution de carrière.
Worklife balance
Participation de l'entreprise et/ou du CSE aux modes d'accueil de la petite enfance.
Recruitment
L'entreprise veille à proposer des stages / contrats en alternance pour les étudiants (f/h/nb) dans les métiers non-mixtes.
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Areas of improvement
Work-life balance
L'entreprise n'assure pas encore de suivi des congés pris par les seconds parents pour l'accueil de l'enfant.
Career development
Le taux de femmes + non binaires dans les métiers techniques et informatiques est de 22%.
Recommended goals
Governance
Monitor more precisely the main gender equality indicators (pay gap, increments, catching up after maternity leave, training, etc.) and implement corrective actions based on existing ones.
Governance
Strengthen gender parity at management level by challenging existing targets. Use the existing gender networks and mentoring programme to promote career support, skills assessments and training.
Continue to monitor training hours by gender in order to reduce the training gap between women and men.
Continue to monitor training hours by gender in order to reduce the training gap between women and men.
Recruitment
Monitor the newly implemented actions regarding the presentation of a share of women and men in the recruitment process.
Ensure that job advertisements are inclusive in terms of writing, skills and visuals.
Ensure that job advertisements are inclusive in terms of writing, skills and visuals.
Gender balance in the workforce
Continue recruitment actions for women in the technical and digital sector in order to achieve similar results to other trades.
Continue to offer specific internships and work placements for women and strengthen partnerships with schools involved in these issues.
Continue to offer specific internships and work placements for women and strengthen partnerships with schools involved in these issues.
Awareness
Strengthen existing awareness-raising around gender-based and sexual violence, including through more permanent materials and continuous display.
Worklife balance
Communicate more with employees (m/f/nb) about their rights and benefits regarding parental leave to ensure a good work/life balance.
Implement a follow-up of second-parent leave and awareness-raising among employees (m/f/nb).
Ensure effective follow-up before and after maternity and parental leave to gather needs and support the return to the company.
Implement a follow-up of second-parent leave and awareness-raising among employees (m/f/nb).
Ensure effective follow-up before and after maternity and parental leave to gather needs and support the return to the company.
Disability
Mixity score
NESTLE
Medium score in my sector
Medium score in all companies
Key indicators
Percentage of employees with invisible and visible disabilities in the organisation.
Recruitment rate on employees with disabilities during the last 12 months
Split by generations in the organisation
Women
Men
Non-binary
38%
62%
UA*
Percentage and annual net amount spent on purchases from structures in the protected and/or adapted work sector for disabled people
9,162,274
i.e. UA* of purchases
● 0.42%
● UA*
Accessibility rate ...
Accessibility rate of organisation sites (all establishments in France and head office in France of which you are the owner) as a percentage.
... in the organisation reference website
UA*
UA*
89%
83%
88%
87%
Percentage of employees having followed an awareness and / or training program during the year with mention of stereotypes related to disability
*UA = Unavailable
Strengths
Worklife balance
L'entreprise mène des actions en coordination avec la médecine du travail ou des partenaires externes pour réduire le risque de perte d’emploi pour raisons de santé.
Worklife balance
L'entreprise a prévu un dispositif ou est capable d'adapter l'environnement de travail et de faciliter le reclassement d'un salarié ayant un problème de santé au travail.
Recruitment
En phase de recrutement, existence d'une démarche pro-active pour trouver des candidats (f/h/nb) en situation de handicap.
Recruitment
L'entreprise a mis en place des stages / contrats en alternance pour les personnes en situation de handicap.
Awareness
Les actions de sensibilisation intègrent la prévention du handicap des salariés (risques professionnels, facteurs de risques des maladies chroniques : sédentarité, alimentation, addictions).
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Areas of improvement
Working conditions
Pas de suivi du taux d'accessibilité des établissements de l'entreprise.
Governance
Pas encore de diagnostic réalisé sur les éléments suivants : recrutements récurrents/situation de pénibilité/ analyse santé au travail.
Recommended goals
Governance
Carrying out a complete diagnosis (recurrent recruitment / situation of hardship / occupational health analysis) on disability thanks to players such as Agefiph.
Include an analysis of the accessibility of the company's buildings in this diagnosis.
Include an analysis of the accessibility of the company's buildings in this diagnosis.
Governance
Raise awareness internally of the invisible disability and support people who volunteer to declare a disability, in particular through recognition as a disabled worker.
Formalise the support system for people with chronic illnesses by raising awareness of these illnesses and communicating about the company's actions and systems.
Integrate invisible disabilities (mental disorders and neurodiversity) into awareness-raising, recruitment and purchasing procedures.
