Nestlé. and contributing to a healthier future. a healthier to Annual Review 2018 Enhancing qualityEnhancing of life Good Food, Good Life Food, Good

Nestlé – Annual Review 2018 Our purpose

Nestlé. Enhancing quality of life and contributing to a healthier future.

We are dedicated to advancing nutrition, health, and wellness in a way that is sustainable and responsible. Through our portfolio of products and services, we offer people and their pets, tastier, healthier and convenient choices for all life stages and all times of the day.

Front cover Contents Accompanying reports

Milo: Energy with purpose 2 Letter to our shareholders Corporate Governance Report 2018 Milo is an integral part of Nestlé’s Compensation Report 2018 efforts to promote healthier lifestyles 6 Pursuing our value-creating Financial Statements 2018 by encouraging sports and healthy strategy eating habits amongst kids. 10 Innovating for a changing world Each year the brand supports grassroots programs, working with 14 Connecting through our brands different partners to make a positive Online difference in the lives of more than 30 Creating Shared Value 22 million children. 42 Financial review You can find more information about the Nestlé Group at 57 Corporate Governance and www.nestle.com Compliance Find out more about Creating Shared 65 Shareholder information Value at www.nestle.com/csv Our performance

Our performance is driven by our Nutrition, Health and Wellness strategy, the engine of our value creation model.

Our 2018 organic sales Group sales (in CHF) Organic growth * Real internal growth * growth was 3.0%. Our cost-reduction initiatives 91.4 billion 3.0% 2.5% delivered 50 bps margin improvement, ahead of expectations.

Underlying trading Underlying trading Underlying trading operating profit * (in CHF) operating profit margin * operating profit margin *

15.5 billion 17.0% +50 basis points

Constant currency Constant currency

Trading operating Trading operating Trading operating profit * (in CHF) profit margin * profit margin *

13.8 billion 15.1% +30 basis points

Constant currency

Earnings per share Earnings per share Underlying earnings (in CHF) per share * 3.36 +45.5% +13.9%

Constant currency

Operating cash flow Free cash flow * (in CHF) (in CHF) 15.4 billion 10.8 billion

50.8% of net financial debt

Performance evolution is based Proposed dividend Proposed dividend on 2017 restated figures (in CHF) increase as described in the Foreword on page 44. 2.45 +4.3% * Financial performance measures not defined by IFRS. For further details see Financial review on page 44.

Nestlé Annual Review 2018 1 Our business

For over 150 years, Nestlé has been producing food and beverages that enhance quality of life and contribute to a healthier future.

Nestlé is the world’s What we sell (in CHF billion) largest food and beverages Powdered and Nutrition and Milk products company. We are a global PetCare company, combining Liquid Beverages Health Science and Ice cream global strategies with local engagement. Our success is built on trust, innovation and 21.6 16.2 13.2 12.8 relevance. Across each of our categories, we earn our place in people’s lives through our Prepared dishes and Confectionery Water brands and dedication to cooking aids improving nutrition, health and wellness. We win the right to stay there by offering 12.1 8.1 7.4 life-enhancing products, services and experiences. We focus on capturing Where we sell (in CHF billion) premiumization opportunities, offering affordable, EMENA high‑quality nutrition and adding value to our brands 26.9 and products through meaningful differenciation and innovation.

AMS AOA 41.0 23.5

Number of employees Number of countries we sell in 308 000 190

Total group salaries and social Corporate taxes paid in 2018 welfare expenses (in CHF) (in CHF) 16 billion 3.6 billion Our commitments

Our 36 commitments featured in the Creating Shared Value chapter guide our collective efforts to meet specific objectives.

Every day, we touch the lives For individuals and families of billions of people: from the farmers who grow our ingredients and the families who enjoy our products, Over 1300 106 million through the communities new products were launched in 2018 children and families reached where we live and work, addressing specific nutritional needs with fortified foods and beverages and gaps of babies, children, expecting to the natural environment women or new mothers upon which we all depend. 13.2% 170 million decrease in artificial colors portions of vegetables added to our foods and beverages

For our communities

181.8 million Over 26 000 coffee plantlets distributed (cumulative job opportunities, traineeships or since 2010) to farmers, against a target apprenticeships were offered to of 220 million by 2020 people under the age of 30 through our Nestlé needs YOUth initiative 63% 440 000 of the volume of our 14 priority farmers trained through categories of raw materials capacity-building programs are responsibly sourced

For the planet

2.6% 293 decrease in indirect greenhouse gas factories achieved zero waste emissions per tonne of product for disposal

29.6% 34% reduction in direct water withdrawals of our electricity comes from per tonne of product across every renewable sources category since 2010 Dear fellow shareholders,

For more than 150 years, Nestlé has consistently delivered sustainable, industry‑leading results by offering healthy, delicious, convenient food and beverage products and services. In a rapidly-changing environment, the key to our success has been our ability to balance continuity with change. It has required discipline and decisive actions to build sustainable value for the long term. We continue on our Nutrition, Health and Wellness journey, while we stay true to our purpose and values. We change by adapting our portfolio to meet evolving consumer demands, pushing the boundaries of science, accelerating innovation, as well as driving greater agility and efficiencies. Our people are embracing these changes with passion and dedication. This gives us confidence that Nestlé is well positioned for the future.

On track to meet our 2020 goals steps to sharpen our strategic focus on food, Our value creation model is based on a balance beverages and nutritional health products. of top‑line growth and bottom‑line performance, Consistent with this, we continued to invest in as well as improved capital efficiency. We plan to advancing the high‑growth categories of coffee, reach mid single-digit organic growth by 2020. petcare, nutrition, water, as well as Nestlé Health We also aim to increase our underlying trading Science. We manage the other categories for a operating profit margin to between 17.5% and balance of growth and value. Due to changing 18.5% (from 16.0% in 2016). Our 2018 results industry dynamics and following detailed demonstrate that we are on track to meet analysis, the Board determined that future these targets: growth opportunities for Nestlé Skin Health lie –– Organic growth was 3.0%, with continued increasingly outside the Group’s strategic scope. strong real internal growth (RIG) of 2.5% and It therefore decided to explore strategic options pricing of 0.5%. Growth was supported by for Nestlé Skin Health in the best long‑term stronger momentum in the United States interest of this business and Nestlé shareholders. and China, as well as in infant nutrition. The review is expected to be completed by –– Total reported sales increased by 2.1% mid‑2019. to CHF 91.4 billion (2017: CHF 89.6 billion). We further accelerated our portfolio Net acquisitions had a positive impact management through targeted acquisitions of 0.7% and foreign exchange reduced that come with high growth potential, deliver sales by 1.6%. attractive returns and build on our leadership –– Underlying trading operating profit (UTOP) positions. We acquired the perpetual global margin reached 17.0%, up of 50 basis points. license of Starbucks consumer packaged goods Trading operating profit (TOP) margin increased and foodservice products. With Starbucks, by 30 basis points to 15.1%, reflecting higher Nescafé and Nespresso we have brought together restructuring-­related expenses. the world’s most iconic coffee brands. We Based on these results, the Board of Directors acquired Atrium Innovations, a global leader in has proposed a 24th consecutive increase of the natural, non‑GMO vitamins and supplements. In yearly dividend to CHF 2.45, to be paid in 2019. addition, we completed the divestiture of our U.S. confectionery business, where our low market Sharpening our strategic focus share constrained our ability to win in that market. During 2018, our Board reaffirmed the Nutrition, We also completed the sale of the Gerber Life Health and Wellness strategy and took decisive Insurance, which was non‑core to our business.

2 Nestlé Annual Review 2018 Paul Bulcke, Chairman (left), and U. Mark Schneider, Chief Executive Officer (right)

“We are executing on our Nutrition, Health and Wellness strategy and creating sustained value for shareholders and society over the short and long term.”

Nestlé Annual Review 2018 3 Letter to our shareholders

Accelerating growth through innovation As we look to 2019, we see that input costs in a fast-changing environment are rising, particularly in energy, distribution and In 2018, we delivered improved revenue growth packaging. As parts of the world are beginning and profitability. We achieved this in the to see reinflation, notably emerging markets context of a volatile economic environment and and the United States, the strength of our brands significant disruption in both our industry and the and our ability to differentiate and innovate will retail sector. continue to be key to our success. Consumer tastes, preferences and expectations are changing at an unprecedented Improving operational efficiency rate. Trends towards more natural and organic To fuel our growth and improve returns, we foods, plant‑based proteins, as well as simpler have intensified our drive to find operational and healthier ingredients, are redefining the efficiencies and reduce structural costs. This pace at which we need to innovate. Our growth reflects our belief that consumers should not was supported by disciplined execution and pay for our inefficiencies. We have made good short innovation cycles. In order to launch new progress on our significant cost-reduction products quickly, we use rapid prototyping programs across the areas of administration, and leverage our industry‑leading R&D network procurement and manufacturing. for quick in‑market testing. Examples of We continued to strengthen our business fast product innovation include KitKat Ruby, focus through simplified and standardized the Yes! snack bar, Perrier & Juice, and processes. We increased the penetration of our Garden Gourmet, an authentic vegan meat shared service centers from 17% to 35%, and are analogue offering. on track to reach 50% by 2020. In procurement, Moreover, the rise of digital and online we realized significant savings by leveraging our shopping is fundamentally changing the retail size and scale through three global purchasing industry. We are embracing the opportunities hubs. We now source 55% of our requirements offered by the digital transformation across through these hubs and this will reach 60% marketing, social media and e‑commerce. In by 2020. In manufacturing we have further doing so, we are delivering more personalized simplified our factory footprint and increased products, messages and services directly to capacity utilization. our consumers. In 2018, our e‑commerce sales The savings that we have generated so far grew organically by +18% (+25% excluding have made a significant contribution to the Nespresso) and reached 7.4% of total Nestlé improvement in our underlying trading operating sales. There were also strong contributions profit margin. In 2018, it increased by 50 basis from other fast‑growing channels, such as points to 17.0%. Direct‑to‑Consumer, Convenience, Club, We also continued to deliver efficiencies in the Value, Natural, Specialty stores, as well as area of R&D and marketing. The primary focus Out‑of‑Home. We are constantly adapting of these efficiencies is to free up resources to our business models to wherever people look reinvest in growth opportunities and innovation. for our brands and products. We continue to simplify our organizational Our consumers do not just care about what structure to speed up decision‑making and they eat, but they also care about how products responsiveness to new consumer trends. In are made and their impact on the environment 2018, infant nutrition successfully moved from a and society. We have placed packaging and globally‑managed to a regionally‑managed business plastics at the top of our agenda by announcing reported within the three Zones. Zone EMENA also our goal to make 100% of our packaging continued its transformation to a category‑focused recyclable or reusable by 2025. We are also organization, while maintaining the connection to pursuing collective action at an industry level local consumers through our Nestlé Markets. In in collaboration with our retail partners parallel, we have tailored compensation to increase and governments. focus on pricing and capital efficiency.

4 Nestlé Annual Review 2018 Increasing cash returns to shareholders adapted to cope with the demands of a changing In 2018, we returned CHF 13.9 billion to work force. shareholders through dividends and share The Board also visited Nestlé in the United repurchases. Share buybacks amounted to States on its annual visit to a major market. CHF 6.8 billion, as part of the three‑year buyback During 2018, the Board continued its ongoing program started in July 2017. Over the last ten review of the company’s governance policies and years, Nestlé has returned CHF 104 billion to compensation to ensure best practices. The Audit shareholders, of which CHF 40 billion has been in Committee and the Chairman’s and Corporate the form of share repurchases. Governance Committee provided thorough risk oversight. The Sustainability Committee reviewed Board of Directors engagement our environmental, social and governance Our Board of Directors is fully engaged and commitments to support our goal of enhancing takes an active role in providing guidance on quality of life and contributing to a healthier future our long‑term Nutrition, Health and Wellness for individuals and families, our communities and strategy and Creating Shared Value. We benefit the planet. from the perspectives of seven new independent directors who have been added since 2015. This Value for all stakeholders includes three directors added in 2018, who We believe that our Creating Shared Value bring highly-relevant expertise and experience approach enables us to optimize value for our as leaders of consumer‑facing companies. shareholders and have a long‑term positive In 2018, the Board conducted a strategic impact on all stakeholders connected to our review that included an analysis of recent trends business. This includes: employees, consumers, in the food and beverages industry, as well as our business partners, as well as the communities responses to them. During the year, the Board in which we operate. We recognize that we also carried out an analysis of the company’s need to continually earn the trust of all of our financial structure. It evaluated the M&A stakeholders. This must be done through the approach and track record. It also decided to way we manage our businesses, create products explore strategic options for Nestlé Skin Health. and pursue profitable growth. We emphasize a In addition, the Board also continuously monitors balanced approach by taking an inclusive view of the returns and strategic options of our financial these stakeholders, placing Nutrition, Health and investment in L’Oréal. Wellness at the core of our strategy. The Board reviewed the progress of Nestlé We take this opportunity to thank all our Business Excellence. It assessed the company’s associates for their dedication, initiative and talent pool, supporting actions to improve energy in driving our results. We also express our gender balance and increase cultural diversity. It gratitude to the communities in which we live and examined how the company’s talent acquisition, work. Finally, we thank you, our shareholders, retention and development strategies are being for your continued support, trust and confidence.

Paul Bulcke U. Mark Schneider Chairman Chief Executive Officer

Nestlé Annual Review 2018 5 Pursuing our value-creating strategy

Purina ONE: Nestlé’s fastest Purina One’s success is driven deliver visibly enhanced growing billionaire brand by the superior nutrition health throughout the life profile of its products which of the pet.

6 Nestlé Annual Review 2018 As the ‘Good Food, Good Life’ knowledge from the first 1000 days of life through company, we enhance quality of to healthy aging, and benefit from increased interest in nutrition to support good health. life and contribute to a healthier future. Winning with consumers How do we create long-term value? is the source of our sustainable Our long-term value creation model is based on financial performance and our the balanced pursuit of resource efficient top- and bottom-line growth. We create value by: way to earning trust and maintain –– Increasing growth through innovation, our market leadership. Based on a differentiation and by being relevant to our compelling Nutrition, Health and consumers. We have committed to reach mid Wellness strategy, our company single-digit organic growth by 2020. –– Improving operational efficiency with delivers sustainable value over the the goal to increase our underlying trading short term and the long term. operating profit margin to between 17.5% and 18.5% (from 16.0% in 2016), and –– Allocating our resources and capital with discipline and clear priorities, including through acquisitions and divestitures.

Nestlé has many distinctive strengths that keep Increasing growth us at the top of our industry. Our people are our Our portfolio is well positioned for growth. In greatest strength. We have an attractive product the past, we have consistently delivered organic portfolio in growing categories with leading growth at the high end of the industry. We have market positions. We are a global company with a clear path to achieving mid single-digit organic deep local roots, which gives us a unique ability growth by 2020. to understand local consumers and adapt fast to Investing in high-growth categories and their preferences. We have powerful, valuable regions. We have identified five high‑growth brands, which consumers trust. Our products food and beverages categories with attractive reach more than 1 billion consumers every day growth rates: coffee, petcare, nutrition, water across the world. We also have industry-leading and Nestlé Health Science. Together, they R&D capabilities that support our Nutrition, represent 57% of sales and 61% of underlying Health and Wellness strategy and our trading operating profit *. In 2018, organic growth innovation initiatives. was +4.0%. In these key categories, we have strong market positions and highly-differentiated Our Nutrition, Health and Wellness strategy offerings. They receive particular emphasis Our success is built on our Nutrition, Health and from a capital allocation standpoint, with Wellness strategy. Food and beverages are core significant investments in R&D, marketing, capital to Nestlé. We aim to provide the tastiest and expenditure and external growth whenever healthiest choices, for all times of the day and for appropriate. The other categories continue to all stages of life, delivered in a convenient manner. be important contributors and had 1.9% organic We aim to capture premiumization opportunities growth in 2018. These businesses are managed and, at the other end of the spectrum, offer for a combination of growth and value. affordable, high‑quality nutrition. We add value We are also focused on expanding our to our brands and products through meaningful presence in high‑growth regions. Emerging differentiation and innovation. We do this by markets represent 42% of sales. In 2018, they continually improving the taste, convenience and nutritional qualities of our products. We are also well-positioned to build and share nutrition * Before unallocated items.

Nestlé Annual Review 2018 7 Pursuing our value-creating strategy

grew organically by +4.9%, three times faster has been done, we are not yet finished. We than developed markets and with a higher recognize that acquisitions can provide access underlying trading operating profit margin. In to new technologies, brands, categories and most of these emerging markets, Nestlé has been geographies. Similarly, small to medium‑sized present for many decades and our brands enjoy a acquisitions can offer a fast and cost‑effective high level of trust and are rightly viewed as local. way to embrace new capabilities or business Fixing underperforming businesses. models. We are also actively divesting businesses We have taken decisive actions to improve that are non‑core and where we have limited underperforming businesses through innovation, ability to win. We do this in a disciplined way better consumer understanding and, when with an aim to minimize potential disruption and needed, management changes and restructuring. maximize the value of existing businesses. In 2018, turnaround examples included Nestlé Skin Health and Yinlu in China. Improving operational efficiency Innovating products and business models. In addition to our growth agenda, we have Rapid innovation and bringing products to market committed to increase our underlying trading faster are key dimensions of our growth agenda. operating profit margin from 16.0% in 2016 to At the same time, we continue to invest in between 17.5% and 18.5% by 2020. cutting‑edge science and technology to address Reducing costs. We are actively executing evolving consumer expectations through new several cost‑saving initiatives to reduce offerings and product reformulations. Innovation non‑consumer facing structural costs by also helps us to premiumize our offering and between CHF 2.0 and 2.5 billion. These are contributes to margin improvement. In 2018, primarily focused on the areas of administration, 22% of our sales came from premium products. procurement and manufacturing. We are not just innovating with new products We continued to strengthen our business but also new business models. In particular, focus through our Nestlé Business Excellence we have a strong focus on personalized and program to simplify and standardize processes, Direct‑to‑Consumer offerings. In 2018, 8.2% which helped reduce administrative costs. We of our sales came from Direct‑to‑Consumer have increased the penetration of our shared business models. service centers from 17% to 35% and are on track Embracing digital opportunities. Our digital to reach 50% by 2020. We have also generated transformation focuses on delivering personalized efficiencies in facility management, and real messaging, services and products to consumers estate through site closure and consolidations. at scale. Powered by data and technology, we are In procurement we have realized significant modernizing our existing brands and business savings by leveraging our size and scale through operations while developing new, digitally‑centric three global purchasing hubs. We now source business models. Already 10% of all consumer 55% of our requirements through these hubs, and contacts are personalized. In addition, in 2018, this will reach 60% by 2020. our e‑commerce sales grew five times faster In manufacturing we have further simplified our than the Group average and reached 7.4% of total factory footprint and increased capacity utilization. Nestlé sales. The savings generated in these three areas so Managing our portfolio. We continue far have made a significant contribution to the to actively evolve our portfolio towards improvement in our underlying trading operating attractive, high-growth businesses. In 2018, profit margin by 50 basis points to 17.0% in 2018, we strengthened our position in coffee and there is more to come. through the acquisition of the perpetual global Freeing up resources. We have also continued license of Starbucks consumer packaged to deliver efficiencies in R&D and marketing. goods and foodservice products. We also The primary focus of these programs is to free divested our U.S confectionery and Gerber up resources to provide fuel for growth and Life Insurance businesses. While much work innovation. As an example, in the last three years,

8 Nestlé Annual Review 2018 A balanced value creation model At Nestlé, we believe the best way to guarantee long‑term sustainable value creation is through a balanced pursuit of growth, profitability and capital efficiency. Growth is the primary driver of value creation. At the same time, we pursue efficiency and profitable growth because we recognize that our competitiveness is what ensures our sustainability. We are disciplined in our capital allocation and committed to increasing shareholder returns, while investing for the long‑term and Creating Shared Value.

more than CHF 500 million in marketing savings Disciplined approach to acquisitions. This have been reinvested in building our brands. is based on strategic and cultural fit, as well Adjusting management structures and as financial returns. We pursue a disciplined systems. We have continued to adapt our acquisition policy, particularly in terms of the organization to be simpler and faster. We price that we are prepared to pay. We prioritize are empowering our market and regional our high‑growth categories and regions, teams to drive growth. To support them, we particularly coffee, nutrition, petcare, water and have implemented initiatives to delayer our Nestlé Health Science. For the companies we organization and speed up decision making acquire, we have solid integration plans with clear at a local level. In parallel, we have tailored accountability and precise targets. compensation to prioritize profitable growth and Share buybacks. We have returned improved capital efficiency. CHF 6.8 billion of capital to shareholders in 2018 through share repurchases. This is part of the Allocating capital with discipline and three‑year CHF 20 billion share buyback program clear priorities announced in July 2017. This brings the total We follow prudent financial policies designed to returned to shareholders over the last ten years to strike the right balance between capital allocation 104 billion. and flexible access to financial markets. We have We also regularly review our capital structure well‑defined priorities in this regard. to ensure it is appropriate in the context of market Investing in organic growth. We invest in conditions and our strategic priorities. our business through R&D, brand support and capital expenditure to support top‑line growth. Creating Shared Value Our approach is rigorous and discerning. We Creating Shared Value (CSV) is fundamental are allocating more resources behind those to how we do business. We believe that our businesses with the highest potential to create company will only be successful for the long term economic profit. We have also continued to focus by creating value for both our shareholders and on reducing working capital. The five‑quarter for society. average working capital in % of sales reached Business benefits and positive societal impact 1.4% at the end of 2018, –20 bps versus the are mutually reinforcing. In practical terms, restated figure for 2017. our products must provide a nutritional benefit Paying dividends. For 2019, the Board of to the consumer. They must also contribute to Directors has proposed a 24th consecutive the development of the local communities dividend increase amounting to CHF 2.45. This where we operate and protect the environment underlines our commitment to continually return for future generations through the practice of capital to shareholders. resource stewardship.