Formalise the support system for people with chronic illnesses by raising awareness of these illnesses and communicating about the company's actions and systems.
Integrate invisible disabilities (mental disorders and neurodiversity) into awareness-raising, recruitment and purchasing procedures.
Awareness
Continue to raise awareness of the subject of disability among employees (f/h/nb).
In addition to the strong external communication, communicate more internally on the company's commitment, for example by putting forward role models to testify on their experiences inside and outside the company.
In addition to the strong external communication, communicate more internally on the company's commitment, for example by putting forward role models to testify on their experiences inside and outside the company.
Purchases
Analyse recurrent purchases and encourage subcontracting and co-contracting with companies from the adapted and protected sector.
Ethnicity
Mixity score
NESTLE
Medium score in my sector
Medium score in all companies
Key indicators
Number of nationalities in the organisation
67
Number of nationalities in the Executive Commitee
2
Recruitment rate on employees from the priority areas of city Policy and rural areas
Percentage of trainees and/or internship from the priority areas of city Policy and rural areas
Executives' rate with a public or semi-public university degree/total Executives cohort
Percentage of people with a nationality other than French in the total workforce
Percentage of people with a nationality other than French within managers
*UA = Unavailable
Strengths
Governance
Le nombre de nationalités dans l'effectif est supérieur à 10.
Recruitment
L'entreprise accueille des stagiaires de 3ème issus du Réseau d'Education Prioritaire (REP).
Recruitment
Existence de dispositifs spécifiques avec des partenaires de l'emploi, associations, fondations... pour le recrutement de candidats fragilisés ou éloignés de l'emploi.
Worklife balance
Existence au sein de l'entreprise d'au moins une personne référente à même d'écouter ou d'apporter un soutien spécifique à un.e salarié.e sur des sujets liés à la discrimination (origines sociales, culturelles...) si nécessaire.
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Areas of improvement
Recruitment
L'entreprise ne suit pas encore le taux de réponses aux candidatures (spontanées et/ou réponses aux offres d'emplois de l'entreprise) en suivant la répartition par lieu de résidence et origine.
Worklife balance
Pas encore de management des pratiques religieuses défini pour l’environnement professionnel (règlement intérieur, guide interne du management...).
Recommended goals
Recruitment
Pursue recruitment actions in favour of people who are far from employment.
Carefully monitor and strengthen the multicultural and social diagnosis of recruitment through actions (onomastic analysis, testing, surveys, type of diplomas and schools, etc.).
Formalise the monitoring of response rates to applications.
Carefully monitor and strengthen the multicultural and social diagnosis of recruitment through actions (onomastic analysis, testing, surveys, type of diplomas and schools, etc.).
Formalise the monitoring of response rates to applications.
Awareness
Maintain efforts on events and resources on social and ethnic diversity in order to deconstruct the taboos that still exist around these topics.
Recruitment
Implement actions to recruit employees, trainees and alternating work experience (f/h/nb) from the urban policy districts. Monitor this data.
Also focus on refugees.
Also focus on refugees.
Awareness
Formalise a policy that defines the inclusive management of religious practices.
Train managers in the expression of religion with workshops/conferences.
Putting in place a guide on religious issues to set out the definitions, rights and duties of everyone.
Train managers in the expression of religion with workshops/conferences.
Putting in place a guide on religious issues to set out the definitions, rights and duties of everyone.
Generations
Mixity score
NESTLE
Medium score in my sector
Medium score in all companies
Key indicators
Split by generations in the organisation
Hiring rate of seniors over 50 (employment contracts) compared to all hires over the year (12 months)
Hiring rate of young people under 25 (employment contracts, internship and trainees included) compared to all hires over the year (12 months)
Hiring rate for under 30s from internships and work-study programs
Training rate
... over 55 years
81%
... under 25 years
100%
… of all staff
100%
Number of interns and work-study students recruited in the last 12 months
694
Middle age ...
*UA = Unavailable
Strengths
Recruitment
L'entreprise a mis en place une politique d’embauche d’apprentis.
Career development
Le taux d'effectif d'encadrement chez les salariés de moins de 45 ans est supérieur à 20%.
Career development
Existence d'un dispositif de tutorat jeunes -séniors au sein de l'entreprise.
Career development
L’entreprise a développé une culture de formation tout au long de la vie.
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Areas of improvement
Governance
Pas encore de politique "intergénérationnelle" au sein de l'entreprise.
Governance
Pas encore de scénarios définis pour la gestion des départs/arrivées du personnel en fonction des spécificités de votre pyramide des âges pour les 3 à 5 ans à venir.
Governance
Pas encore d'étude interne réalisée pour définir quels sont les collaborateurs qui détiennent les compétences clés de l'entreprise.