Nestlé Annual Review 2018 9 Innovating for a changing world

NAN Supreme: Breakthrough Nestlé continues to lead the contains a Human Milk of infections by stimulating science creates new way in developing innovative Oligosaccharide (HMOs) blend the immune system. competitive advantage and scientifically-proven which promotes a healthy baby infant formulas. NAN Supreme gut bacteria and reduces the risk

10 Nestlé Annual Review 2018 At Nestlé, continuous innovation is Rapidly-evolving consumer preferences part of our DNA. It is a cornerstone The food and beverages industry is transforming rapidly. Smaller, agile and fast‑moving start‑ups of our success and key to our are challenging larger companies by increasing strategy. For over 150 years, we the rate of change. Consumer needs and have built unique competitive expectations are also evolving. There is advantages. We have unmatched greater demand for healthier and more authentic products, including those that are expertise in understanding the locally inspired. These reflect a desire for greater relationship between nutrition and transparency and new product experiences. health. Our ability to identify local There is also a growing global trend toward and global trends and translate healthier lifestyles, including specific dietary requirements such as vegetarian, lactose‑free these into meaningful innovations or gluten‑free. that meet consumer demand is what drives our growth. Increasing our speed Having great ideas is important, but the real opportunity lies in how fast we translate these into attractive and relevant products. We want to win in the marketplace by creating more new and impactful products, services and experiences. To launch new products quickly we use fast prototyping and leverage our size and Science-based innovation scale for quick in‑market testing. Our R&D and Nestlé operates the world’s largest science and commercial functions join forces from the start innovation network in the food and beverages to determine what is desirable to the consumer, industry. In 2018, we invested CHF 1.7 billion into feasible for the business and creates value R&D. This investment enables us to strengthen for Nestlé. We combine this with a pragmatic our solid scientific foundation, leading to new approach to market entry. We are leveraging breakthrough science and technologies. our existing industrial footprint, R&D facilities We continue to invest in long‑term and co‑manufacturing partners to support innovation projects with the potential for high faster launches. This allows us to lower or defer returns. Examples include infant and maternal capital expenditure commitments until we nutrition, healthy aging, personalized nutrition, have evidence from the market place that an and understanding the microbiome. We are innovation can gain traction. committed to delivering on our Nutrition, Health and Wellness strategy by further reducing Addressing local consumer trends sugar, salt and fat. We are also eliminating food When it comes to understanding consumers additives, while fortifying existing products with we remain at the forefront of our industry. added nutritional benefits. We are a largely decentralized organization, At the same time, we have increased the which means that our teams are close to the pace of innovation to be even more responsive consumer. We want to take greater advantage to consumer trends. We are encouraging our of this strength. To do so, we are simplifying researchers to think like entrepreneurs, to explore our innovation processes, and empowering and rapidly test new ideas. In order to stay on our local teams to move earlier on trends. We top of emerging science and technology trends, encourage these teams to take greater initiative we collaborate closely with academic institutions, and create products relevant to local consumers. start‑ups and innovation partners across Our ambition is to create a steady stream of the world. innovative stand‑out products.

Nestlé Annual Review 2018 11 Innovating for a changing world

Innovating with purpose: Advancing sustainability Our innovation priorities are shaped by our purpose and commitment to creating value for all our stakeholders. This means that in addition to advancing the nutrition, health and wellness profile of our categories, we have a special focus on: –– Developing recyclable packaging solutions to reduce our impact on the environment: we are investing in environmentally‑friendly packaging solutions and alternative Reducing packaging waste: The Nestlé Institute packaging materials. of Packaging Sciences –– Developing plant‑based offerings The new Institute of Packaging Sciences is part of a and promoting sustainable nutrition: company‑wide drive to make 100% of our packaging we are developing nutritious dairy and recyclable or reusable by 2025. The institute accelerates meat alternatives with a taste profile the research and development of recyclable, biodegradable consumers love. and compostable polymers, as well as functional paper –– Promoting affordable nutrition: we are alternatives to plastics. This work is expected to deliver a applying our expertise and novel technological pipeline of functional, safe and environmentally‑friendly solutions to make healthy, fortified products packaging solutions. available at very low cost.

Enhancing the science of petcare: Nestlé Purina Institute Purina has been instrumental in shaping the science of pet nutrition. To continue that tradition, the newly-launched state‑of‑the‑art Purina Institute will promote global collaboration with veterinary and scientific thought leaders. This will enhance veterinary knowledge and increase our understanding of the critical role diet plays in pet health, which will help fuel and support future innovations.

12 Nestlé Annual Review 2018 Leveraging our plant-based protein platform to capture food industry trends: Garden Gourmet Alternative proteins are a new growth platform that capture cross‑category opportunities by expanding our flexitarian and vegan product portfolios. The continued expansion of the Garden Gourmet range also reflects how we are encouraging consumers to participate in a more sustainable future by shifting to more plant-based diets.

Internal incubator enables rapid product launch: Outsiders Outsiders pizza is an example of how Nestlé teams are embracing a start‑up mentality. These locally inspired pizzas were created by one of our internal incubators, with the product brought A unique solution to capture on-shelf within nine months vegan trends: Häagen-Dazs of concept. Consumer appetite for vegan alternatives is shaping a new segment in ice cream. By creating a unique recipe that uses cocoa, peanut butter or coconut cream instead of less sustainable non‑dairy alternatives such as almond milk, the Häagen‑Dazs team was able to quickly leverage the trend across the Trio platform. With its signature thin chocolate layers, Trio offers an indulgent experience strongly differentiated from competitors.

Nestlé Annual Review 2018 13 Connecting through our brands

Through our products and brands, we connect with people and their pets millions of times a day and throughout their lives. Our brands are our vehicles for creating experiences beyond products.

Powdered and Liquid Beverages

Nutrition and Health Science

INFANT CEREALS

®

14 Nestlé Annual Review 2018 Milk products ® and Ice cream

®

PANTONE 361C PANTONE 151C

ARCH prints Dreyer’s Brown. ARCH INLINE prints 30M 100Y. ARCH LOGOTYPE k/o to white. ICE CREAM CONE k/o to white scoop with Dreyer’s Brown outline and process match pms 7509 cone. BANNER field prints Dreyer’s Brown. “Scooping Since 1928” prints 30M 100Y with Dreyer’s Brown outline.

Dreyers Brown CMYK PROCESS MATCH PANTONE® 7509 C

ITEM Dreyer’s + Scooping Since 1928: 5 Color Version DATE 11.19.2015

PetCare Please be sure to scale trademarks to minimums depending on your usage. When scaling this logo more than +/- 10%, you must manually scale the ai Drop Shadow effect that is under the Arch and “Scooping Since 1928”. Use the same percentage of scaling. Your Document Raster Effects must be set to 300dpi as well.

Prepared dishes and cooking aids

®

ENLIGHTENED FOODS

Confectionery

Water

Nestlé Annual Review 2018 15 Powdered and Liquid Beverages

Powdered and Liquid Beverages covers our coffee, cocoa and malt beverages and tea categories. This business features some of our most iconic brands, such as: Nescafé, the world’s favorite coffee brand; Nespresso, our premium coffee experience; and Milo, the world’s most popular chocolate malt drink.

Accelerating an international rollout through a coordinated campaign: Nescafé The relaunch of Nescafé Gold, our premium soluble coffee range, was rolled out across multiple markets in EMENA and ASEAN during 2018. A single advertising campaign was adapted globally to improve speed, scale and efficiency.

Premiumizing through organic offerings: Nescafé Dolce Gusto Dolce Gusto launched Absolute Origin, a fully organic, sustainably‑sourced At a glance range of single origin coffees that offer consumers 1 Sales: CHF 21.6 billion a premium, authentic coffee experience. 2 UTOP: 22.7%

3 23.6% of Nestlé’s sales

16 Nestlé Annual Review 2018 Blending a new brand into our coffee portfolio: Starbucks The Starbucks license agreement significantly strengthens our position in roast & ground coffee, particularly in the United States. In 2019, we will launch Starbucks products in retail internationally and in a range of formats, including capsules compatible with Nespresso and Nescafé Dolce Gusto systems.

Reinforcing premium credentials through craftmanship: Nespresso Master Origin Indonesia is the latest in a range of crafted coffees that reinforce Nespresso’s premium positioning. It is fully Fairtrade‑certified, underlining the brand’s commitment to authenticity and sustainability.

Expanding portfolios to include zero added and lower sugar offerings: Milo Milo’s Gao Kosong is a prime example of Nestlé’s continued efforts to reduce sugar content. This new product, created for our Novel offering to seed new trends: Nescafé Singapore market, relies on a Azera’s nitrogen‑infused coffee broadens the appeal of recipe that provides a better Nescafé’s premium offering in both Ready‑to‑Drink and carbohydrate profile by Out‑of‑Home. With coffee textures that create an exciting using only natural sugars experience, Nitro provides coffee‑shop generation from malt and milk, with consumers with an experience designed to delight no added sucrose. and differentiate.

Nestlé Annual Review 2018 17 Nutrition and Health Science

Our nutrition business includes infant formula and baby food. The strength of our portfolio in these high‑growth categories is built on leading science and strong positions in emerging markets. Nestlé Health Science (NHSc) is an additional growth platform for Nestlé and is well positioned for leadership in medical nutrition, consumer care, and in vitamins, minerals and supplements.

Strengthening a megabrand through continuous innovation: S‑26 In 2018, the S‑26 brand reshaped its core GOLD range with HMOs and lipids, a unique ingredient that contains key nutrients to support brain development that is backed by robust ongoing clinical programs. S‑26 also extended its range with the launch of S‑26 Organic to align with consumer demand.

Fundamental research creates a new growth platform: NAN The rollout of our ground‑breaking Human Milk Oligosaccharide (HMO) products accelerated in 2018 and now extends At a glance to 36 countries across multiple brands. The NAN 1 Sales: CHF 16.2 billion with HMO launch is one of the most successful in 2 UTOP: 20.6% Nestlé’s 150‑year history. It is an example of Nestlé’s 3 17.7% of Nestlé’s sales commitment to long‑term fundamental research.

18 Nestlé Annual Review 2018 A pure born brand that continually differentiates: Garden of Life Atrium’s Garden of Life is a pure‑born brand that enjoys strong consumer appeal. The brand’s latest line of herbal supplements is fully traceable and sustainably farmed. It Expanding our portfolio with on‑trend organic is also certified organic and and natural offerings: illuma non‑GMO, and is gluten‑free Following the launch of organic varieties in 2017, illuma continued to meet and vegan. The new line demand for naturality with the launch of illuma Atwo. The new product made makes use of ingredients with A2 milk, was brought to market within seven months. The success with known health benefits, of these launches reflects our ability to source the right ingredients and ensure such as turmeric. the integrity of our value chain from farm to bottle.

Resonating with local preferences: OptiFibre and Fibermais Nestlé Health Science’s OptiFibre powder continued its successful rollout in 2018, helped by its credentials as a clean label, 100% vegetal origin fiber product that is safe, effective and free of side effects. In Brazil, Fibermais with collagen also enjoyed a successful launch by resonating with consumer interest in the link between gut health and skin beauty.

Building trust through transparency: Gerber Gerber’s organic range has helped open new growth avenues for this iconic brand. These products are GMO‑free, made with natural ingredients and come in pouches and glass jars. The combination of transparent packaging and clear messaging around Clean‑Field Farming™ strongly resonates with consumers in a category where quality food credentials are fundamental.

Nestlé Annual Review 2018 19 Milk products and Ice cream

Milk products, particularly our ambient dairy products under the Nido brand, are a key pillar of our Nutrition, Health and Wellness strategy. We leverage our scientific and nutritional expertise to provide individuals and families with dairy products to support healthy diets for all stages of life, from early childhood to old age. Our coffee creamer business is Expanding our affordable nutrition range: based on constant innovation Nido and Ninho with our market‑leading brand, Nido is well‑positioned as a trusted brand in the area of affordable nutrition with a range of products tailored to the Coffee Mate. In Ice cream, evolving nutritional needs of growing children. The addition we have a wide range of of this lactose‑free format reflects our commitment to delicious, indulgent products, providing parents everywhere with nutritional solutions from affordable price points for the specific needs of their children. to premium offerings such as Häagen‑Dazs. New formats broaden appeal to capture snacking and vegan trend: Häagen‑Dazs The non‑dairy bar is a unique, first‑to‑market format that aligns this superpremium brand with rising demand for vegan and flexitarian ice cream options. The addition of the new cookie format also opens up new opportunities for the brand in the sandwich segment. At a glance

1 Sales: CHF 13.2 billion

2 UTOP: 19.1%

3 14.5% of Nestlé’s sales

20 Nestlé Annual Review 2018 Extending into superpremium: Coffee Mate The launch of Natural Bliss Artisan Café creamer reinforces Coffee Mate’s growing reputation for clean label, healthier creamers. By using rapid prototyping and exotic premium ingredients, the development team were able to fast‑track Natural Bliss’s entry into the super premium segment.

Reshaping the premium snack market: Outshine Outshine’s new formulation leverages on‑trend flavors and the brand’s fruit‑first approach to ingredients to create a range of refreshing, “snack brighter” offerings. This latest launch reinforces its role in pioneering a new snacking Capturing gaps in the segment. Reflecting consumer appetite for natural, market: Drumstick wholesome indulgence, the range is free from corn syrup, Drumstick Mini Drums artificial colors, fat and gluten. This product is also non‑GMO mini cones are the latest and vegan. addition to our portfolio of snack‑sized treats. We were first to market with a format that meets growing demand for convenience and portion‑control. At less than 140 calories per treat, the product has proven a big hit with both parents and those looking for permissible indulgence.

Expanding our plant‑based non‑dairy options: Nesfit and Carnation New offerings from Nesfit and Carnation reflect portfolio‑wide efforts to expand our range of non‑dairy alternatives. Nesfit products are made from wholesome wholegrains while Carnation’s new range offers a non‑dairy cooking solution that does not compromise on rich, creamy flavors.

Nestlé Annual Review 2018 21 PetCare

Nestlé Purina’s leading portfolio of brands include Pro Plan, Purina ONE, Gourmet and Merrick, among others. We continue to improve our core products, address consumer Increased manufacturing capacity set preferences for natural pet to boost growth: Purina Cat food, advance our e‑commerce To support robust growth in the cat food capabilities and offer new segment, Purina’s production capacity has personalized Direct‑to‑Consumer been expanded with new plants coming online in Hungary, Poland, Chile, Mexico, Brazil and experiences. To support global the United States. Nestlé’s lead in the segment demand for our brands in reflects how our investment in science and both developed and emerging taste create competitive advantage and robust markets, we continue to brand loyalty. invest in our worldwide manufacturing footprint. Our focus on developing nutritional breakthroughs based on proven science will also allow us to deliver on our commitment to help pets live better, longer lives.

Offering probiotic At a glance solutions: Pro Plan Pro Plan is the flagship 1 Sales: CHF 12.8 billion nutrition brand for Purina and select Pro Plan Savor 2 UTOP: 21.6% dry formulas offer live probiotics to support 3 14.0% of Nestlé’s sales digestive health in cats and dogs.

22 Nestlé Annual Review 2018 Growing opportunities in specialty and veterinarian channels through nutritional solutions: Pro Plan Strengthening Nestlé’s move into personalized Pro Plan Veterinary Diets NC NeuroCare petcare: Tails.com is the world’s first and only pet food With its proprietary nutritional algorithm, convenient diet developed to help nutritionally subscription service and home delivery model, the manage epilepsy in dogs as an adjunct acquisition of a majority stake in Tails.com offers Nestlé to veterinary therapy. NeuroCare the opportunity to further expand into the field of can also be used to manage cognitive personalized petcare. The platform comes with a new dysfunction in dogs. The product digital business model that fits strongly with our petcare is an example of how leading drive into e‑commerce. research can support growth in the veterinary segment.

New format, same dedication to taste experience: Gourmet Gold This year’s launch of the Gourmet Gold Melting Heart range is an example of successful premiumization based on superior taste experience.

Opening up healthy growth opportunities in snacks: DentaLife DentaLife daily oral treats provide pet owners with a pioneering aerated chew that reduces tartar buildup in pets. The product is part of Purina’s drive to capture rising demand for healthy pet snacks with functional benefits.

Nestlé Annual Review 2018 23 Prepared dishes and cooking aids

Our Prepared dishes and cooking aids category contains a wide range of daily staples, from bouillons, soups, ambient and chilled culinary products, to frozen food and pizzas. We have a number of iconic brands, including Maggi, Stouffer’s and Buitoni that cater to regional and local tastes. We are committed to renovating our product portfolio with more natural, tasty and healthy ingredients. Meeting local consumer taste: Maggi Naija Pot reflectsMaggi ’s ability to localize through consumer insight and recipe adaptation. By combining rapid prototyping with local flavors, we were able to capture the ‘bottom of the pot’ taste that consumers craved. The product reflectsMaggi ’s ‘partner to everyday cooking’ approach by using local raw materials.

The authentic taste of italian pizza: Buitoni Buitoni has leveraged pizzeria chef expertise to create an authentic Italian pizza experience inspired by neapolitan know‑how. Buitoni Bella Napoli combines the unique taste and texture At a glance of 22‑hour fermented dough with ingredients 1 Sales: CHF 12.1 billion sourced from regions known for traditional and 2 UTOP: 18.0% quality‑focused food culture. The product is also available 3 13.2% of Nestlé’s sales under the Wagner brand as Ernst Wagners “Original”.

24 Nestlé Annual Review 2018 Adding exotic ingredients to excite and surprise: Thomy Thomy has introduced ethnically-inspired flavors and natural ingredients to meet Enhancing flavor in top family growing consumer appetite for convenient meals: Maggi world cuisine. The brand has also extended Magic Sarap and Masala Ae Magic are its offering in vegan‑friendly products. examples of Maggi’s strategy to be the partner to every main meal. The ‘All‑in‑one’ seasonings use simple, natural ingredients and a digital recipe service to inspire parents to cook delicious, balanced meals. Reflecting Nestlé’s core purpose, the products help provide affordable nutrition for the whole family.

Repositioning the core to adapt to new trends: Hot Pockets Scaling up our plant‑based Hot Pockets’ successful relaunch has been achieved by adjusting both portfolio: Sweet Earth its target consumer and value proposition. By adding high‑protein The launch of the Sweet Earth variants and investing in its core sandwich segment, the new offering plant‑based pizza illustrates our efforts appeals to consumers looking for convenient ‘on the go’ solutions. to enable the shift to more balanced and sustainable food systems by offering consumers vegan choices for top dishes.

Nestlé Annual Review 2018 25 Confectionery

Our Confectionery category includes the iconic global brand KitKat and a large portfolio of much‑loved local brands. We have continued to focus on innovation and premiumization in the category. In line with our aim to provide consumers with healthier options, we launched MilkyBar Wowsomes, a new chocolate bar with 30% A world first in chocolate: KitKat less sugar based on Nestlé’s KitKat Ruby is the world’s first naturally ruby-colored breakthrough technology of chocolate bar, offering consumers a completely new and micro‑aerated sugar. innovative chocolate experience. What makes the ruby chocolate special is the intense taste it achieves without the addition of any flavor or color.

Creating new brand experiences At a glance beyond the moment of consumption: KitKat Chocolatory 1 Sales: CHF 8.1 billion The KitKat Chocolatory temporary pop‑up format has continued to expand across 2 UTOP: 17.3% new markets. The approach is a showcase for brand building through immersive, 3 8.9% of Nestlé’s sales personalized experience that goes beyond the moment of consumption.

26 Nestlé Annual Review 2018 Premiumization through personalization: Quality Street Quality Street now allows consumers to customize their own sweet mix and personalize each tin. By collaborating with select retailers, the brand has generated significant consumer excitement and social media buzz. This approach has opened up new growth opportunities for a traditionally seasonal product. Innovating with local hero brands: Rossiya and Talento Rossiya (Russia) and Garoto’s Talento (Brazil) latest product innovations match local favorites with a new, layered fruit, nut and dark chocolate format that is strongly visually‑differentiated. Talento is also the first mainstream, clean label organic chocolate in Brazil giving it specific appeal to millennials.

Reducing sugar content through our breakthrough facets technology: Milkybar Milkybar Wowsomes is our first product to market to leverage our breakthrough micro‑aeration technology to reduce sugar content by 30%. This innovation opens up new opportunities in indulgence by providing a natural alternative to artificial sweeteners. A new all‑natural brand created by an internal start‑up: Yes! Yes!, Nestlé’s new brand of vegetarian, gluten‑free snack bars, was developed from concept to launch in nine months. The brand is positioned to capture the rapid growth in healthy snacking. Using tasty combinations of wholesome ingredients, Yes! delivers great texture and novel flavors such as lemon and quinoa to create meaningful product differentiation.

Nestlé Annual Review 2018 27 Water

Nestlé Waters is leading in a fast‑growing category where consumers are increasingly seeking healthier alternatives to sugary drinks and juices, and hydration options with functional benefits. Our Waters business includes Nestlé Pure Life, the world’s biggest bottled water brand, which provides affordable healthy hydration in many markets worldwide. Meanwhile, our international sparkling water brands, S.Pellegrino and Perrier, continue to enjoy strong growth Accelerating leadership in premium sparkling in the premium segment. and flavored: S.Pellegrino and Perrier Our flagship brandsS.Pellegrino and Perrier have added new natural, fruit‑flavored offerings and aluminum can formats to capture surging consumer demand for flavored water. Trading on heritage, premium sourcing and naturality these brands appeal strongly to millennials. The new S.Pellegrino Essenza range showcases how the brands continue to refresh their premium differentiation by offering novel flavor combinations and linking consumption to specific occasions.

Breakthrough cold brew technology creates bio‑infused water: Vittel Vittel’s bio‑infusion range is made by slowly brewing fruit at ambient temperature to At a glance preserve their natural taste. All products are 100% 1 Sales: CHF 7.4 billion organic, with no preservatives, no added aromas and no 2 UTOP: 10.5% sweeteners satisfying consumer appetites for 3 8.1% of Nestlé’s sales natural, healthy hydration with authentic taste.

28 Nestlé Annual Review 2018 Expanding a premium still icon: Acqua Panna Acqua Panna has begun a major transformation that will see production capacity significantly increased and the brand image refreshed to emphasize its Tuscan origins. These actions Expanding into sparkling and flavored water growth spaces: offer timely support to the brand’s U.S regional spring water brands international expansion. In the United States, we have introduced sparkling and flavored variants made with natural flavors to our leading local spring water brands. The move is in response to a significant shift in consumer habits away from sugary drinks. The range is free from calories, sugars, sweeteners and colors.

Opening up functional water opportunities: Levissima+ Levissima+ not only quenches thirst but also replenishes through the addition of mineral salts, providing functional benefits such as improved muscle function and reduced tiredness.

Expanding our kid‑friendly formats to encourage healthy‑hydration habits: Nestlé Pure Life Nestlé Pure Life has expanded its product portfolio by introducing new iconic formats and bottle shapes. Launched in more than 15 countries, the new range of ‘Water buddies’ aims to make pure water a go‑to for kids, breaking sugary drink habits.

Nestlé Annual Review 2018 29 Creating Shared Value

Maggi Naija Pot: A seasoning Produced at our Flowergate of today’s consumer for simple cube with a social impact factory in Nigeria, Maggi’s new and familiar ingredients, while Naija Pot seasoning responds to offering an improved nutritional local tastes and the preferences profile that contains less salt.

30 Nestlé Annual Review 2018 Creating Shared Value (CSV) is fundamental to how we do business at Nestlé. We believe that our company will be successful in the long term by creating value for both our shareholders and for society. Our activities and products should make a positive difference to society while contributing to Nestlé’s ongoing success.

Focus on key areas Nestlé CEO U. Mark Schneider with students of the Kouadiolangokro Long‑term value creation requires focus. In bridge school in rural Côte d’Ivoire. Built in partnership with the Jacobs consultation with experts, we chose to prioritize Foundation, bridge schools provide access to education and help prevent child labor. the three areas where our business intersects the most with society: nutrition, rural development and water. Value creation is only possible with a solid foundation of compliance and a culture of respect, as well as a firm commitment to environmental and investment, and an even higher societal return. social sustainability. Our impact on these focus More detail on the results and methodology have areas is measured by progress against publicly been published on our website. stated commitments, which are informed by our This impact valuation methodology has been materiality assessment (see p. 41) and regular peer‑reviewed by FSG and continues to be refined feedback from external groups. through application to other projects. We are currently conducting an impact valuation of our The business case for Creating Shared Value Caring for Water initiative. We cannot maximize long‑term sustainable value We also participated in the work of the creation for shareholders at the expense of other Embankment Project for Inclusive Capitalism stakeholders. We believe that societies will not (EPIC), which aims at shaping the broader support a business that harms our communities conversation on long‑term value creation. and overall sense of well‑being. Creating Shared Value helps ensure that we remain relevant with consumers. To better connect financial with non‑financial value creation and reporting, we worked with Ernst & Young (EY) and Valuing Nature to conduct an impact assessment to calculate the societal and business value generated by our Global Youth Initiative (GYI). Launched in 2017, the GYI is expected to create 10 million Further information economic opportunities for young people over Find details of our management approach and governance structure, as well as performance data, case studies and additional content, in our the next decade. The study revealed that the annual Nestlé in society – Creating Shared Value online report and the initiative generated a positive business return on Nestlé in society section of our corporate website (www.nestle.com/csv).

Nestlé Annual Review 2018 31 Nestlé. Enhancing For individuals quality of life and and families contributing to Enabling healthier and happier lives a healthier future. Our 2030 ambition is to help 50 million children lead healthier lives Driven by our company purpose —enhancing quality of life and contributing to a healthier future— our 2030 ambitions align with those of the United Nations 2030 Agenda for Sustainable Development. Offering tastier and Inspiring people Building, sharing healthier choices to lead healthier lives and applying nutrition knowledge

At Nestlé, we touch billions of lives worldwide: Launch more Apply and explain Build and share foods and beverages nutrition information on nutrition knowledge from the individuals and families who enjoy our that are nutritious, packs, at point of sale from the first products, to the communities in which we live, especially for and online 1000 days through mothers‑to‑be, new to healthy aging Offer guidance work and source our ingredients, and the natural mothers, and infants on portions for Build biomedical and children environment upon which we all depend. Having our products science leading to Further health‑promoting identified three core areas where we make an Leverage our decrease sugars, products, personalized marketing efforts impact, we have made public commitments sodium and nutrition and to promote healthy saturated fat digital solutions against our most material issues, which help cooking, eating us achieve our ambitions and ultimately support Increase and lifestyles vegetables, fiber‑rich Empower parents, the UN Sustainable Development Goals (SDG) grains, pulses, nuts caregivers and teachers and seeds in our foods for 2030. to foster healthy and beverages behaviors in children Simplify our Support ingredient lists and breastfeeding and remove artificial colors protect it by continuing Address to implement an undernutrition industry‑leading policy through micronutrient to market breast‑milk fortification substitutes responsibly Inspire people to choose water to lead healthier lives Partner for promoting healthy food environments

Status of our commitments

New In progress Achieved

32 Nestlé Annual Review 2018 For our For the planet communities

Helping develop thriving, Stewarding resources resilient communities for future generations

Our 2030 ambition is to improve 30 million livelihoods Our 2030 ambition is to strive for zero environmental in communities directly connected to our business activities impact in our operations

Enhancing rural Respecting Promoting decent Caring for water Acting on Safeguarding development and promoting employment climate change the environment and livelihoods human rights and diversity

Improve farm Assess and Roll out our Work to achieve Provide climate Improve economics among the address human rights Nestlé needs YOUth water efficiency and change leadership the environmental farmers who supply us impacts across our initiative across sustainability across performance of Promote business activities all our operations all our operations our packaging Improve food transparency and availability and dietary Improve Enhance Advocate proactive, long‑term Reduce food diversity among the workers’ livelihoods gender balance in for effective engagement loss and waste farmers who supply us and protect children our workforce and water policies in climate policy Provide in our agricultural empower women and stewardship Implement meaningful supply chain across the entire responsible sourcing Engage with and accurate value chain in our supply chain Enhance a suppliers, especially environmental and promote culture of integrity Advocate for those in agriculture information and animal welfare across the organization healthy workplaces dialogue Raise awareness and healthier Continuously Provide effective on water conservation Preserve employees improve our green grievance mechanisms and improve access to natural capital coffee supply chain to employees water and sanitation and stakeholders across our value chain Roll out the Nestlé Cocoa Plan with cocoa farmers

Nestlé Annual Review 2018 33 Enabling healthier and happier lives

Consumer food habits are changing. In line with these evolving needs, we are transforming our products, making them more nutritious and natural. We also help parents everyday through supportive services. The driving force is Nestlé for Healthier Kids, our flagship initiative to help 50 million children lead healthier lives by 2030.

Inspiring people to lead healthier lives We make sure our brands provide healthy recipes, clear nutrition information and portion guidance to raise awareness and help consumers adopt healthier lifestyles. Good nutrition in the early years lays the foundation for lifelong health and well-being. Our flagship initiative Nestlé for Healthier Kids aims to educate and inspire parents and caregivers of children during the crucial period from conception to adolescence. At a glance

1 29 million children reached through Nestlé for Healthier Kids

2 Over 1300 new nutritious products launched for babies, children, expecting women or new mothers

3 CHF 1.7 billion invested in Nesquik Making healthy choices easier with research and development a range of reduced sugar options of iconic brands.

34 Nestlé Annual Review 2018 Sweet Earth Flexitarian, vegetarian, these plant‑based meal options help to support a healthy diet without compromising on nutrition, taste or convenience.

Offering tastier and healthier choices Malnutrition comes in many forms: undernutrition, obesity or being overweight, and micronutrient deficiencies. Combating malnutrition remains one of the greatest global health challenges. With particular attention to children, we are committed to launching more nutritious foods and drinks, increasing vegetable and whole grain content, simplifying ingredient lists and removing artificial colors. We also fortify products where needed and are reducing sugar, sodium and saturated fat.

Building, sharing and applying nutrition knowledge Our scientists and researchers work to discover how different aspects of nutrition impact us at every stage of life. Our studies of infants’ and children’s eating habits for instance, which include dietary intake information from over 55 000 infants, toddlers and school‑aged children worldwide, help us to improve products and services. The learnings are also shared with medical and nutrition communities to address various global health challenges.

Vitaflo Our cutting edge research allows us to help people with food‑related medical conditions.

Nestlé Annual Review 2018 35 Helping develop thriving, resilient communities

We aim to develop thriving, resilient communities as part of a secure, long‑term value chain, empowering our employees, supporting rural development, ensuring responsible sourcing and promoting human rights. Initiatives such as our Nespresso AAA Sustainable Quality Program, Nescafé Plan, Nestlé Cocoa Plan and Farmer Connect help ensure the resilience of thousands of suppliers and farmers around the world.

Enhancing rural development and livelihoods By understanding the challenges farmers face, we aim to improve productivity and incomes, make agriculture more attractive and secure long‑term supplies. Our Child Labour Monitoring and Remediation System continues to grow in our cocoa supply countries, Côte d’Ivoire and Ghana, and has now helped 11 130 children. In 2018, we launched Grown Respectfully to communicate the work of our Nescafé Plan by conveying real, inspiring At a glance experiences from coffee growers.

1 63% of our 14 priority categories of ingredients are responsibly sourced

2 43.2% of Nestlé’s leadership roles are held by women

3 Over 400 000 young Nescafé people reached through Grown Respectfully brings to life the work that Nescafé has been doing Nestlé needs YOUth for over 80 years to help our farmers grow better coffee, sustainably.

36 Nestlé Annual Review 2018 Respecting and promoting human rights We are committed to respecting and promoting human rights across our activities. We work with experts to identify risks and implement action plans. We have further promoted human rights at country operation level, a key step toward governance structures to oversee human rights risks and opportunities. We also launched an updated training tool, which will help us achieve our objective to train all Nestlé employees on human rights.

KitKat Nestlé is committed to supporting sustainable cocoa farming and teamed up with ethical ad platform Good‑Loop to allow viewers to donate part of the KitKat brand’s media budget to the Nestlé Cocoa Plan.

Promoting decent employment and diversity Ensuring decent employment, diversity and inclusion is a key aspect of Nestlé’s culture. In 2018, we pledged to accelerate achieving equal pay. We implemented a new maternity policy across our markets and publicly committed to the UN’s Standards of Conduct for Business to tackle LGBTI discrimination. Furthermore, we worked on tackling conscious and unconscious biases in our organization through trainings and communications.

Nespresso The role of women in coffee smallholder farming is very important to the sustainable development of their local communities and the sector. This is why Nespresso emphasizes gender equality in coffee-sourcing regions.

Nestlé Annual Review 2018 37 Stewarding resources for future generations

We are dependent upon forests, soils, the oceans and the climate to deliver a sustainable supply of resources for our operations. We have set commitments and objectives to use and manage resources sustainably, by operating more efficiently, responding to climate change, reducing food loss and waste, and caring for water. Our ambition is to strive for zero environmental impact in our operations.

Caring for water Caring for water is a key part of achieving our ambition of zero environmental impact in our operations. We continue to reduce withdrawals per tonne of product and reuse water. We also work with others, such as the Alliance for Water Stewardship, on water stewardship initiatives and increasing access to safe water, sanitation and hygiene, a fundamental right for everyone.

At a glance Nido 1 We have 18 zero water Nestlé dairy processing factories are progressing toward becoming factories zero water facilities by reusing the water recovered from the milk 2 38.2% reduction in GHG evaporation process. emissions per tonne of product since 2008

3 118 710 tonnes of packaging avoided since 2015

38 Nestlé Annual Review 2018 Acting on climate change As an industry, we are impacted by climate change. Changing weather influences crop yields and the livelihoods of farmers. We are determined to help our farmers build resilience to climate change, and are playing our part in reducing our impact upon the climate by reducing greenhouse gas (GHG) emissions in line with science‑based targets throughout the value chain.

Extrafino We work closely with local dairy farmers, collecting fresh milk and supporting energy-efficient projects.

Pure Life Nestlé Pure Life water bottles, already made from recyclable plastic, are an example of our global packaging ambition to make 100% of our packaging recyclable or reusable by 2025.

Safeguarding the environment Across Nestlé, we reduce, reuse and recycle to move our sites toward zero waste for disposal. We want no Nestlé packaging to end up in landfills or as litter, on land or at sea. In 2018, we announced the creation of the Nestlé Institute of Packaging Sciences, dedicated to the discovery and development of functional, safe and environmentally-friendly packaging solutions. This is a step toward our ambition to make 100% of our packaging recyclable or reusable by 2025. We rely on healthy forests, soils and oceans for the ingredients we use. We aim to improve our environmental performance while growing our business: from working with farmers to manage soils and avoid excess run‑off, to investing in waste infrastructure to stop plastic leakage, to supporting global efforts, like the Global Ghost Gear Initiative.

Nestlé Annual Review 2018 39 Stakeholder engagement and materiality mapping

Engaging with others on important Our stakeholders include: investors, multilateral issues strengthens our business. organizations, governments, NGOs, academia, local communities, suppliers, consumers and We seek the advice of experts, business‑to‑business customers. advocates and challengers to Every two years, we ask an independent develop our corporate policies and third party to carry out a formal materiality commitments, inform strategy and assessment, to help us identify the most important issues for our business and prioritize investments. our stakeholders. Our stakeholder convenings and other events provide further opportunities for dialogue. In March 2018, our Creating Shared Value Forum —attended by Nestlé Chairman Paul Bulcke and CEO U. Mark Schneider—was held in conjunction with the eighth Global World Water Forum in Brasilia, Brazil. In 2018, as part of our investor outreach we met with 660 firms and 1148 investors across 23 cities.

Our performance in leading indices We are not driven by awards and recognition, but we’re proud to have our sustainability efforts and achievements acknowledged by world‑leading ratings and rankings agencies:

Nestlé has been consistently listed in the FTSE4Good Responsible Investment Index since 2011.

Ranked first out of 22 global food and beverage manufacturers in the 2018 Access to Nutrition Index™ (ATNI).

Ranked second in the Food Products industry of the 2018 Dow Jones Sustainability Index (DJSI), scored 100 for Health and Nutrition performance, and hold the leadership scores in the Environmental and Social Dimensions.

Retained our place in CDP’s Climate A list.

Nestlé Chairman Paul Bulcke speaks at the 2018 Creating Shared Value Forum in Brasilia, Brazil, where the topic was “Water as a driver for the Sustainable Development Goals.”

40 Nestlé Annual Review 2018 Nestlé materiality matrix 2018

Natural resource and water stewardship Supply chain stewardship Climate change Over and undernutrition Major

Women’s empowerment Rural development and poverty alleviation Food and product safety Community relations Human rights Changing consumer demographics Business ethics and trends Responsible marketing and influence Product packaging and plastic Product quality Food and nutrition security Significant Resource Efficiency, (Food) Waste and the Circular Economy Land management in the supply chain

Importance stakeholders to Animal Welfare Product regulation and taxation Employee Safety, Health and Wellness Geopolitical uncertainty Fair employment and equal opportunities Responsible use of technology Data privacy and cyber security Moderate

Moderate Significant Major

Impact on Nestlé’s success

For individuals and families For our communities For the planet

P Over and undernutrition P Supply chain stewardship P Natural resource P Responsible marketing P Women’s empowerment and water stewardship and influence P Product regulation and taxation P Resource Efficiency, (Food) P Product quality P Human rights Waste and the Circular Economy P Food and product safety P Animal welfare P Land management in the P Changing consumer P Business ethics supply chain demographics and trends P Employee Safety, P Climate change P Food and nutrition security Health and Wellness P Product packaging and plastic P Data privacy and cyber security P Geopolitical uncertainty P Fair employment and equal opportunities P Natural disasters P Responsible use of technology P Community relations P Rural development and poverty alleviation

Nestlé Annual Review 2018 41 Financial review

42 Nestlé Annual Review 2018 Key figures (consolidated)

In millions of CHF (except for data per share and employees) 2017 * 2018

Results Sales 89 590 91 439 Underlying Trading operating profit(a) 14 771 15 521 as % of sales 16.5% 17.0% Trading operating profit(a) 13 277 13 789 as % of sales 14.8% 15.1% Profit for the year attributable to shareholders of the parent (Net profit) 7 156 10 135 as % of sales 8.0% 11.1%

Balance sheet and Cash flow statement Equity attributable to shareholders of the parent 60 956 57 363 Net financial debt(a) 21 369 30 330 Ratio of net financial debt to equity (gearing) 35.1% 52.9% Operating cash flow 14 199 15 398 as % of net financial debt 66.4% 50.8% Free cash flow(a) 9 358 10 765 Capital additions 6 569 14 711 as % of sales 7.3% 16.1%

Data per share Weighted average number of shares outstanding (in millions of units) 3 092 3 014 Basic earnings per share CHF 2.31 3.36 Underlying earnings per share (a) CHF 3.55 4.02 Dividend as proposed by the Board of Directors of Nestlé S.A. CHF 2.35 2.45

Market capitalization, end December 256 223 237 363

Number of employees (in thousands) 323 308

Principal key figures(b) (illustrative) in CHF, USD, EUR In millions (except for data per share) Total CHF Total CHF Total USD Total USD Total EUR Total EUR 2017 2018 2017 2018 2017 2018 Sales 89 590 91 439 91 032 93 366 80 509 79 208 Underlying Trading operating profit(a) 14 771 15 521 15 009 15 848 13 274 13 445 Trading operating profit(a) 13 277 13 789 13 490 14 080 11 931 11 945 Profit for the year attributable to shareholders of the parent (Net profit) 7 156 10 135 7 271 10 348 6 430 8 779 Equity attributable to shareholders of the parent 60 956 57 363 62 404 58 177 52 205 50 855 Market capitalization, end December 256 223 237 363 262 309 240 733 219 440 210 432

Data per share Basic earnings per share 2.31 3.36 2.35 3.43 2.08 2.91

* 2017 figures have been restated, see Foreword on page 44. (a) Certain financial performance measures are not defined by IFRS. For further details, see Foreword on page 44. (b) Income statement figures translated at weighted average annual rate; Balance sheet figures at year‑end rate.