Career development
L'entreprise n'a pas encore défini des objectifs chiffrés de maintien dans l'emploi des salariés (f/h/nb) de plus de 55 ans.
Worklife balance
Pas encore de dispositif pour réduire le taux d'absentéisme des séniors.
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Recommended goals
Governance
Define scenarios for managing staff departures / arrivals according to the specificities of your age pyramid for the next 3 to 5 years in order to anticipate recruitment and skills transfer needs.
Working conditions
Strengthen actions to encourage people over 55 to remain in employment (adjustment of working hours and posts, retirement transition policy, part-time work, etc.) and define quantified targets for remaining in employment.
Recruitment
Implement actions to recruit more young people. Train recruiters on age stereotypes.
Monitor the rate of internships and work experience schemes that are evolving on a job offer. Strengthen partnerships with universities/schools to encourage the recruitment of young graduates (f/h/nb) and turn to dedicated platforms such as Jobteaser.
Monitor the rate of internships and work experience schemes that are evolving on a job offer. Strengthen partnerships with universities/schools to encourage the recruitment of young graduates (f/h/nb) and turn to dedicated platforms such as Jobteaser.
Training
Formalise an intergenerational policy to promote exchange and transmission.
Define the key competences within the company, establish profiles of the people who possess them and set up a transmission system.
Define the key competences within the company, establish profiles of the people who possess them and set up a transmission system.
Training
Set up skills sponsorship with organisations involved in diversity, inclusion and equal opportunities, particularly in the context of the retirement transition provision. Promote this scheme and monitor the number of people participating and the impact of the actions.
LGBT+
Mixity score
NESTLE
Medium score in my sector
Medium score in all companies
Key indicators
Number of employees who make part of the LGBT+ community and/or network
15
Existence of LGBT network gathering LGBT+ employees or allies
Split by gender in the LGBT+ network
8%
7%
UA*
Women
Men
Non-binary
Number of actions carried out during the year with LGBT associations
0
Number of media communication in the past 12 months on LGBT+ inclusion
1
Number of social media communication in the past 12 months on LGBT+ inclusion
2
Number of workshops, conferences, speaking engagements, testimonials on LGBT+ issues over the past 12 months
2
Percentage of employees made aware about LGBT topics
*UA = Unavailable
Strengths
Worklife balance
En cas de mobilité géographique, la prise en compte d'un couple pacsé est la même que pour un couple marié.
Awareness
L'entreprise a au moins une fois dans l'année été impliquée dans une manifestation externe faisant référence explicitement à l'orientation sexuelle / identité et expression du genre.
Areas of improvement
Governance
L'entreprise n'a pas encore mis en place une démarche de mécénat ou de soutien auprès d’organisations représentatives des personnes LGBT+.
Recruitment
L'entreprise n'a pas participé à un événement de recrutement qui s'adressent aux personnes LGBT+.
Awareness
L'entreprise n'a pas mené d'actions sur l'année avec des associations LGBT+.
Recommended goals
Governance
To give the LGBT+ issue the same priority as other diversity issues, especially when speaking externally and in the media.
Use the LGBT resource group as ambassadors of the company's policy and openness at recruitment events. Enable them to publicise the company's offers and commitments to attracting LGBT+ talent and demonstrate the company's policy on these issues.
Use the LGBT resource group as ambassadors of the company's policy and openness at recruitment events. Enable them to publicise the company's offers and commitments to attracting LGBT+ talent and demonstrate the company's policy on these issues.
Awareness
To ensure the proper implementation of the awareness-raising process for managers and HR staff to support the professional coming-out of LGBT+ persons.
Communicate explicitly internally on the management's openness towards LGBT+ people in order to create a caring corporate culture towards LGBT+ people, as well as on the sanction mechanism in place in case of LGBTphobic behaviour or remarks.
Highlight the focal point and newly developed documentation on the subject.
Communicate explicitly internally on the management's openness towards LGBT+ people in order to create a caring corporate culture towards LGBT+ people, as well as on the sanction mechanism in place in case of LGBTphobic behaviour or remarks.
Highlight the focal point and newly developed documentation on the subject.
Communication
Establish a support process for organisations representing LGBT+ people and LGBT+ student networks (sponsorship, donations, partnerships, etc.).
Carry out actions with LGBT+ organisations to show the company's commitment and support for LGBT+ people.
Encourage the LGBT+ network within the company to raise the issue internally, organise events and workshops, and promote role models.
Carry out actions with LGBT+ organisations to show the company's commitment and support for LGBT+ people.
Encourage the LGBT+ network within the company to raise the issue internally, organise events and workshops, and promote role models.