Nestlé Annual Review 2018 43 Group overview

Foreword Sales by geographic areas 2017 figures disclosed in the Financial review Differences 2018/2017 (in %) have been restated to reflect: in local in CHF –– modifications as described in Note 1 in CHF currency millions Accounting policies of the Consolidated By principal markets 2018 Financial Statements of the Nestlé United States + 4.1% + 4.6% 27 618 Group 2018; and Greater China Region + 6.5% + 5.2% 7 004 –– the changes of business structure, effective France + 3.1% – 0.7% 4 561 Brazil – 14.7% – 1.5% 3 683 as from January 1, 2018, mainly Nestlé United Kingdom + 8.4% + 5.8% 2 930 Nutrition from a Globally-Managed to Mexico + 3.4% + 6.0% 2 813 a Regionally-Managed Business transferred Germany + 2.6% – 1.1% 2 752 to the Zones and Other businesses. Philippines – 3.7% + 1.3% 2 476 In addition, the Financial review contains certain Canada + 6.2% + 6.9% 2 064 financial performance measures, that are not Italy + 2.1% – 1.6% 1 819 defined by IFRS, that are used by management to Japan + 1.8% + 0.9% 1 782 assess the financial and operational performance Russia – 1.6% + 6.9% 1 595 of the Group. They include among others: Spain + 1.7% – 2.0% 1 552 –– Organic growth, Real internal growth Australia – 1.1% + 2.1% 1 552 and Pricing; India + 4.9% + 10.9% 1 529 –– Underlying Trading operating profit margin Switzerland – 1.8% – 1.8% 1 241 and Trading operating profit margin; Rest of the world + 1.3% (a) 24 468 –– Net financial debt; Total + 2.1% (a) 91 439 –– Free cash flow; and (a) Not applicable. –– Underlying earnings per share (EPS) and EPS in constant currency. Management believes that these non‑IFRS financial performance measures provide useful information regarding the Group’s financial and operating performance. The Alternative Performance Measures document published under www.nestle.com/ investors/publications defines these non‑IFRS with food, beverages and nutritional health financial performance measures. products at its core, has become much clearer as we completed a sizeable number of transactions Introduction and announced strategic reviews for Nestlé Skin We are pleased with our progress in 2018. Health and Herta. All financial performance metrics improved In 2018, we upgraded our innovation engine significantly and we saw revived growth in our notably to ensure continued technology two largest markets, the United States and China, leadership and a shorter time to market. In the as well as in our infant nutrition business. Nestlé fast-changing food and beverages space Nestlé keeps investing in future growth and—at the has what it takes to truly excite consumers with same time—has increased the amount of cash meaningful innovation and must-have products. returned to shareholders through our dividend We reaffirmed our sustainability leadership at and share buyback program. a time when consumers and regulators around We made significant progress with our the world are increasingly looking for solutions to portfolio transformation and sharpened our today’s environmental and societal problems. Our Group’s strategic focus, strengthening key growth decisive action and strong commitments to tackle categories and geographies in the process. Our the global packaging waste problem are a case unique Nutrition, Health and Wellness strategy, in point.

44 Nestlé Annual Review 2018 We are on our way to meeting our 2020 Underlying Trading operating profit and Trading operating profit targets and positioning Nestlé for sustained and In millions of CHF In % of sales sustainable growth in the years beyond. 15 521 14 771 Group sales 13 789 13 277 16.5% 17.0% Organic growth (OG) reached 3.0%, fully in line 14.8% 15.1% with the February 2018 guidance. Group real internal growth (RIG) increased to 2.5% for the full year and remained at the high end of the food and beverages industry. This was supported by disciplined execution, faster innovation and successful new product launches. Pricing was 0.5%, with some improvement from 0.3% in the first half to 0.9% in the second half of the year. Net acquisitions increased sales by 0.7%. 2017 * 2018 2017 * 2018 This was largely related to the acquisitions of P Underlying Trading operating profit the Starbucks license and Atrium Innovations, P Trading operating profit which more than offset divestments, mainly U.S. * 2017 figures have been restated, see Foreword on page 44. confectionery. Foreign exchange reduced sales by 1.6% as several emerging market currencies devalued against the Swiss franc. Total reported sales increased by 2.1% to CHF 91.4 billion. 2018 organic growth was supported by Underlying Trading operating Trading operating profit profit by operating segment by operating segment stronger momentum in the United States and In % of sales In % of sales China, Nestlé’s two largest markets. There was also a step up in organic growth for the infant nutrition and confectionery businesses. PetCare, coffee and Nestlé Health Science continued to 22.8% 21.2% make significant contributions with sustained 21.1% 19.6% high growth. Organic growth for the Group 19.0% 17.2% 16.5% was 1.6% in developed markets and 4.9% in 14.6%

emerging markets. 11.0% 8.7% Underlying Trading operating profit Underlying Trading operating profit increased by 5.1% to CHF 15.5 billion. The Underlying Trading operating profit margin increased by 50 basis P Zone AMS points in constant currency and on a reported P Zone EMENA basis to 17.0%. P Zone AOA P Nestlé Waters Margin expansion was supported by P Other businesses (a) operational efficiencies, structural cost (a) Mainly Nespresso, Nestlé Health Science, reductions and improved mix, which more than Nestlé Skin Health and Gerber Life Insurance. offset higher distribution expenses. Overall, the impact of commodity costs was broadly neutral, as increases in Zone AMS and Nestlé Waters were compensated by decreases in the other geographies and categories. Consumer- facing marketing expenses increased by 1.3% in constant currency.

Nestlé Annual Review 2018 45 Group overview

Restructuring expenses and net other Evolution of the Nestlé S.A. share in 2018 trading items increased by CHF 238 million to In CHF CHF 1.7 billion. This was mainly due to higher impairments and other restructuring-related expenses. Trading operating profit increased by 85.00 3.9% to CHF 13.8 billion. The Trading operating 100.0% profit margin increased by 30 basis points on a 80.00 reported basis to 15.1%. 95.0% 90.0% Net financial expenses and Income tax 75.00 Net financial expenses grew by 9.3% to 85.0% CHF 761 million, largely reflecting an increase in 70.00 net debt.

The Group tax rate decreased by 280 basis | | | | | | | | | | | | points to 26.5%. The underlying tax rate declined J F M A M J J A S O N D by 320 basis points to 23.8%, mainly as a result of P Nestlé S.A. share the United States tax reform. P Nestlé relative to Swiss Market Index

Net profit and Earnings per share Net profit grew by 41.6% to CHF 10.1 billion, and Earnings per share increased by 45.5% to CHF 3.36. Net profit benefited from several large Earnings per share Operating cash flow one-off items, including income from the disposal in CHF in billions of CHF of businesses. The increase was also supported by the improved operating performance. 3.36 15.4 14.2 Underlying earnings per share increased by 13.9% in constant currency and by 13.1% on 2.31 a reported basis to CHF 4.02. Nestlé’s share buyback program contributed 2.0% to the underlying earnings per share increase, net of finance costs. 2017 * 2018 2017 * 2018

Cash flow * 2017 figures have been restated, see Foreword on page 44. Free cash flow grew by 15% and reached CHF 10.8 billion. The increase resulted mainly from higher operating profit, improved working capital and disciplined capital expenditure.

Share buyback program Dividend per share During 2018, the Group repurchased in CHF 2.45

CHF 6.8 billion of Nestlé shares. As of 2.35 December 31, 2018, the Group had implemented 2.30 CHF 10.3 billion (52%) of Nestlé’s CHF 20 billion 2.25 2.20 share buyback program announced in 2017. In light of strong free cash flow generation, Nestlé intends to complete its current program six months ahead of schedule by the end of December 2019. 2014 2015 2016 2017 2018

46 Nestlé Annual Review 2018 Net debt Net debt increased to CHF 30.3 billion as at December 31, 2018, compared to CHF 21.4 billion at the end of 2017. The increase largely reflected share buybacks of CHF 6.8 billion completed during 2018, and a net cash outflow of CHF 5.2 billion on acquisitions and divestments.

Return on invested capital The Group’s return on invested capital increased to 12.1%. The improvement was the result of lower goodwill impairment, improved operating performance and disciplined capital allocation.

Dividend The Board of Directors is proposing a dividend of CHF 2.45 per share, up from CHF 2.35 last year.

Outlook Continued improvement in organic sales growth and Underlying Trading operating profit margin toward our 2020 targets. Restructuring costs (1) are expected at around CHF 700 million. Underlying earnings per share in constant currency and capital efficiency are expected to increase.

(1) Not including impairment of fixed assets, litigation and onerous contracts.

Sales, employees and factories by geographic area

Sales Employees Factories 2017 * 2018 2017 2018 2017 2018 AMS 45.3% 44.9% 33.5% 33.9% 158 159 EMENA (a) 29.1% 29.4% 33.9% 34.1% 146 146 AOA 25.6% 25.7% 32.6% 32.0% 109 108

* 2017 figures have been restated, see Foreword on page 44. (a) 9666 employees in Switzerland in 2018.

Employees by activity In thousands 2017 2018 Factories 164 152 Administration and sales 159 156 Total 323 308

Nestlé Annual Review 2018 47 Product category and operating segment review

In millions of CHF 2017 * 2018 Proportion of total sales (%) RIG (%) OG (%)

Powdered and Liquid Beverages Soluble coffee/coffee systems 9 265 9 314 43.1% Other 11 123 12 306 56.9% Total sales 20 388 21 620 + 2.5% + 3.3% Underlying Trading operating profit 4 478 4 898 22.7% Trading operating profit 4 319 4 572 21.1%

Water Total sales 7 382 7 409 – 0.6% + 2.3% Underlying Trading operating profit 978 775 10.5% Trading operating profit 915 603 8.1%

Milk products and Ice cream Milk products 10 751 10 507 79.5% Ice cream 2 679 2 710 20.5% Total sales 13 430 13 217 + 1.3% + 1.8% Underlying Trading operating profit 2 515 2 521 19.1% Trading operating profit 2 333 2 412 18.2%

Nutrition and Health Science Total sales 15 247 16 188 + 4.5% + 4.6% Underlying Trading operating profit 3 063 3 337 20.6% Trading operating profit 2 539 2 826 17.5%

Prepared dishes and cooking aids Frozen and chilled 6 130 6 105 50.6% Culinary and other 5 808 5 960 49.4% Total sales 11 938 12 065 + 1.2% + 1.2% Underlying Trading operating profit 2 108 2 176 18.0% Trading operating profit 1 938 2 044 16.9%

Confectionery Chocolate 6 362 6 031 74.2% Sugar confectionery 1 098 812 10.0% Biscuits 1 339 1 280 15.8% Total sales 8 799 8 123 + 3.2% + 2.7% Underlying Trading operating profit 1 393 1 403 17.3% Trading operating profit 1 243 1 291 15.9%

PetCare Total sales 12 406 12 817 + 3.5% + 4.5% Underlying Trading operating profit 2 673 2 768 21.6% Trading operating profit 2 621 2 572 20.1%

* 2017 figures have been restated, see Foreword on page 44.

48 Nestlé Annual Review 2018 Zone Americas (AMS)

Sales CHF 31.0 billion by continued solid growth in Purina petcare, particularly Organic growth + 2.0% with Pro Plan, Fancy Feast and Tidycat, and the e-commerce Real internal growth + 1.3% channel. Coffee Mate creamers and Nestlé Professional Underlying Trading operating profit margin 21.1% also maintained high growth. The infant nutrition business Underlying Trading operating profit margin + 50 basis points returned to positive growth in the fourth quarter. The Trading operating profit margin 19.6% licensed Starbucks business was smoothly integrated and Trading operating profit margin + 20 basis points saw strong demand for its coffee products. Growth in frozen food, including pizza, was flat. Latin America posted positive organic growth with broad- based contributions from most categories. Momentum –– 2.0% organic growth: 1.3% RIG; 0.7% pricing. improved sequentially in each quarter of the year, with –– North America saw positive organic growth, mid single-digit growth in the fourth quarter, helped with positive RIG and pricing. by increased pricing. In Brazil the trading environment –– Latin America reported positive organic growth, remained challenging. The market returned to positive comprised of a balance of RIG and pricing. organic growth in the second half of the year, with stronger –– The Underlying Trading operating profit margin pricing and an acceleration across most categories, increased by 50 basis points to 21.1%. especially in confectionery and infant nutrition. Mexico maintained consistent mid single-digit organic growth, with Organic growth increased to 2.0%, supported by higher RIG a strong contribution from Nescafé and NAN infant formula. of 1.3% following an acceleration in North America. Pricing Purina petcare, with sales in excess of CHF 1 billion in Latin remained soft at 0.7% but showed improved momentum America, reported another year of double-digit growth. in the second half of the year. Net acquisitions increased The Zone’s Underlying Trading operating profit margin sales by 0.3%. Foreign exchange had a negative impact of improved by 50 basis points as ongoing restructuring 3.2%. Reported sales in Zone AMS decreased by 0.9% to projects reduced structural costs. Operational efficiencies CHF 31.0 billion. and pricing helped to offset significant cost increases North America returned to positive growth in 2018, with from commodity and freight inflation, as well as strong momentum in the fourth quarter. This was supported foreign exchange.

Zone AMS In millions of CHF 2017 * 2018 Proportion of total sales (%) RIG (%) OG (%) United States and Canada 20 217 20 540 66.3% Latin America and Caribbean 11 038 10 435 33.7%

Powdered and Liquid Beverages 3 356 4 057 13.1% Milk products and Ice cream 7 166 6 991 22.5% Prepared dishes and cooking aids 5 606 5 541 17.9% Confectionery 3 501 2 718 8.8% PetCare 8 641 8 783 28.4% Nutrition and Health Science 2 985 2 885 9.3% Total sales 31 255 30 975 + 1.3% + 2.0%

Underlying Trading operating profit 6 425 6 521 21.1% Trading operating profit 6 062 6 078 19.6% Capital additions 1 941 7 356 23.7%

* 2017 figures have been restated, see Foreword on page 44.

Nestlé Annual Review 2018 49 Zone Europe, Middle East and North Africa (EMENA)

Sales CHF 18.9 billion Zone EMENA maintained solid organic growth in Organic growth + 1.9% 2018. RIG was resilient and positive across all subregions. Real internal growth + 2.6% The trading environment in Western Europe remained Underlying Trading operating profit margin 19.0% deflationary, resulting in negative pricing. The Zone’s growth Underlying Trading operating profit margin + 80 basis points was mainly driven by Purina petcare, infant nutrition and Trading operating profit margin 17.2% Nestlé Professional. Premium products, representing 22% Trading operating profit margin + 40 basis points of the Zone’s sales, saw strong growth of around 10%. This strong momentum came from products such as Felix and Gourmet cat food, as well as NAN infant formula with Human Milk Oligosaccharides (HMOs). Nescafé posted –– 1.9% organic growth: 2.6% RIG; –0.7% pricing. positive growth in spite of lower coffee commodity prices –– Western Europe posted positive RIG. Pricing declined and a challenging competitive environment. Confectionery resulting in negative organic growth. had positive growth supported by innovation. The new –– Central and Eastern Europe maintained mid single-digit all-natural, vegetarian and gluten-free snack bar Yes! was organic growth, mainly driven by RIG. Pricing was launched in September. also positive. The Zone’s Underlying Trading operating profit margin –– Middle East and North Africa saw continued mid increased by 80 basis points. This improvement was single-digit organic growth. RIG and pricing were positive. supported by product mix, structural cost savings, –– The Underlying Trading operating profit margin grew operational efficiencies and lower commodity costs. by 80 basis points to 19.0%.

Organic growth was 1.9%, supported by solid RIG at 2.6%. Pricing declined by 0.7% as deflationary trends continued to affect the food and retail sectors across most markets in Western Europe. Net acquisitions increased sales by 0.1%. Foreign exchange increased sales by 0.5%. Reported sales in Zone EMENA increased by 2.5% to CHF 18.9 billion.

Zone EMENA In millions of CHF 2017 * 2018 Proportion of total sales (%) RIG (%) OG (%) Western 11 448 11 791 62.3% Eastern and Central 3 486 3 570 18.8% Middle East and North Africa 3 544 3 571 18.9%

Powdered and Liquid Beverages 5 108 5 154 27.2% Milk products and Ice cream 1 061 1 067 5.7% Prepared dishes and cooking aids 3 885 3 923 20.7% Confectionery 3 226 3 293 17.4% PetCare 3 227 3 466 18.3% Nutrition and Health Science 1 971 2 029 10.7% Total sales 18 478 18 932 + 2.6% + 1.9%

Underlying Trading operating profit 3 354 3 590 19.0% Trading operating profit 3 111 3 251 17.2% Capital additions 1 021 1 422 7.5%

* 2017 figures have been restated, see Foreword on page 44.

50 Nestlé Annual Review 2018 Zone Asia, Oceania and sub‑Saharan Africa (AOA)

Sales CHF 21.3 billion Reported sales in Zone AOA increased by 2.2% to Organic growth + 4.3% CHF 21.3 billion. Real internal growth + 3.6% Zone AOA maintained consistent mid single-digit organic Underlying Trading operating profit margin 22.8% growth. China saw improved growth compared to 2017. This Underlying Trading operating profit margin + 60 basis points was supported by innovations in infant nutrition, coffee and Trading operating profit margin 21.2% culinary, as well as strong growth in e-commerce. South- Trading operating profit margin – 20 basis points East Asia posted solid growth underpinned by double-digit growth in Vietnam and Indonesia, led by Milo and Bear Brand in particular. Robust growth in South Asia was based on strong momentum for Maggi, Nescafé and KitKat, with –– 4.3% organic growth: 3.6% RIG; 0.7% pricing. several new product launches. Sub-Saharan Africa posted –– China posted mid single-digit organic growth, mid single-digit growth despite a lower contribution from significantly higher than the prior year. pricing. Japan and Oceania reported positive growth –– South-East Asia reported mid single-digit organic growth, with successful launches of Nescafé Gold and KitKat Gold with positive RIG and pricing. in Australia. Overall for the Zone, infant nutrition, Purina –– South Asia saw mid single-digit organic growth, petcare and Nestlé Professional grew mid single-digit, with strong RIG and positive pricing. helped by a strong performance in the second half. –– Sub-Saharan Africa had mid single-digit organic growth The Zone’s Underlying Trading operating profit margin with a balance of positive RIG and pricing. improved by 60 basis points, supported by operational –– Japan and Oceania reported low single-digit growth. efficiencies, pricing and volume leverage. Positive RIG was partially offset by negative pricing. –– The Underlying Trading operating profit margin increased by 60 basis points to 22.8%.

Organic growth was strong at 4.3%, comprised of 3.6% RIG and 0.7% pricing. Acquisitions and divestments had no impact on sales. Foreign exchange reduced sales by 2.1%.

Zone AOA In millions of CHF 2017 * 2018 Proportion of total sales (%) RIG (%) OG (%) ASEAN markets 6 423 6 563 30.8% Oceania and Japan 3 036 3 036 14.2% Other Asian markets 8 997 9 309 43.6% Sub‑Saharan Africa 2 422 2 423 11.4%

Powdered and Liquid Beverages 5 953 6 086 28.5% Milk products and Ice cream 5 192 5 149 24.1% Prepared dishes and cooking aids 2 443 2 599 12.2% Confectionery 2 014 2 056 9.6% PetCare 539 568 2.7% Nutrition and Health Science 4 737 4 873 22.9% Total sales 20 878 21 331 + 3.6% + 4.3%

Underlying Trading operating profit 4 644 4 866 22.8% Trading operating profit 4 468 4 514 21.2% Capital additions 770 1 103 5.2%

* 2017 figures have been restated, see Foreword on page 44.

Nestlé Annual Review 2018 51 Nestlé Waters

Sales CHF 7.9 billion contributions to growth from the international premium Organic growth + 2.1% brands S.Pellegrino and Perrier, the launch of sparkling Real internal growth – 0.6% spring waters such as Poland Spring and Zephyrhills, as well Underlying Trading operating profit margin 11.0% as the Direct-to-Consumer business, ReadyRefresh. Europe Underlying Trading operating profit margin – 200 basis points saw positive growth following a return to mid single-digit Trading operating profit margin 8.7% growth in the second half of the year, most notably in the Trading operating profit margin – 350 basis points UK and France. The international premium sparkling brands, S.Pellegrino and Perrier, maintained good growth. The Underlying Trading operating profit margin decreased by 200 basis points. Profitability was impacted –– 2.1% organic growth: –0.6% RIG; 2.7% pricing. by higher PET packaging and distribution costs. These were –– North America saw increased pricing and declining RIG. only partly offset by operational efficiencies, structural cost –– Europe saw positive RIG and slightly negative pricing. reduction and price increases taken in June 2018. –– Emerging markets posted low single-digit organic growth, driven by pricing. –– The Underlying Trading operating profit margin decreased by 200 basis points to 11.0%.

Organic growth was 2.1%. Pricing improved to 2.7%, mainly due to price increases in North America. This was partially offset by a RIG decline of 0.6%, also attributable to North America. Net acquisitions reduced sales by 1.0%. Foreign exchange had a negative impact on sales of 1.2%. Reported sales in Nestlé Waters were CHF 7.9 billion. In North America growth was supported by price increases in the United States, reflecting significant cost inflation in packaging and distribution. There were strong

Nestlé Waters In millions of CHF 2017 * 2018 Proportion of total sales (%) RIG (%) OG (%) Europe 1 980 2 088 26.5% United States and Canada 4 344 4 357 55.3% Other regions 1 558 1 433 18.2% Total sales 7 882 7 878 – 0.6% + 2.1%

Underlying Trading operating profit 1 022 865 11.0% Trading operating profit 958 683 8.7% Capital additions 702 884 11.2%

* 2017 figures have been restated, see Foreword on page 44.

52 Nestlé Annual Review 2018 Other businesses

Sales CHF 12.3 billion and emerging markets grew double-digit. Momentum Organic growth + 5.7% was supported by innovation, with strong demand for the Real internal growth + 5.4% recently launched Master Origin range and the latest limited Underlying Trading operating profit margin 16.5% edition coffees inspired by Parisian cafés. Vertuo, a versatile Underlying Trading operating profit margin + 60 basis points coffee system with five capsule sizes, gained further Trading operating profit margin 14.6% traction globally and is now available in fourteen markets Trading operating profit margin + 280 basis points worldwide. Nespresso continued to expand its distribution and global footprint throughout the year, reaching 792 boutiques. Nestlé Health Science delivered mid single- digit growth supported by medical nutrition and consumer –– 5.7% organic growth: 5.4% RIG; 0.3% pricing. care products. Atrium Innovations grew double-digit, with –– Nespresso maintained mid single-digit organic growth, continued strong demand for its innovative, non-GMO, with very strong momentum in North America. organic and natural offerings. Nestlé Skin Health posted mid –– Nestlé Health Science posted mid single-digit growth, single-digit growth. driven by strong RIG. The Underlying Trading operating profit margin of Other –– Nestlé Skin Health saw mid single-digit organic growth. businesses increased by 60 basis points. This was mainly RIG was positive but pricing was slightly negative. due to an improvement in Nestlé Skin Health and Nespresso. –– The Underlying Trading operating profit margin of Other businesses increased by 60 basis points to 16.5%.

Organic growth of 5.7% was supported by strong RIG of 5.4% and pricing of 0.3%. Net acquisitions increased reported sales by 5.6% and foreign exchange had a negative 0.2% impact. Reported sales in Other businesses increased by 11.1% to CHF 12.3 billion. Nespresso reported consistent mid single-digit growth, with positive growth across all regions. North America

Other businesses (a) In millions of CHF 2017 * 2018 RIG (%) OG (%) Total sales 11 097 12 323 + 5.4% + 5.7%

Underlying Trading operating profit 1 763 2 036 16.5% Trading operating profit 1 309 1 794 14.6% Capital additions 1 712 3 593 29.2%

* 2017 figures have been restated, see Foreword on page 44. (a) Mainly Nespresso, Nestlé Health Science, Nestlé Skin Health and Gerber Life Insurance.

Nestlé Annual Review 2018 53 Principal risks and uncertainties

Group Risk Management Factors affecting results The Group adopts a risk profile aligned to our Maintaining high levels of trust with consumers purpose and business strategy. We aim to create is essential for Nestlé’s success. Any major long‑term value through a balance of sustainable event triggered by a serious food safety or other growth and resource efficiency. Our culture and compliance issue could have a negative effect on values, rooted in respect for ourselves, for others, Nestlé’s reputation or brand image. The Group for diversity and for the future, guide our decisions has policies, processes, controls and regular and actions. Our creating shared value approach monitoring to ensure high‑quality products helps to prioritize those areas which maximize and prevention of health risks arising from value creation for shareholders and cultivate handling, preparation and storage throughout positive societal and environmental impacts. the value chain. The Nestlé Group Enterprise Risk Management The success of the Nestlé Group depends on (ERM) framework is designed to assess its ability to anticipate consumer preferences and and mitigate risks in order to minimize their to offer high‑quality, competitive, relevant and potential impact on the Group and support the innovative products. Our Nutrition, Health achievement of Nestlé’s long‑term purpose and Wellness strategy aims to enhance people’s and business strategy. A top‑down assessment lives at all stages through industry‑leading is performed at Group level once a year to research and development to drive innovation and create a good understanding of the company’s the continuous improvement of our portfolio. mega‑risks, to allocate ownership to drive specific Prolonged negative perceptions concerning actions around them and take any relevant steps health implications of processed food and to address them. A bottom‑up assessment occurs beverages categories could lead to an increase in in parallel resulting in the aggregation of individual regulation of the industry and may also influence assessments by all Markets and Globally‑Managed consumer preferences. The Group has long‑term Businesses. Additionally, Nestlé engages with objectives in place to apply scientific and external stakeholders to better understand the nutritional know‑how to enhance nutrition, health issues that are of most concern to them. For and wellness, contributing to healthier eating, each issue, the materiality matrix (included in drinking and lifestyle habits, as well as improve the Nestlé in society report) rates the degree the accessibility of safe and affordable food. of stakeholder concern and potential business Changing customer relationships and channel impact. These different risk mappings allow the landscape may inhibit our growth if we fail Group to make sound decisions on the future to maintain strong engagements or adapt to operations of the company. changing customer needs. Our strategy is Risk assessments are the responsibility of line to maintain and develop strong relationships management; this applies equally to a business, with customers across the world to help them a market or a function, and any mitigating win in their respective prioritized categories actions identified in the assessments are the where we operate. responsibility of the individual line management. Nestlé is dependent on the sustainable supply If Group‑level intervention is required, of a number of raw and packaging materials. responsibility for mitigating actions will generally Longer‑term changes in weather patterns; be determined by the Executive Board. water shortages; shifts in production patterns; The results of the Group ERM are presented economic and social inequality in supply chains, annually to the Executive Board, half‑yearly to the etc., could result in capacity constraints, as well Audit Committee, and reported annually to the as reputational damage. The Group has long‑term Board of Directors. commitments to promote better agricultural The factors identified below are considered the practices, support rural development in line with most relevant for our business and performance. local priorities and address supply chain issues Many of the long‑term mitigation strategies are from gender inequality to deforestation. Progress expanded on in our Nestlé in society report. against these commitments is monitored to

54 Nestlé Annual Review 2018 ensure positive social and environmental impacts awards approach and people development that along with delivering our own growth strategy. emphasizes diversity, innovation and growth. Nestlé manages risks related to climate Nestlé is subject to health and safety regimes change and water resources. Our long‑term in all countries where it operates. Nestlé has commitments and strategies on climate change procedures in place to comply with legislation and water are available in Nestlé’s response concerning the protection of the health and to the CDP Climate Change report and Water welfare of employees and contractors, as well as questionnaires in the Nestlé in society report. long‑term initiatives to promote safe and healthy The Group is subject to environmental regimes employee behaviors. applied in all countries where it operates and Failure to act with integrity or behavior that has controls in place to comply with legislation is inconsistent with the expectations of our concerning the protection of the environment, stakeholders may adversely impact our corporate including the use of natural resources, release reputation and brands. The Group’s Corporate of air emissions and waste water, and the Business Principles and Code of Conduct outline generation, storage, handling, transportation, our commitment to integrity and the corporate treatment and disposal of waste materials. compliance program defines the framework and Nestlé is reliant on the procurement of coordinates assurance processes. materials, manufacturing and supply of finished The Group depends on accurate, timely goods for all product categories. A major event data along with increasing integration of digital impacting input prices, or in one of Nestlé’s key solutions, services and models, both internal and plants, at a key supplier, contract manufacturer, external. The threat of cyber attacks disrupting co‑packer, and/or warehouse facility could the reliability, security and privacy of data, as well potentially lead to a supply disruption. Active as the IT infrastructure, continues to increase. price‑risk management on key commodities and Contingency plans along with policies and business continuity plans are established and controls are in place aiming to protect and ensure regularly maintained in order to mitigate against compliance on both infrastructure and data. such events. The Group’s liquidities/liabilities (currency, The investment choices of the Group evolve interest rate, hedging, cost of capital, pension over time and may include investments in obligations/retirement benefits, banking/ emerging technologies; new business models; commercial credit, etc.) could be impacted by any expansion into new geographies; and creation major event in the financial markets. Nestlé has the of, or entry into, new categories. This may result appropriate risk mitigation measures in place with in broader exposures for the Group. The Group’s strong governance to actively manage exposures investment choices are aligned with our strategy and long‑term asset and liability outlook. and prioritized based on the potential to create Nestlé has factories in 85 countries and sales in value over the long term. 190 countries. Security, political instability, legal As part of the strategy, the Group undertakes and regulatory, fiscal, macroeconomic, foreign business transformations such as large‑scale trade, labor and/or infrastructure risks could change management projects, mergers potentially impact Nestlé’s ability to do business and acquisitions. To ensure the realization in a country or region. Major events caused by of the anticipated benefits of them, these natural hazards (such as flood, drought, infectious transformations receive executive sponsorship disease, etc.) could also impact the Group’s with aligned targets, as well as appropriate ability to operate. Any of these events could levels of resource to support successful execution lead to a supply disruption and impact Nestlé’s of them. financial results. Regular monitoring and ad hoc The ability to attract and retain skilled, talented business continuity plans are established in order employees is critical to achieving our strategy. to mitigate against such events. The Group‑wide Our initiatives and processes aim to sustain a geographical and product category spread high‑performance culture, supported by a total represents a tremendous natural hedge.

Nestlé Annual Review 2018 55 Factories

Americas (AMS) Europe, Middle East and North Africa (EMENA) Argentina 6 P L P L P L P L P L L P L Algeria 2 P L P P L L L Bolivia 1 L L L L P L L Bahrain 1 L P L L L L L L Brazil 17 P L P P L P L P L P L P L Belgium 1 L P L L L L L L Canada 8 P L P L P L P L P L P L P L Bulgaria 1 L L L L L P L L Chile 9 P L L P L P L P L P L L Czech Republic 3 L L L L P L P L L Colombia 5 P L L P L P L P L P L P L Denmark 1 L L L L P L L L Costa Rica 1 L L L L L L L Egypt 2 P L P L P L P L P P L Cuba 3 L P L P L L L L Finland 2 L L L P L P L L L Dominican Republic 2 L L P L L P L L L France 19 P L P L P L P L P L L P L Ecuador 4 P L L P L P L P L P L L Germany 14 P L L P L P L P L P L P L Guatemala 2 P L L L L P L L L Greece 2 P L P L L L L L L Mexico 13 P L P L P L P L P L P L P L Hungary 2 P L L L L L P L P L Nicaragua 1 P L L P L L L L L Iran 2 P L P L P L L L L Panama 2 L L P L L P L L L Iraq 1 L L L L L L Peru 1 P L L P L P L P L P L L Ireland 1 L L L P L L L L Trinidad and Tobago 1 P L L P L L L L L Israel 9 P L L P L P L P P L L United States 77 P L P L P L P L P L P L P L Italy 9 L P L L L P L P L P L Uruguay 1 P L L L L P L L L Jordan 1 L P L L L L L L Venezuela 5 P L P L P L P L P L P L Lebanon 2 L P L L L L L L Morocco 1 P L L P L L L L L Netherlands 1 L L L P L L L L Asia, Oceania and sub‑Saharan Africa (AOA) Poland 5 P L P L P L P L P L P L P L Angola 1 L P L L L Portugal 2 P L L P L P L L L L Australia 7 P L L P L P L P L P L P L Qatar 1 L P L L L L L L Bangladesh 1 P L L P L P L Republic of Serbia 1 P L L L L P L P L L Cameroon 1 P L P L L P Romania 1 P L L L L L P L L Côte d’Ivoire 2 P L L L L P Russia 6 P L L P L P L P L P L P L Ethiopia 1 P Saudi Arabia 7 L P L L L L L L Ghana 1 P L L P L P L L P L Slovak Republic 1 L L L L P L L L Greater China Region 32 P L P L P L P L P L P L P L Spain 10 P L P L P L P L P L P L P L India 7 P L P P L P L P L Sweden 2 P L L L L L L L Indonesia 3 P L L P L P L L L L Switzerland 11 P L P L L P L P L P L L Japan 3 P L L P L P P L P L L Syria 1 L L L L L Kenya 1 P L L P L P L P L L Tunisia 1 P L P L L L Malaysia 7 P L L P L P L P L P L L Turkey 3 P L P L L L P P L L Myanmar 1 P L L P L L L Ukraine 3 P L L L L L P L L New Zealand 2 L L L L P L P L P L United Arab Emirates 3 P L P L P L L P L P L L Nigeria 3 P L P P L P P United Kingdom 10 P L P L P L L L P L P L Pakistan 4 P L P P L P L P L L Uzbekistan 1 L P P L L L L Papua New Guinea 1 P L P L L P L L Philippines 5 P L L P L P L P L L L Republic of Korea 1 P L P L L L L L L The figure in black after the P Powdered and Senegal 1 L L P L L P country denotes the number Liquid Beverages Singapore 2 P L L P L P L L L L of factories. P Water P Local production (may P Milk products and Ice cream South Africa 5 P L L P L P L P L P L L represent production P Nutrition and Health Science Sri Lanka 1 P L L P L P L in several factories). P Prepared dishes and Thailand 8 P L P L P L P L P L L P L L Imports (may, in a few cooking aids particular cases, represent P Confectionery Vietnam 6 P L P L P L P L P L L purchases from third parties P PetCare Zimbabwe 1 P L P L P L P L L in the market concerned).

56 Nestlé Annual Review 2018 Corporate Governance and Compliance

Nestlé Annual Review 2018 57 Corporate Governance

Our Board of Directors is highly engaged and the composition of the Board. As a truly global dedicated to creating long‑term, sustainable value business, we have always felt that constructing based on strong principles of governance and a diverse board—including but not limited to an appropriate tone from the top. Our corporate diversity in background, geography, experience, governance framework is carefully constructed, ethnicity and gender—is critical to our ability to and continually evaluated and updated, to ensure effectively oversee the direction of our company. that it promotes accountability and supports our In 2018, we nominated three new independent strategy to foster long‑term value and sustainable directors, each of whom was elected by our growth for the benefit of all shareholders. shareholders at our 2018 Annual Meeting. Since In 2018, our Board of Directors and 2015, we have strengthened the Board through management continued to evolve our strategy the addition of seven new independent directors and governance to anticipate and reflect with unique depth of experience and expertise changing global consumer preferences and offer that is directly relevant for Nestlé and aligned high‑quality, competitive, relevant and innovative with our strategy. To this end, we will continue products. As part of this effort, we have been to maintain a long‑term approach to board driving growth through innovation with significant refreshment and succession planning to ensure investments in R&D. In addition to our organic that our Board has the right mix of backgrounds, growth strategy, our Board and management skills and expertise to understand the trajectory have taken an active role in streamlining Nestlé’s of our business and drive a winning strategy that portfolio to focus on high‑growth, high-margin creates value for all of our shareholders. businesses, and we will continue to rigorously Intense engagement with our shareholders review our business mix for further opportunities through our roadshows, investor meetings and to drive profitable growth and shareholder value. analyst calls has sharpened our focus on our To ensure that our incentive plans promote the core priorities and strategic vision. In 2018, we execution of our strategy, we have updated our visited 23 cities and attended 488 meetings executive compensation plan to introduce Return representing 1148 investors. Moreover, our on Invested Capital (ROIC) as a performance shareholder engagement effort continues to be measure. Tying compensation to returns promotes highlighted by our Chairman’s Roundtables that the efficient use of capital and M&A discipline. we held this past year in Hong Kong, Frankfurt, The Board also reconfirmed Nestlé’s value Paris, Zurich, London, New York and Tokyo. The creation model delivering both top- and Board and management will continue to seek and bottom-­line growth, as well as capital efficiency incorporate feedback to ensure we are acting in to drive continuous long‑term shareholder the best interests of our shareholders. value creation. We continue to deliver on our Our Chairman’s and Corporate Governance commitments to execute the proven Nutrition, Committee acts as a consultant body to Health and Wellness (NHW) strategy and the Chairman and CEO, and regularly reviews promoting a prudent approach toward capital aspects of our governance, as well as asset allocation and M&A. We also remain focused and liability management. on executing on our CHF 20 billion repurchase Our Nomination and Sustainability Committee, program and sustainable dividend policy. To date, chaired by our Lead Independent Director, our strategy has yielded strong, consistent results evaluates Board composition, structure and for our shareholders, as reflected in our short‑ succession planning. The Committee regularly and long‑term outperformance of the STOXX assesses potential candidates for nomination 1800 Food & Beverage index. CHF 104 billion to the Board in the coming years. It also reviews cash was returned to shareholders since 2009 all aspects of our environmental and social including CHF 40 billion in share buybacks and sustainability policies. CHF 64 billion in dividends. Our Compensation Committee sets our Our Board’s recent actions to create sustained remuneration principles and submits the value also include continued efforts to enhance proposals for remuneration of the Board and

58 Nestlé Annual Review 2018 the Executive Board to the Board and the Share capital distribution by geography AGM. It ensures the alignment of our values, strategies and performance management. Our compensation budgets and our compensation P United States 36.5% report are submitted to annual votes by P Switzerland 34.9% our shareholders. P United Kingdom 4.8% Our Audit Committee oversees internal and P Germany 4.7% P Japan 2.5% external audit, financial reporting, compliance P Canada 2.1% and risk management. Our internal audit function P Luxembourg 2.0% was strengthened and our mandate for external P Belgium 1.9% P Sweden 1.5% audit was put up for tender. P China 1.1% We further integrated our public reporting on P Others 8.0% our financial and non‑financial performance by including the highlights from our Nestlé in society report in our Annual Review. We recognize that for our company to be successful over time and Share capital by investor type, long‑term evolution (a) create sustainable value for shareholders, we must also create value for society. We do this 100% through our more than 2000 brands that enhance quality of life and contribute to a healthier future. 75% Institutions 80% 50%

25% Private Shareholders 20% 0% 2002 2006 2010 2014 2018

(a) Percentage derived from total number of registered shares. Registered shares represent 57.6% of the total share capital. Statistics are rounded, as at 31.12.2018.

Nestlé Annual Review 2018 59 Board of Directors of Nestlé S.A.

Peter Brabeck‑Letmathe Chairman Emeritus David P. Frick Secretary to the Board KPMG SA Geneva branch (1) Independent auditors

Paul Bulcke Beat Hess Kasper Rorsted

U. Mark Schneider Pablo Isla Henri de Castries

Board of Directors Henri de Castries (1, 2, 4, 5) Renato Fassbind (1, 2, 5) of Nestlé S.A. Vice Chairman Vice Chairman, Swiss Re AG at December 31, 2018 Lead Independent Director Jean‑Pierre Roth (1, 3) Former Chairman and CEO, AXA Former Chairman, Geneva Paul Bulcke (1, 2, 4) Beat Hess (1, 2, 3) Cantonal Bank Chairman Chairman, LafargeHolcim Ltd Ann M. Veneman (1, 4) U. Mark Schneider (1, 2) Former Group Legal Director, Former Secretary, U.S. Chief Executive Officer Royal Dutch Shell plc. Department of Agriculture, and Executive Director, UNICEF

60 Nestlé Annual Review 2018 Renato Fassbind Ruth K. Oniang’o Kimberly A. Ross Ursula M. Burns

Eva Cheng Jean‑Pierre Roth Ann M. Veneman Patrick Aebischer

Eva Cheng (1, 4, 5) Ursula M. Burns (1, 3) (1) Term expires on the date of the Former Chairwoman and CEO, Former Chairwoman and CEO, Annual General Meeting 2019. Amway China & Southeast Asia Xerox Corporation (2) Chairman’s and Corporate (1) (1) Ruth K. Oniang’o Kasper Rorsted Governance Committee. Professor of Food Science CEO adidas AG (3) Compensation Committee. and Nutrition Pablo Isla (1) (4) Nomination and Sustainability Patrick Aebischer (1, 3) Chairman and CEO, Inditex Committee. President Emeritus of the Kimberly A. Ross (1, 5) (5) Audit Committee. Swiss Federal Institute of Former CFO, Baker Hughes LLC, For further information on the Board of Technology Lausanne (EPFL) Avon Products Inc. and Directors, please refer to the Corporate Royal Ahold N.V. Governance Report 2018.

Nestlé Annual Review 2018 61 Executive Board of Nestlé S.A.

1

3 5

2

8

Executive Board of Nestlé S.A. 2 Laurent Freixe 5 Wan Ling Martello 8 Magdi Batato at December 31, 2018 EVP, CEO Zone United States EVP, CEO Zone Asia, Oceania, EVP, Operations of America, Canada, Latin sub‑Saharan Africa 9 Stefan Palzer 1 U. Mark Schneider America, Caribbean 6 Marco Settembri EVP, Innovation Technology, Chief Executive Officer 3 Chris Johnson EVP, CEO Zone Europe, Research and Development EVP, Human Resources and Middle East, North Africa 10 Maurizio Patarnello Business Services 7 François‑Xavier Roger Deputy EVP, Nestlé Waters 4 Patrice Bula EVP, Chief Financial Officer 11 Greg Behar EVP, Strategic Business Units, CEO, Nestlé Health Marketing, Sales, Nespresso Science S.A.

62 Nestlé Annual Review 2018 12 7 10

11

4

6

9

12 David P. Frick EVP: Executive Vice President SVP, Corporate Governance, SVP: Senior Vice President Compliance and Corporate CEO: Chief Executive Officer Services For further information on the Executive Board, please refer to the Corporate Governance Report 2018.

Nestlé Annual Review 2018 63 Compliance

Compliance is the foundation of how we do will perform a new assessment to ensure that business and a condition for creating shared their compliance program remain relevant to the value. Compliance at Nestlé not only refers to business needs. During the last 3 years more applicable laws but to Nestlé policies across than 160 000 employees have been trained on all our Corporate Business Principles and our our compliance foundations. Special initiatives commitment to integrity as explained in our related to WHO Code compliance and the purpose and values and our Code of Business prevention of harassment and discrimination. Conduct. Our clear commitments are fundamental An annual compliance risk assessment regarding to the success of our company. third party risks was performed by the Corporate Our Board of Directors and our Executive Compliance Committee. Board oversee and promote good practices Our Compliance commitments and progress are throughout the company and oversee externally shared in the Nestlé in society report. our corporate compliance program. Line management is supported by our dedicated corporate compliance function, which provides guidance and functional leadership, as well as by all other functions engaged in our holistic, risk- and principles-based compliance program. Our Corporate Compliance Committee defines the framework and coordinates assurance processes. Market Compliance Officers and Committees ensure a consistent approach across the Group and help identify local compliance priorities. We monitor compliance though our corporate functions, our internal audit function and our external auditors. Through our CARE program, which relies on independent external auditors, we regularly assess specific aspects of our compliance. In 2018, 291 CARE audits were conducted and gaps addressed. The necessary training is provided in our internal Management School, at in‑person trainings in the Markets, as well as through our e‑learning tools. 48 741 employees performed our Code of Conduct training in 2018. Our Integrity Reporting System and our ‘Tell Us’ system allow us to address complaints from employees and external stakeholders. 1837 complaints from employees and 699 complaints from suppliers and other third parties were investigated and remedial action taken this year. Markets were supported with investigative guidelines and best practices. All Markets confirmed a mature ‘fit for purpose’ level in their local program (defined as more than 80% score in all categories), based on a self‑assessment of the Market Compliance Programs by the local Compliance Committees. In 2019, the program will be updated and Markets

64 Nestlé Annual Review 2018 Shareholder information

© 2019, Nestlé S.A., Cham and Vevey Stock exchange listing April 11, 2019 (Switzerland) At December 31, 2018, Nestlé S.A. shares 152nd Annual General Meeting, are listed on the SIX Swiss Exchange, Zurich Beaulieu Lausanne, The Annual Report contains forward (ISIN code: CH0038863350). Lausanne (Switzerland) looking statements which reflect American Depositary Receipts (ISIN code: Management’s current views and US6410694060) representing Nestlé S.A. estimates. The forward looking statements involve certain risks and shares are offered in the USA by Citibank, April 12, 2019 uncertainties that could cause actual N.A., New York. Last trading day with entitlement to dividend results to differ materially from those contained in the forward looking statements. Potential risks and Registered Offices April 15, 2019 uncertainties include such factors as Nestlé S.A. Ex‑dividend date general economic conditions, foreign Avenue Nestlé 55 exchange fluctuations, competitive CH‑1800 Vevey (Switzerland) product and pricing pressures, and regulatory developments. tel. +41 (0)21 924 21 11 April 17, 2019 Payment of the dividend The Annual Report is published in Nestlé S.A. (Share Transfer Office) English, German and French. The Zugerstrasse 8 English version is binding for the CH‑6330 Cham (Switzerland) April 18, 2019 content. tel. +41 (0)41 785 20 20 2019 First quarter sales figures The brands in italics are registered For additional information, contact: trademarks of the Nestlé Group. Nestlé S.A. July 26, 2019 Visual concept and design Investor Relations 2019 Half‑yearly Results Nestec Ltd., Corporate Identity Avenue Nestlé 55 & Design, with Gavillet & Cie CH‑1800 Vevey (Switzerland) tel. +41 (0)21 924 35 09 October 17, 2019 Photography e‑mail: [email protected] 2019 Nine months sales figures Sébastien Agnetti, Mareen Fischinger / Getty Images, As to information concerning the share Nestlé S.A. register (registrations, transfers, February 13, 2020 Prepress dividends, etc.), please contact: 2019 Full Year Results Images3 S.A. (Switzerland) Nestlé S.A. (Share Transfer Office) Zugerstrasse 8 Printing CH‑6330 Cham (Switzerland) April 23, 2020 Genoud S.A. (Switzerland) tel. +41 (0)41 785 20 20 153rd Annual General Meeting, fax +41 (0)41 785 20 24 Beaulieu Lausanne, Paper e‑mail: [email protected] Lausanne (Switzerland) This report is printed on Lessebo Smooth White, a paper produced from well‑managed forests and other The Annual Review is available online controlled sources certified by the as a PDF in English, French and German. Forest Stewardship Council (FSC). The consolidated income statement, balance sheet and cash flow statement are also available as Excel files.

www.nestle.com

Nestlé Annual Review 2018 65 Financial Statements 2018

Consolidated Financial Statements of the Nestlé Group 2018

152nd Financial Statements of Nestlé S.A.

Consolidated Financial Statements of the Nestlé Group 2018

Consolidated Financial Statements of the Nestlé Group 2018 63 65 Principal exchange rates 160 Statutory Auditor’s Report – Report on the Audit of the 66 Consolidated income statement for Consolidated Financial Statements the year ended December 31, 2018 166 Financial information – 5 year review 67 Consolidated statement of comprehensive income for the year 168 Companies of the Nestlé Group, joint ended December 31, 2018 arrangements and associates

68 Consolidated balance sheet as at December 31, 2018

70 Consolidated cash fl ow statement for the year ended December 31, 2018

71 Consolidated statement of changes in equity for the year ended December 31, 2018

73 Notes 73 1. Accounting policies 77 2. Scope of consolidation, acquisitions and disposals of businesses, assets held for sale and acquisitions of non-controlling interests 83 3. Analyses by segment 93 4. Net other trading and operating income/ (expenses) 94 5. Net fi nancial income/(expense) 95 6. Inventories 7. Trade and other receivables/payables 97 8. Property, plant and equipment 101 9. Goodwill and intangible assets 107 10. Employee benefi ts 117 11. Provisions and contingencies 119 12. Financial instruments 134 13. Taxes 137 14. Associates and joint ventures 139 15. Earnings per share 140 16. Cash fl ow statement 143 17. Equity 148 18. Transactions with related parties 150 19. Guarantees 20. Effects of hyperinfl ation 21. Events after the balance sheet date 22. Restatements of 2017 comparatives and fi rst application of IFRS 9

64 Consolidated Financial Statements of the Nestlé Group 2018 Principal exchange rates

CHF per 2018 2017 2018 2017 Year ending rates Weighted average annual rates 1 US Dollar USD 0.986 0.977 0.979 0.984 1 Euro EUR 1.128 1.168 1.154 1.113 100 Chinese Yuan Renminbi CNY 14.335 15.001 14.776 14.593 100 Brazilian Reais BRL 25.448 29.531 26.663 30.796 100 Philippine Pesos PHP 1.877 1.957 1.856 1.953 1 Pound Sterling GBP 1.256 1.316 1.302 1.271 100 Mexican Pesos MXN 5.015 4.957 5.082 5.212 1 Canadian Dollar CAD 0.724 0.778 0.755 0.759 100 Japanese Yen JPY 0.894 0.867 0.886 0.878 1 Australian Dollar AUD 0.697 0.761 0.731 0.754 100 Russian Rubles RUB 1.416 1.694 1.554 1.688

Consolidated Financial Statements of the Nestlé Group 2018 65 Consolidated income statement for the year ended December 31, 2018

In millions of CHF Notes 2018 2017 * Sales 3 91 439 89 590

Other revenue 311 332 Cost of goods sold (46 070) (45 571) Distribution expenses (8 469) (8 023) Marketing and administration expenses (20 003) (19 818) Research and development costs (1 687) (1 739) Other trading income 4 37 112 Other trading expenses 4 (1 769) (1 606) Trading operating profi t 3 13 789 13 277

Other operating income 4 2 535 379 Other operating expenses 4 (2 572) (3 500) Operating profi t 13 752 10 156

Financial income 5 247 152 Financial expense 5 (1 008) (848) Profi t before taxes, associates and joint ventures 12 991 9 460

Taxes 13 (3 439) (2 773) Income from associates and joint ventures 14 916 824 Profi t for the year 10 468 7 511 of which attributable to non-controlling interests 333 355 of which attributable to shareholders of the parent (Net profi t) 10 135 7 156

As percentages of sales Trading operating profi t 15.1% 14.8% Profi t for the year attributable to shareholders of the parent (Net profi t) 11.1% 8.0%

Earnings per share (in CHF) Basic earnings per share 15 3.36 2.31 Diluted earnings per share 15 3.36 2.31

* 2017 restated fi gures include modifi cations as described in Note 1 Accounting policies and related impacts in Note 22.

66 Consolidated Financial Statements of the Nestlé Group 2018 Consolidated statement of comprehensive income for the year ended December 31, 2018

In millions of CHF Notes 2018 2017 * Profi t for the year recognized in the income statement 10 468 7 511

Currency retranslations, net of taxes 17 (1 004) (561) Fair value changes on available-for-sale fi nancial instruments, net of taxes 17 — (10) Fair value changes on debt instruments, net of taxes 17 (39) — Fair value changes on cash fl ow hedges, net of taxes 46 (55) Share of other comprehensive income of associates and joint ventures 14/17 (21) (240) Items that are or may be reclassifi ed subsequently to the income statement (1 018) (866)

Remeasurement of defi ned benefi t plans, net of taxes 10/17 600 1 063 Fair value changes on equity instruments, net of taxes 17 4 — Share of other comprehensive income of associates and joint ventures 14/17 117 52 Items that will never be reclassifi ed to the income statement 721 1 115

Other comprehensive income for the year 17 (297) 249

Total comprehensive income for the year 10 171 7 760 of which attributable to non-controlling interests 218 328 of which attributable to shareholders of the parent 9 953 7 432

* 2017 restated fi gures include modifi cations as described in Note 1 Accounting policies and related impacts in Note 22.

Consolidated Financial Statements of the Nestlé Group 2018 67 Consolidated balance sheet as at December 31, 2018 before appropriations

In millions of CHF Notes 2018 2017 * Assets

Current assets Cash and cash equivalents 12/16 4 500 7 938 Short-term investments 12 5 801 655 Inventories 6 9 125 9 177 Trade and other receivables 7/12 11 167 12 036 Prepayments and accrued income 530 573 Derivative assets 12 183 231 Current income tax assets 869 917 Assets held for sale 2 8 828 357 Total current assets 41 003 31 884

Non-current assets Property, plant and equipment 8 29 956 30 777 Goodwill 9 31 702 29 746 Intangible assets 9 18 634 20 615 Investments in associates and joint ventures 14 10 792 11 628 Financial assets 12 2 567 6 003 Employee benefi ts assets 10 487 392 Current income tax assets 58 62 Deferred tax assets 13 1 816 2 103 Total non-current assets 96 012 101 326

Total assets 137 015 133 210

* 2017 restated fi gures include modifi cations as described in Note 1 Accounting policies and related impacts in Note 22.

68 Consolidated Financial Statements of the Nestlé Group 2018 Consolidated balance sheet as at December 31, 2018

In millions of CHF Notes 2018 2017 * Liabilities and equity

Current liabilities Financial debt 12 14 694 11 211 Trade and other payables 7/12 17 800 18 864 Accruals and deferred income 4 075 4 299 Provisions 11 780 819 Derivative liabilities 12 448 507 Current income tax liabilities 2 731 2 477 Liabilities directly associated with assets held for sale 2 2 502 12 Total current liabilities 43 030 38 189

Non-current liabilities Financial debt 12 25 700 18 566 Employee benefi ts liabilities 10 5 919 7 111 Provisions 11 1 033 1 147 Deferred tax liabilities 13 2 540 3 492 Other payables 12 390 2 476 Total non-current liabilities 35 582 32 792

Total liabilities 78 612 70 981

Equity 17 Share capital 306 311 Treasury shares (6 948) (4 537) Translation reserve (20 432) (19 436) Other reserves (183) 989 Retained earnings 84 620 83 629 Total equity attributable to shareholders of the parent 57 363 60 956 Non-controlling interests 1 040 1 273 Total equity 58 403 62 229

Total liabilities and equity 137 015 133 210

* 2017 restated fi gures include modifi cations as described in Note 1 Accounting policies and related impacts in Note 22.

Consolidated Financial Statements of the Nestlé Group 2018 69 Consolidated cash fl ow statement for the year ended December 31, 2018

In millions of CHF Notes 2018 2017 * Operating activities Operating profi t 16 13 752 10 156 Depreciation and amortization 16 3 924 3 934 Impairment 1 248 3 582 Net result on disposal of businesses 4 (686) 132 Other non-cash items of income and expense 16 137 (186) Cash fl ow before changes in operating assets and liabilities 18 375 17 618

Decrease/(increase) in working capital 16 472 (244) Variation of other operating assets and liabilities 16 (37) 361 Cash generated from operations 18 810 17 735

Interest paid (684) (609) Interest and dividend received 192 119 Taxes paid (3 623) (3 628) Dividends and interest from associates and joint ventures 14 703 582 Operating cash fl ow 15 398 14 199

Investing activities Capital expenditure 8 (3 869) (3 938) Expenditure on intangible assets 9 (601) (769) Acquisition of businesses 2 (9 512) (696) Disposal of businesses 2 4 310 140 Investments (net of divestments) in associates and joint ventures 14 728 (140) Infl ows/(outfl ows) from treasury investments (5 159) 587 Other investing activities (163) (134) Investing cash fl ow (14 266) (4 950)

Financing activities Dividend paid to shareholders of the parent 17 (7 124) (7 126) Dividends paid to non-controlling interests (319) (342) Acquisition (net of disposal) of non-controlling interests 2 (528) (526) Purchase (net of sale) of treasury shares (a) (6 854) (3 295) Infl ows from bonds and other non-current fi nancial debt 12 9 900 6 406 Outfl ows from bonds and other non-current fi nancial debt 12 (2 712) (3 190) Infl ows/(outfl ows) from current fi nancial debt 12 3 520 (1 011) Financing cash fl ow (4 117) (9 084)

Currency retranslations (313) (217) Increase/(decrease) in cash and cash equivalents (3 298) (52)

Cash and cash equivalents at beginning of year 7 938 7 990 Cash and cash equivalents at end of year 16 4 640 7 938

* 2017 restated fi gures include modifi cations as described in Note 1 Accounting policies and related impacts in Note 22.

(a) Mostly relates to the Share Buy-Back Program launched in 2017.

70 Consolidated Financial Statements of the Nestlé Group 2018 Consolidated statement of changes in equity for the year ended December 31, 2018

In millions of CHF Share capital Treasury shares Translation reserve Other reserves Retained earnings equity Total attributable to shareholders of the parent Non-controlling interests Total equity Equity as at December 31, 2016 as originally published 311 (990) (18 799) 1 198 82 870 64 590 1 391 65 981 First application of IFRS 15 ————(268) (268) — (268) First application of IFRS 16 ————(189) (189) — (189) Other ————(61) (61) — (61) Equity restated as at January 1, 2017 * 311 (990) (18 799) 1 198 82 352 64 072 1 391 65 463

Profi t for the year * ————7 156 7 156 355 7 511 Other comprehensive income for the year * — — (637) (209) 1 122 276 (27) 249 Total comprehensive income for the year * — — (637) (209) 8 278 7 432 328 7 760

Dividends ————(7 126) (7 126) (342) (7 468) Movement of treasury shares — (3 719) — — 113 (3 606) — (3 606) Equity compensation plans — 172 — — (11) 161 — 161 Changes in non-controlling interests (a) ————93 93 (104) (11) Total transactions with owners — (3 547) — — (6 931) (10 478) (446) (10 924)

Other movements ————(70) (70) — (70)

Equity restated at December 31, 2017 311 (4 537) (19 436) 989 83 629 60 956 1 273 62 229

* 2017 restated fi gures include modifi cations as described in Note 1 Accounting policies and related impacts in Note 22.

(a) Movements reported under retained earnings include the impact of the acquisitions (see Note 2.5) as well as put options for acquisitions of non-controlling interests.

Consolidated Financial Statements of the Nestlé Group 2018 71 Consolidated statement of changes in equity for the year ended December 31, 2018

In millions of CHF Share capital Treasury shares Translation reserve Other reserves Retained earnings equity Total attributable to shareholders of the parent Non-controlling interests Total equity Equity as at January 1, 2018 311 (4 537) (19 436) 989 83 629 60 956 1 273 62 229 First application of IFRS 9 (a) — — (176) (1 170) 1 333 (13) (2) (15) Equity as at January 1, 2018 after fi rst application of IFRS 9 311 (4 537) (19 612) (181) 84 962 60 943 1 271 62 214

Profi t for the year ————10 135 10 135 333 10 468 Other comprehensive income for the year — — (893) (12) 723 (182) (115) (297) Total comprehensive income for the year — — (893) (12) 10 858 9 953 218 10 171

Dividends ————(7 124) (7 124) (319) (7 443) Movement of treasury shares — (6 677) — — (49) (6 726) — (6 726) Equity compensation plans — 153 — — (3) 150 3 153 Changes in non-controlling interests (b) ————181 181 (133) 48 Reduction in share capital (c) (5) 4 113 — — (4 108) — — — Total transactions with owners (5) (2 411) — — (11 103) (13 519) (449) (13 968)

Other movements — — 73 10 (97) (14) — (14)

Equity as at December 31, 2018 306 (6 948) (20 432) (183) 84 620 57 363 1 040 58 403

(a) Mainly relates to Nestlé’s share in fair value changes of equity instruments held by associates. (b) Movements reported under retained earnings include the impact of the acquisitions (see Note 2.5) as well as put options for acquisitions of non-controlling interests. (c) Reduction in share capital, see Note 17.1.

72 Consolidated Financial Statements of the Nestlé Group 2018 Notes

1. Accounting policies Foreign currencies The functional currency of the Group’s entities is the currency Accounting convention and accounting standards of their primary economic environment. The Consolidated Financial Statements comply with In individual companies, transactions in foreign currencies International Financial Reporting Standards (IFRS) issued are recorded at the rate of exchange at the date of the by the International Accounting Standards Board (IASB) transaction. Monetary assets and liabilities in foreign and with Swiss law. currencies are translated at year-end rates. Any resulting They have been prepared on a historical cost basis, unless exchange differences are taken to the income statement, stated otherwise. All signifi cant consolidated companies, except when deferred in Other comprehensive income as joint arrangements and associates have a December 31 qualifying cash fl ow hedges. accounting year-end. On consolidation, assets and liabilities of foreign operations The Consolidated Financial Statements 2018 were approved reported in their functional currencies are translated into for issue by the Board of Directors on February 13, 2019, Swiss Francs, the Group’s presentation currency, at year-end and are subject to approval by the Annual General Meeting exchange rates. Income and expense are translated into Swiss on April 11, 2019. Francs at the annual weighted average rates of exchange or at the rate on the date of the transaction for signifi cant items. Accounting policies Differences arising from the retranslation of opening net Accounting policies are included in the relevant notes to assets of foreign operations, together with differences arising the Consolidated Financial Statements and are presented from the translation of the net results for the year of foreign as text highlighted with a grey background. The accounting operations, are recognized in Other comprehensive income. policies below are applied throughout the fi nancial When there is a change of control in a foreign operation, statements. exchange differences that were recorded in equity are recognized in the income statement as part of the gain Key accounting judgements, estimates or loss on disposal. and assumptions The preparation of the Consolidated Financial Statements Hyperinfl ationary economies requires Group Management to exercise judgement and to Several factors are considered when evaluating whether make estimates and assumptions that affect the application an economy is hyperinfl ationary, including the cumulative of policies, reported amounts of revenues, expenses, assets three-year infl ation, and the degree to which the population’s and liabilities and disclosures. These estimates and associated behaviors and government policies are consistent with such assumptions are based on historical experience and various a condition. other factors that are believed to be reasonable under the The balance sheet and results of subsidiaries operating circumstances. Actual results may differ from these estimates. in hyperinfl ationary economies are restated for the changes The estimates and underlying assumptions are reviewed in the general purchasing power of the local currency, using on an ongoing basis. Revisions to accounting estimates are offi cial indices at the balance sheet date, before translation recognized in the period in which the estimate is revised if into Swiss Francs and, as a result, are stated in terms of the the revision affects only that period, or in the period of the measuring unit current at the balance sheet date. The revision and future periods if the revision affects both current hyperinfl ationary economies in which the Group operates and future periods. Those areas affect mainly revenue are Venezuela and, as from 2018, Argentina (see Note 20). recognition (see Note 3), allowance for doubtful receivables (see Note 7), leases (see Note 8), impairment tests of goodwill and intangible assets with indefi nite useful life (see Note 9), employee benefi ts (see Note 10), provisions and contingencies (see Note 11) and taxes (see Note 13).

Consolidated Financial Statements of the Nestlé Group 2018 73 1. Accounting policies

Other revenue Changes in presentation – income statement Other revenue are primarily sales-based royalties and The following main changes have been applied: license fees from third parties which have been earned – the costs of returned or damaged products, and during the period. maintenance and other costs of trade assets (such as coffee machines, water coolers and freezers) previously Expenses reported under Marketing and administration expenses Cost of goods sold is determined on the basis of the cost have been reclassified to Cost of goods sold; and of production or of purchase, adjusted for the variation of – some costs previously reported under Marketing and inventories. All other expenses, including those in respect administration expenses have been reclassified to of advertising and promotions, are recognized when the Research and development expenses and Distribution Group receives the risks and rewards of ownership of the expenses. goods or when it receives the services. Government grants The above changes have been made to better align with the that are not related to assets are credited to the income function of the expenditure. statement as a deduction of the related expense when they 2017 comparatives have been restated (see Note 22). are received, if there is reasonable assurance that the terms of the grant will be met. Additional details of specifi c Changes in presentation – cash fl ow statement expenses are provided in the respective notes. There were insignificant changes in presentation between operating cash flow, cash flow from financing activities and cash flow from investing activities regarding cash flows of treasury investments and current financial debt. 2017 comparatives have been restated (see Note 22).

Changes in accounting policies The following main changes have been applied: – some costs that were previously included in the carrying value of inventory are now expensed as incurred, following a reevaluation of the relevance of including these costs (the major part of which relates to allocated information technology costs) in inventory. For a like-for-like comparison of the performance 2017 and onwards, the value of inventory on hand at January 1, 2017, has been restated; and – some taxes and levies on revenue or receipts, reported previously as Taxes, are considered now respectively as a reduction of Sales and as Marketing and administration expenses, in order to better align with the function of the expenditure. 2017 comparatives have been restated (see Note 22).

74 Consolidated Financial Statements of the Nestlé Group 2018 1. Accounting policies

Changes in accounting standards See Note 22 for the impact of IFRS 9. The changes The Group has applied as from January 1, 2018, the on the fair value hierarchy of fi nancial instruments as following new accounting standards. at January 1, 2018, are presented in Note 12. The new accounting policies are also set out in Note 12. IFRS 9 – Financial Instruments The standard addresses the accounting principles for the IFRS 15 – Revenue from Contracts with Customers fi nancial reporting of fi nancial assets and fi nancial liabilities, This standard combines, enhances and replaces specifi c including classifi cation, measurement, impairment, guidance on recognizing revenue with a single standard. derecognition and hedge accounting. It defi nes a new fi ve-step model to recognize revenue The Group has performed a review of the business from customer contracts. The Group undertook a review of model corresponding to the different portfolios of fi nancial the main types of commercial arrangements used with assets and of the characteristics of these fi nancial assets. customers under this model and has concluded that the Consequently, investments in debt instruments whose application of IFRS 15 had the main following effects: cash fl ows are solely payments of principal and interest i) as a consequence of the change in revenue recognition (“SPPI”) were designated either at amortized cost or at fair from transfer of risks and rewards to transfer of control, value through Other comprehensive Income depending a small proportion of sales (less than 0.5% of annual on the objectives of the business model. The existing sales) is recognized on average 2 days later under the investments in equity instruments at the date of the initial new standard; application were generally designated at fair value through ii) payments to customers currently treated as distribution Other comprehensive Income by election. This election costs have been reclassifi ed as deductions from sales generated a reclassifi cation between equity components under the new standard; of CHF 1.2 billion, with no net impact on the Group’s total iii) the timing of accruals for certain amounts payable to equity. customers was reviewed and as a result the current The impact of the new impairment model has been liability for these amounts at the beginning of 2017 reviewed. This analysis required the identifi cation of the was increased. credit risk associated with the counterparties and This standard was mandatory for the accounting period – considering that the majority of the Group’s fi nancial assets beginning on January 1, 2018, and has been applied with are trade receivables – integrates statistical data refl ecting retrospective impact, utilizing the practical expedient to the actual past experience of incurred loss due to default. not restate contracts that begin and end within the same The amount of additional impairment recognized on annual accounting period. January 1, 2018, was CHF 15 million. The new accounting policies are set out in Note 3. Furthermore, the Group has updated the defi nitions of 2017 comparatives have been restated (see Note 22). its hedging relationships in line with the risk management activities and policies, with a specifi c attention to the IFRS 16 – Leases identifi cation of the components in the pricing of the This standard replaces IAS 17 and sets out the principles for commodities. the recognition, measurement, presentation and disclosure This standard was mandatory for the accounting period of leases. beginning on January 1, 2018, and was applied retrospectively The main effect on the Group is that IFRS 16 introduces as at January 1, 2018, but with no restatement of comparative a single lessee accounting model and requires a lessee to information for prior years. Consequently, the Group recognize assets and liabilities for almost all leases and recognized any difference between the carrying amount therefore resulted in an increase of Property, plant and of financial instruments under IAS 39 and the carrying equipment and total Financial debt at January 1, 2017. amount under IFRS 9 in the opening retained earnings This standard is mandatory for the accounting period (or other equity components) as at January 1, 2018. beginning on January 1, 2019, but the Group early adopted Changes to hedge accounting policies have been applied it on January 1, 2018, under the full retrospective approach, prospectively. All hedging relationships designated under utilizing the practical expedient to not reassess whether IAS 39 at December 31, 2017, met the criteria for hedge a contract contains a lease. accounting under IFRS 9 at January 1, 2018, and are therefore The new accounting policies are set out in Note 8.2. regarded as continuing hedging relationships. 2017 comparatives have been restated (see Note 22).

Consolidated Financial Statements of the Nestlé Group 2018 75 1. Accounting policies

IFRIC 23 – Uncertainty over Income Tax Treatments Changes in IFRS that may affect the Group IFRIC 23 specifi es how to refl ect uncertainty in accounting after December 31, 2018 for income taxes. IFRIC 23 is mandatory for the accounting There are no standards that are not yet effective and that period beginning on January 1, 2019, but the Group early would be expected to have a material impact on the Group adopted it with effect from January 1, 2018. There was no in the current or future reporting periods. impact on the measurement of taxes as a consequence of this adoption. The uncertain tax liabilities formerly included under Provisions have been reclassifi ed to Current income tax liabilities. 2017 comparatives have been restated (see Note 22).

In addition, a number of other existing standards have been modifi ed on miscellaneous points with effect from January 1, 2018. Such changes include Classifi cation and Measurement of Share-based Payment Transactions (Amendments to IFRS 2), Annual Improvements to IFRSs 2014–2016 Cycle (Amendments to IFRS 1 and IAS 28), and IFRIC 22 Foreign Currency Transactions and Advance Consideration. None of these other amendments had a material effect on the Group’s Financial Statements.

76 Consolidated Financial Statements of the Nestlé Group 2018 2. Scope of consolidation, acquisitions and disposals of businesses, assets held for sale and acquisitions of non-controlling interests

Scope of consolidation The Consolidated Financial Statements comprise those of Nestlé S.A. and of its subsidiaries (the Group). Companies which the Group controls are fully consolidated from the date at which the Group obtains control. The Group controls a company when it is exposed to, or has rights to, variable returns from its involvement with the company and has the ability to affect those returns through its power over the company. Though the Group generally holds a majority of voting rights in the companies which are controlled, this applies irrespective of the percentage of interest in the share capital if control is obtained through agreements with other shareholders.

The list of the principal subsidiaries is provided in the section Companies of the Nestlé Group, joint arrangements and associates.

Business combinations Where not all of the equity of a subsidiary is acquired the non-controlling interests are recognized at the non-controlling interest’s share of the acquiree’s net identifi able assets. Upon obtaining control in a business combination achieved in stages, the Group remeasures its previously held equity interest at fair value and recognizes a gain or a loss to the income statement.

2.1 Modifi cation of the scope of consolidation

Acquisitions In 2018 , the signifi cant acquisitions were: – perpetual global license of Starbucks Consumer Packaged Goods and Foodservice products (“Starbucks Alliance”), worldwide – roast and ground coffee, whole beans as well as instant and portioned coffee (Powdered and Liquid Beverages) – end of August. – Atrium Innovations, mainly North America – nutritional health products (Nutrition and Health Science) – 100%, March. None of the other acquisitions of 2018 were signifi cant.

In 2017, among others, the acquisitions included: – Blue Bottle Coffee, USA – high-end specialty coffee roaster and retailer (Powdered and Liquid Beverages) – 68%, November. None of the acquisitions of 2017 were signifi cant.

Consolidated Financial Statements of the Nestlé Group 2018 77 2. Scope of consolidation, acquisitions and disposals of businesses, assets held for sale and acquisitions of non-controlling interests

Disposals In 2018 , the disposals included: – US Confectionery business, North America – chocolate and sugar products (Confectionery) – 100%, end of March. – Gerber Life Insurance, North America – insurance (Nutrition and Health Science) – 100%, end of December. None of the other disposals of 2018 were signifi cant.

In 2017 , none of the disposals of the year were significant.

2.2 Acquisitions of businesses The major classes of assets acquired and liabilities assumed at the acquisition date are:

In millions of CHF 2018 2017 Starbucks Atrium Alliance Innovations Other Total Total Property, plant and equipment 4 58 62 124 129 Intangible assets (a) 4 794 1 133 66 5 993 326 Inventories, prepaid inventories and other assets 176 301 59 536 72 Financial debt — (32) (36) (68) (94) Employee benefi ts, deferred taxes and provisions — (167) — (167) (110) Other liabilities — (109) (38) (147) (40) Fair value of identifi able net assets 4 974 1 184 113 6 271 283

(a) Mainly intellectual property rights, operating rights, customer list, trademarks and trade names.

Since the valuation of the assets and liabilities of recently acquired businesses is still in process, the values are determined provisionally.

The goodwill arising on acquisitions and the cash outfl ow are:

In millions of CHF 2018 2017 Starbucks Atrium Alliance Innovations Other Total Total Fair value of consideration transferred 7 068 2 193 341 9 602 729 Non-controlling interests (a) — 23 6 29 49 Subtotal 7 068 2 216 347 9 631 778 Fair value of identifi able net assets (4 974) (1 184) (113) (6 271) (283) Goodwill 2 094 1 032 234 3 360 495

(a) Non-controlling interests have been measured based on their proportionate interest in the recognized amounts of net assets of the entities acquired.

78 Consolidated Financial Statements of the Nestlé Group 2018 2. Scope of consolidation, acquisitions and disposals of businesses, assets held for sale and acquisitions of non-controlling interests

In millions of CHF 2018 2017 Starbucks Atrium Alliance Innovations Other Total Total Fair value of consideration transferred 7 068 2 193 341 9 602 729 Cash and cash equivalents acquired — (47) (12) (59) (18) Consideration payable — — (31) (31) (78) Payment of consideration payable on prior years acquisitions and other — — — — 63 Cash outfl ow on acquisitions 7 068 2 146 298 9 512 696

The consideration transferred consists of payments made in cash with some consideration remaining payable.

Starbucks Alliance At the end of August 2018, the Group acquired the perpetual rights to market, sell and distribute certain Starbucks’ consumer and foodservice products globally (“Starbucks Alliance”), which transferred control over the existing businesses mainly in North America and Europe. It excludes Ready-to-Drink products and all sales of any products within Starbucks coffee shops. Consumer and foodservice products include Starbucks, Seattle’s Best Coffee, Teavana, Starbucks VIA Instant, Torrefazione Italia coffee and Starbucks branded K-Cup pods. Through the Starbucks Alliance, the Group and Starbucks will work closely together on the existing Starbucks range of roast and ground coffee, whole beans as well as instant and portioned coffee with also the goal of enhancing its product offerings for coffee lovers globally. This partnership with Starbucks signifi cantly strengthens the Group’s coffee portfolio in the North American premium roast and ground and portioned coffee business. It also unlocks global expansion in grocery and foodservice for the Starbucks brand, utilizing the global reach of Nestlé. This creates synergies that result in goodwill being recognized, which is expected to be deductible for tax purposes. Sales and profi t for the year of the Starbucks Alliance business included in the 2018 Consolidated Financial Statements amount respectively to CHF 809 million and CHF 74 million. The Group’s total sales and profi t for the year would have amounted to CHF 92 753 million and CHF 10 575 million respectively if the acquisition had been effective January 1, 2018.

Atrium Innovations At the beginning of March 2018, the Group acquired Atrium Innovations, a global leader in nutritional health products with sales mainly in North America and Europe. Atrium’s brands are a natural complement to Nestlé Health Science’s Consumer Care portfolio and its portfolio extends Nestlé’s product range with value-added solutions such as probiotics, plant-based protein nutrition and multivitamins. Atrium’s largest brands are Garden of Life, the number one brand in the natural products industry in the US; and Pure Encapsulations, a full line of hypoallergenic, research-based dietary supplements and the number one recommended brand in the US practitioner market. The goodwill arising on this acquisition includes elements such as distribution synergies and strong growth potential and is not expected to be deductible for tax purposes.

Consolidated Financial Statements of the Nestlé Group 2018 79 2. Scope of consolidation, acquisitions and disposals of businesses, assets held for sale and acquisitions of non-controlling interests

Sales and profi t for the year of the Atrium Innovations business included in the 2018 Consolidated Financial Statements amount respectively to CHF 653 million and CHF 86 million. The Group’s total sales and profi t for the year would have amounted to CHF 91 559 million and CHF 10 477 million respectively if the acquisition had been effective January 1, 2018.

Acquisition-related costs Acquisition-related costs have been recognized under other operating expenses in the income statement (see Note 4.2) for an amount of CHF 35 million ( 2017: CHF 27 million).

2.3 Disposals of businesses The gain on disposals of businesses is mainly composed of the disposal at end of March 2018 of the US Confectionery business (part of the Zone AMS operating segment and classifi ed as held for sale as of December 31, 2017). The loss on disposals is mainly composed of the disposal at end of December 2018 of the Gerber Life Insurance business (part of the Other businesses segment).

In millions of CHF 2018 2017 Gerber Life US Insurance Confectionery Other Total Total Property, plant and equipment 8 201 73 282 85 Goodwill and intangible assets 1 441 — 257 1 698 89 Inventories — 127 29 156 16 Other assets 3 644 — 32 3 676 18 Financial liabilities (4) — (1) (5) — Employee benefi ts, deferred taxes and provisions — — (11) (11) (13) Other liabilities (2 449) — (28) (2 477) (13) Net assets disposed of or impaired after classifi cation as held for sale 2 640 328 351 3 319 182 Cumulative other comprehensive income items, net, reclassifi ed to income statement 226 37 — 263 — Profi t/(loss) on disposals, net of disposal costs and impairments of assets held for sale (1 343) 2 241 (212) 686 (132) Total disposal consideration, net of disposal costs 1 523 2 606 139 4 268 50 Cash and cash equivalents disposed of — — (8) (8) — Disposal costs not yet paid — 52 — 52 — Consideration receivable — — (4) (4) 13 Receipt of consideration receivable on prior years’ disposals — — 2 2 77 Cash infl ow on disposals, net of disposal costs 1 523 2 658 129 4 310 140

80 Consolidated Financial Statements of the Nestlé Group 2018 2. Scope of consolidation, acquisitions and disposals of businesses, assets held for sale and acquisitions of non-controlling interests

2.4 Assets held for sale

Assets held for sale and disposal groups Non-current assets held for sale and disposal groups are presented separately in the current section of the balance sheet when the following criteria are met: the Group is committed to selling the asset or disposal group, an active plan of sale has commenced, and in the judgement of Group Management it is highly probable that the sale will be completed within 12 months. Immediately before the initial classifi cation of the assets and disposal groups as held for sale, the carrying amounts of the assets (or all the assets and liabilities in the disposal groups) are measured in accordance with the applicable accounting policy. Assets held for sale and disposal groups are subsequently measured at the lower of their carrying amount and fair value less cost to sell. Assets held for sale are no longer amortized or depreciated.

As of December 31, 2018, assets held for sale and liabilities directly associated with assets held for sale are mainly composed of the Nestlé Skin Health business, which is part of the Other businesses segment. This business has been classifi ed as held for sale due to future growth opportunities lying outside the Group’s strategic scope. The Group is expecting to lose control of this business in the second half of 2019. The related cumulative loss currently recognized in other comprehensive income has been estimated at about CHF 90 million (mainly cumulative currency translation loss) and will be recognized in the income statement at the date the control is lost. As of December 31, 2017, assets held for sale were mainly composed of the US Confectionery business.

Consolidated Financial Statements of the Nestlé Group 2018 81 2. Scope of consolidation, acquisitions and disposals of businesses, assets held for sale and acquisitions of non-controlling interests

The composition of assets held for sale and liabilities directly associated with assets held for sale at the end of 2018 and of 2017 are the following:

In millions of CHF 2018 2017 Nestlé Skin Health Other Total Total Cash, cash equivalents and short-term investments 140 — 140 — Inventories 214 16 230 117 Trade and other receivables, prepayments and accrued income 686 91 777 4 Deferred taxes 298 16 314 — Property, plant and equipment 395 100 495 235 Goodwill and intangible assets 6 787 15 6 802 — Other assets 70 — 70 1 Assets held for sale 8 590 238 8 828 357

Financial liabilities (174) (25) (199) — Trade and other payables, accruals and deferred income (1 026) (67) (1 093) (7) Employee benefi ts and provisions (360) (2) (362) (3) Deferred taxes (722) — (722) — Other liabilities (126) — (126) (2) Liabilities directly associated with assets held for sale (2 408) (94) (2 502) (12)

Net assets held for sale 6 182 144 6 326 345

2.5 Acquisitions of non-controlling interests

Acquisitions and disposals of non-controlling interests The Group treats transactions with non-controlling interests that do not result in loss of control as transactions with equity holders in their capacity as equity holders. For purchases of shares from non-controlling interests, the difference between any consideration paid and the relevant share acquired of the carrying amount of net assets of the subsidiary is recorded in equity. The same principle is applied to disposals of shares to non-controlling interests.

As in the previous year, the Group increased its ownership interests in certain subsidiaries, the most signifi cant one was in China in 2018 as in 2017. For China and other countries, the consideration paid to non-controlling interests in cash amounted to CHF 528 million (2017: CHF 526 million) and the decrease of non-controlling interests amounted to CHF 162 million (2017: CHF 152 million). Part of the consideration was recorded as a liability in previous years for CHF 510 million (2017: CHF 518 million). The equity attributable to shareholders of the parent was positively impacted by CHF 144 million (2017: CHF 144 million).

82 Consolidated Financial Statements of the Nestlé Group 2018 3. Analyses by segment

Nestlé is organized into three geographic zones and several globally managed businesses. The Company manufactures and distributes food and beverage products in the following categories: powdered and liquid beverages, water, milk products and ice cream, prepared dishes and cooking aids, confectionery and petcare. Nestlé also manufactures and distributes nutritional science products through its globally managed business Nestlé Health Science, and science-based solutions that contribute to the health of skin, hair and nails through Nestlé Skin Health. The Group has factories in 85 countries and sales in 190 countries and employs around 308 000 people.

Segment reporting Operating segments refl ect the Group’s management structure and the way fi nancial information is regularly reviewed by the Group’s chief operating decision maker (CODM), which is defi ned as the Executive Board. The CODM considers the business from both a geographic and product perspective, through three geographic Zones and several Globally Managed Businesses (GMB). Zones and GMB that meet the quantitative threshold of 10% of total sales or trading operating profi t for all operating segments, are presented on a stand-alone basis as reportable segments. Even though it does not meet the reporting threshold, Nestlé Waters is reported separately for consistency with long-standing practice of the Group. Therefore, the Group’s reportable operating segments are: – Zone Europe, Middle East and North Africa (EMENA); – Zone Americas (AMS); – Zone Asia, Oceania and sub-Saharan Africa (AOA); – Nestlé Waters. Other business activities and operating segments, including GMB that do not meet the threshold, like Nespresso, Nestlé Health Science and Nestlé Skin Health, are combined and presented in Other businesses. Following a change of business structure, effective as from January 1, 2018, Nestlé Nutrition has been managed as a Regionally Managed Business instead of a Globally Managed Business and consequently reported as part of Zone EMENA, Zone AMS and Zone AOA while Gerber Life Insurance is reported under Other businesses. In addition, the presentation of invested capital by operating segment has been modifi ed with the goodwill related to the PetCare business reclassifi ed from Unallocated items to the Zones following a modifi cation on how it is reported to the Executive Board. 2017 comparatives have been adjusted. As some operating segments represent geographic Zones, information by product is also disclosed. The seven product groups that are disclosed represent the highest categories of products that are followed internally. Segment results (Trading operating profi t) represent the contribution of the different segments to central overheads, unallocated research and development costs and the trading operating profi t of the Group. Specifi c corporate expenses as well as specifi c research and development costs are allocated to the corresponding segments. In addition to the Trading operating profi t, Underlying Trading operating profi t is shown on a voluntary basis because it is one of the key metrics used by Group Management to monitor the Group. Depreciation and amortization includes depreciation of property, plant and equipment (including right of use assets under leases) and amortization of intangible assets.

Consolidated Financial Statements of the Nestlé Group 2018 83 3. Analyses by segment

No segment assets and liabilities are regularly provided to the CODM to assess segment performance or to allocate resources and therefore segment assets and liabilities are not disclosed. However the Group discloses the invested capital, goodwill and intangible assets by segment and by product on a voluntary basis. Invested capital comprises property, plant and equipment, trade receivables and some other receivables, assets held for sale, inventories, prepayments and accrued income as well as specifi c fi nancial assets associated to the segments, less trade payables and some other payables, liabilities directly associated with assets held for sale, non-current other payables as well as accruals and deferred income. Goodwill and intangible assets are not included in invested capital since the amounts recognized are not comparable between segments due to differences in the intensity of acquisition activity and changes in accounting standards which were applicable at various points in time when the Group undertook signifi cant acquisitions. Nevertheless, an allocation of goodwill and intangible assets by segment and product and the related impairment expenses are provided. Inter-segment eliminations represent inter-company balances between the different segments. Invested capital and goodwill and intangible assets by segment represent the situation at the end of the year, while the fi gures by product represent the annual average, as this provides a better indication of the level of invested capital. Capital additions represent the total cost incurred to acquire property, plant and equipment (including right of use assets under leases), intangible assets and goodwill, including those arising from business combinations. Since 2018 and the introduction of IFRS 16, capital expenditure representing the investment in property, plant and equipment only are not disclosed anymore. Unallocated items represent items whose allocation to a segment or product would be arbitrary. They mainly comprise: – corporate expenses and related assets/liabilities; – research and development costs and related assets/liabilities; and – some goodwill and intangible assets.

Revenue Sales represent amounts received and receivable from third parties for goods supplied to the customers and for services rendered. Sales are recognized when control of the goods has transferred to the customer, which is mainly upon arrival at the customer. Revenue is measured as the amount of consideration which the Group expects to receive, based on the list price applicable to a given distribution channel after deduction of returns, sales taxes, pricing allowances, other trade discounts and couponing and price promotions to consumers. The level of discounts, allowances and promotional rebates is recognized as a deduction from revenue at the time that the related sales are recognized or when the rebate is offered to the customer (or consumer if applicable). They are estimated using judgements based on historical experience and the specific terms of the agreements with the customers. Payments made to customers for commercial services received are expensed. The Group has a range of credit terms which are typically short term, in line with market practice and without any fi nancing component.

84 Consolidated Financial Statements of the Nestlé Group 2018 3. Analyses by segment

The Group does not generally accept sales returns, except in limited cases mainly in the Infant Nutrition business. Historical experience is used to estimate such returns at the time of sale. No asset is recognized for products to be recoverable from these returns, as they are not anticipated to be resold. Trade assets (mainly coffee machines, water coolers and freezers) may be sold or leased separately to customers. Arrangements where the Group transfers substantially all the risks and rewards incidental to ownership to the customer are treated as finance lease arrangements. Operating lease revenue for trade asset rentals is recognized on a straight-line basis over the lease term. Sales are disaggregated by product group and geography in Notes 3.2 and 3.4. Other revenue is primarily sales-based royalties and license fees from third parties which have been earned during the period.

Consolidated Financial Statements of the Nestlé Group 2018 85 3. Analyses by segment

3.1 Operating segments Revenue and results

In millions of CHF 2018 (c) (b) t t (a) Net other trading income/(expenses) Sales Underlying Trading operating profi Trading operating profi of which impairment of property, plant and equipment of which restructuring costs Depreciation and amortization Zone EMENA 18 932 3 590 3 251 (339) (41) (250) (769) Zone AMS 30 975 6 521 6 078 (443) (117) (142) (1 033) Zone AOA 21 331 4 866 4 514 (352) (215) (70) (771) Nestlé Waters 7 878 865 683 (182) (54) (96) (435) Other businesses (d) 12 323 2 036 1 794 (242) (59) (14) (716) Unallocated items (e) — (2 357) (2 531) (174) (14) (79) (200) Total 91 439 15 521 13 789 (1 732) (500) (651) (3 924)

In millions of CHF 2017 * (c) (b) t t (a) Net other trading income/(expenses) Sales Underlying Trading operating profi Trading operating profi of which impairment of property, plant and equipment of which restructuring costs Depreciation and amortization Zone EMENA 18 478 3 354 3 111 (243) (77) (118) (740) Zone AMS 31 255 6 425 6 062 (363) (59) (181) (1 037) Zone AOA 20 878 4 644 4 468 (176) (99) (33) (782) Nestlé Waters 7 882 1 022 958 (64) (30) (21) (428) Other businesses (d) 11 097 1 763 1 309 (454) (119) (286) (729) Unallocated items (e) — (2 437) (2 631) (194) (7) (34) (218) Total 89 590 14 771 13 277 (1 494) (391) (673) (3 934)

* 2017 adjusted following changes of business structure, effective as from January 1, 2018, mainly Nestlé Nutrition (NN) from a Globally Managed to a Regionally Managed Business transferred to the Zones and Other businesses. 2017 restated fi gures include also other modifi cations as described in Note 1 Accounting policies and related impacts in Note 22.

(a) Inter-segment sales are not signifi cant. (b) Trading operating profi t before Net other trading income/(expenses). (c) Included in Trading operating profi t. (d) Mainly Nespresso, Nestlé Health Science, Nestlé Skin Health and Gerber Life Insurance. (e) Refer to the Segment reporting accounting policies above for the defi nition of unallocated items.

86 Consolidated Financial Statements of the Nestlé Group 2018 3. Analyses by segment

Invested capital and other information

In millions of CHF 2018 (c) Invested capital Goodwill and intangible assets Impairment of goodwill and non-commercialized intangible assets Impairment of intangible assets Capital additions Zone EMENA 6 696 5 105 (138) (16) 1 422 Zone AMS 10 051 23 849 (43) (14) 7 356 Zone AOA 4 930 13 258 (297) — 1 103 Nestlé Waters 3 382 1 481 (59) (3) 884 Other businesses (a) 2 792 12 822 (89) (53) 3 593 Unallocated items (b) and inter-segment eliminations 1 572 623 — (36) 353 Total 29 423 57 138 (626) (122) 14 711

In millions of CHF 2017 * (c)

Invested capital Goodwill and intangible assets Impairment of goodwill and non-commercialized intangible assets Impairment of intangible assets Capital additions Zone EMENA 7 376 4 834 — (30) 1 021 Zone AMS 9 957 18 067 — — 1 941 Zone AOA 5 702 13 588 (227) — 770 Nestlé Waters 3 026 1 475 (3) (2) 702 Other businesses (a) 4 431 11 886 (2 809) (2) 1 712 Unallocated items (b) and inter-segment eliminations 1 459 511 — (118) 423 Total 31 951 50 361 (3 039) (152) 6 569

* 2017 adjusted following changes of business structure, effective as from January 1, 2018, mainly Nestlé Nutrition (NN) from a Globally Managed to a Regionally Managed Business transferred to the Zones and Other businesses. In addition, the presentation of invested capital by operating segment has been modifi ed with the goodwill related to the PetCare business reclassifi ed from Unallocated items to the Zones following a modifi cation on how it is reported to the Executive Board. 2017 restated fi gures include also other modifi cations as described in Note 1 Accounting policies and related impacts in Note 22.

(a) Mainly Nespresso, Nestlé Health Science, Nestlé Skin Health and Gerber Life Insurance. (b) Refer to the Segment reporting accounting policies above for the defi nition of unallocated items. (c) Since 2018 and the introduction of IFRS 16, capital expenditure is not disclosed anymore.

Consolidated Financial Statements of the Nestlé Group 2018 87 3. Analyses by segment

3.2 Products Revenue and results

In millions of CHF 2018 (b) (a) t t

Net other trading income/(expenses) Sales Underlying Trading operating profi Trading operating profi of which impairment of property, plant and equipment of which restructuring costs Powdered and Liquid Beverages 21 620 4 898 4 572 (326) (108) (100) Water 7 409 775 603 (172) (49) (92) Milk products and Ice cream 13 217 2 521 2 412 (109) (21) (42) Nutrition and Health Science 16 188 3 337 2 826 (511) (239) (79) Prepared dishes and cooking aids 12 065 2 176 2 044 (132) (27) (83) Confectionery 8 123 1 403 1 291 (112) (17) (50) PetCare 12 817 2 768 2 572 (196) (25) (126) Unallocated items (c) — (2 357) (2 531) (174) (14) (79) Total 91 439 15 521 13 789 (1 732) (500) (651)

In millions of CHF 2017 * (b) (a) t t

Net other trading income/(expenses) Sales Underlying Trading operating profi Trading operating profi of which impairment of property, plant and equipment of which restructuring costs Powdered and Liquid Beverages 20 388 4 478 4 319 (159) (50) (56) Water 7 382 978 915 (63) (30) (20) Milk products and Ice cream 13 430 2 515 2 333 (182) (75) (77) Nutrition and Health Science 15 247 3 063 2 539 (524) (134) (314) Prepared dishes and cooking aids 11 938 2 108 1 938 (170) (47) (77) Confectionery 8 799 1 393 1 243 (150) (39) (55) PetCare 12 406 2 673 2 621 (52) (9) (40) Unallocated items (c) — (2 437) (2 631) (194) (7) (34) Total 89 590 14 771 13 277 (1 494) (391) (673)

* 2017 adjusted following changes of business structure, effective as from January 1, 2018, mainly Nestlé Nutrition (NN) from a Globally Managed to a Regionally Managed Business transferred to the Zones and Other businesses. 2017 restated fi gures include also other modifi cations as described in Note 1 Accounting policies and related impacts in Note 22.

(a) Trading operating profi t before Net other trading income/(expenses). (b) Included in Trading operating profi t. (c) Refer to the Segment reporting accounting policies above for the defi nition of unallocated items.

88 Consolidated Financial Statements of the Nestlé Group 2018 3. Analyses by segment

Invested capital and other information

In millions of CHF 2018 Invested capital Goodwill and intangible assets Impairment of goodwill and non-commercialized intangible assets Impairment of intangible assets Powdered and Liquid Beverages 6 745 4 224 (25) (21) Water 3 199 1 461 (59) (3) Milk products and Ice cream 3 585 2 886 (22) — Nutrition and Health Science 6 732 25 762 (89) (39) Prepared dishes and cooking aids 3 299 5 560 (134) (21) Confectionery 2 449 1 623 (250) — PetCare 4 349 10 172 — (2) Unallocated items (a) and intra-group eliminations 1 916 1 968 (47) (36) Total 32 274 53 656 (626) (122)

In millions of CHF 2017 * Invested capital Goodwill and intangible assets Impairment of goodwill and non-commercialized intangible assets Impairment of intangible assets Powdered and Liquid Beverages 6 411 831 (3) — Water 2 900 1 502 (3) (2) Milk products and Ice cream 3 715 3 073 (137) (1) Nutrition and Health Science 7 352 27 191 (2 806) (2) Prepared dishes and cooking aids 3 388 5 590 — (26) Confectionery 3 207 1 749 (90) (3) PetCare 4 094 10 095 — — Unallocated items (a) and intra-group eliminations 1 587 1 900 — (118) Total 32 654 51 931 (3 039) (152)

* 2017 adjusted following changes of business structure, effective as from January 1, 2018, mainly Nestlé Nutrition (NN) from a Globally Managed to a Regionally Managed Business transferred to the Zones and Other businesses. 2017 restated fi gures include also other modifi cations as described in Note 1 Accounting policies and related impacts in Note 22.

(a) Refer to the Segment reporting accounting policies above for the defi nition of unallocated items.

Consolidated Financial Statements of the Nestlé Group 2018 89 3. Analyses by segment

3.3a Reconciliation from Underlying Trading operating profi t to profi t before taxes, associates and joint ventures

In millions of CHF 2018 2017 Underlying Trading operating profi t (a) 15 521 14 771 Net other trading income/(expenses) (1 732) (1 494) Trading operating profi t 13 789 13 277 Impairment of goodwill and non-commercialized intangible assets (626) (3 039) Net other operating income/(expenses) excluding impairment of goodwill and non-commercialized intangible assets 589 (82) Operating profi t 13 752 10 156 Net fi nancial income/(expense) (761) (696) Profi t before taxes, associates and joint ventures 12 991 9 460

(a) Trading operating profi t before Net other trading income/(expenses).

3.3b Reconciliation from invested capital to total assets

In millions of CHF 2018 2017 Invested capital as per Note 3.1 29 423 31 951 Liabilities included in invested capital 24 230 24 329 Subtotal 53 653 56 280 Intangible assets and goodwill as per Note 3.1 (a) 57 138 50 361 Other assets 26 224 26 569 Total assets 137 015 133 210

(a) Including Intangible assets and goodwill classifi ed as assets held for sale of CHF 6802 million (2017: CHF nil), see Note 2.4.

90 Consolidated Financial Statements of the Nestlé Group 2018 3. Analyses by segment

3.4 Disaggregation of sales by geographic area (country and type of market)

The Group disaggregates revenue from the sale of goods by major product group as shown in Note 3.2. Disaggregation of sales by geographic area is based on customer location and is therefore not a view by management responsibility as disclosed by operating segments in Note 3.1.

In millions of CHF 2018 2017 EMENA 26 890 26 095 France 4 561 4 426 United Kingdom 2 930 2 703 Germany 2 752 2 681 Italy 1 819 1 781 Russia 1 595 1 620 Spain 1 552 1 525 Switzerland 1 241 1 262 Rest of EMENA 10 440 10 097 AMS 41 063 40 541 United States 27 618 26 521 Brazil 3 683 4 317 Mexico 2 813 2 722 Canada 2 064 1 943 Rest of AMS 4 885 5 038 AOA 23 486 22 954 Greater China Region 7 004 6 578 Philippines 2 476 2 571 Japan 1 782 1 751 Australia 1 552 1 569 India 1 529 1 457 Rest of AOA 9 143 9 028 Total sales 91 439 89 590 of which developed markets 53 040 51 168 of which emerging markets 38 399 38 422

Consolidated Financial Statements of the Nestlé Group 2018 91 3. Analyses by segment

3.5 Geography

Sales and non-current assets in Switzerland and countries which individually represent at least 10% of the Group sales or 10% of the Group non-current assets are disclosed separately. The analysis of sales is stated by customer location. Non-current assets relate to property, plant and equipment (including right of use assets under leases), intangible assets and goodwill. Property, plant and equipment and intangible assets are attributed to the country of their legal owner. Goodwill is attributed to the countries of the subsidiaries where the related acquired business is operated.

In millions of CHF 2018 2017 Non-current Non-current Sales assets Sales assets USA 27 618 32 925 26 521 27 005 Switzerland 1 241 10 847 1 262 15 841 Rest of the world 62 580 36 520 61 807 38 292 Total 91 439 80 292 89 590 81 138

3.6 Customers There is no single customer amounting to 10% or more of Group’s revenues.

92 Consolidated Financial Statements of the Nestlé Group 2018 4. Net other trading and operating income/(expenses)

Other trading income/(expenses) These comprise restructuring costs, impairment of property, plant and equipment and intangible assets (other than goodwill and non-commercialized intangible assets), litigations and onerous contracts, result on disposal of property, plant and equipment, and specifi c other income and expenses that fall within the control of operating segments. Restructuring costs are restricted to dismissal indemnities and employee benefi ts paid to terminated employees upon the reorganization of a business or function. It does not include dismissal indemnities paid for normal attrition, poor performance, professional misconduct, etc.

Other operating income/(expenses) These comprise impairment of goodwill and non-commercialized intangible assets, results on disposals of businesses (including impairment and subsequent remeasurement of businesses classifi ed as held for sale, as well as other directly related disposal costs like restructuring costs directly linked to businesses disposed of and legal, advisory and other professional fees), acquisition-related costs, the effect of the hyperinfl ation accounting, and income and expenses that fall beyond the control of operating segments and relate to events such as natural disasters and expropriation of assets.

4.1 Net other trading income/(expenses)

In millions of CHF Notes 2018 2017 Other trading income 37 112

Restructuring costs (651) (673) Impairment of property, plant and equipment and intangible assets (a) 8/9 (622) (543) Litigations and onerous contracts (438) (302) Miscellaneous trading expenses (58) (88) Other trading expenses (1 769) (1 606)

Total net other trading income/(expenses) (1 732) (1 494)

(a) Excluding non-commercialized intangible assets.

Consolidated Financial Statements of the Nestlé Group 2018 93 4. Net other trading and operating income/(expenses)

4.2 Net other operating income/(expenses)

In millions of CHF Notes 2018 2017 Profi t on disposal of businesses 2 2 344 60 Miscellaneous operating income 191 319 Other operating income 2 535 379

Loss on disposal of businesses 2 (1 658) (192) Impairment of goodwill and non-commercialized intangible assets 9 (626) (3 039) Miscellaneous operating expenses (288) (269) Other operating expenses (2 572) (3 500)

Total net other operating income/(expenses) (37) (3 121)

5. Net fi nancial income/(expense)

Net fi nancial income/(expense) includes net fi nancing cost of net fi nancial debt and net interest income/(expense) on defi ned benefi t plans. Net fi nancing cost comprises the interest income earned on cash and cash equivalents and short-term investments, as well as the interest expense on fi nancial debt (including leases), collectively termed “net fi nancial debt” (see Note 16.5). These headings also include other income and expense such as exchange differences on net fi nancial debt and results on related foreign currency and interest rate hedging instruments. Certain borrowing costs are capitalized as explained under the section on Property, plant and equipment.

In millions of CHF Notes 2018 2017 Interest income 212 122 Interest expense (820) (612) Net fi nancing cost of net fi nancial debt (608) (490)

Interest income on defi ned benefi t plans 35 30 Interest expense on defi ned benefi t plans (186) (231) Net interest income/(expense) on defi ned benefi t plans 10 (151) (201)

Other (2) (5) Net fi nancial income/(expense) (761) (696)

94 Consolidated Financial Statements of the Nestlé Group 2018 6. Inventories

Raw materials and purchased fi nished goods are valued at the lower of purchase cost calculated using the FIFO (fi rst-in, fi rst-out) method and net realizable value. Work in progress, sundry supplies and manufactured fi nished goods are valued at the lower of their weighted average cost and net realizable value. The cost of inventories includes the gains/losses on cash fl ow hedges for the purchase of raw materials and fi nished goods.

In millions of CHF 2018 2017 Raw materials, work in progress and sundry supplies 3 889 3 864 Finished goods 5 435 5 531 Allowance for write-down to net realizable value (199) (218) 9 125 9 177

Inventories amounting to CHF 260 million (2017 : CHF 289 million) are pledged as security for fi nancial liabilities.

7. Trade and other receivables/payables

7.1 Trade and other receivables

Recognition and measurement Trade and other receivables are recognized initially at their transaction price and subsequently measured at amortized cost less loss allowances.

Expected credit losses The Group applies the IFRS 9 simplifi ed approach to measuring expected credit losses (ECLs) for trade receivables at an amount equal to lifetime ECLs. The ECLs on trade receivables are calculated based on actual credit loss experience over the preceding three to fi ve years on the total balance of non-credit impaired trade receivables. The Group’s credit loss experience has shown that aging of receivable balances is primarily due to negotiations about variable consideration. The Group considers a trade receivable to be credit impaired when one or more detrimental events have occurred such as: – signifi cant fi nancial diffi culty of the customer; or – it is becoming probable that the customer will enter bankruptcy or other fi nancial reorganization. Impairment losses related to trade and other receivables are not presented separately in the consolidated income statement but are reported under the heading Marketing and administration expenses.

Consolidated Financial Statements of the Nestlé Group 2018 95 7. Trade and other receivables/payables

In millions of CHF 2018 2017

Gross Expected Gross Expected carrying credit loss carrying credit loss amount allowance Total amount allowance Total Trade receivables (not credit impaired) 9 141 (50) 9 091 9 814 (87) 9 727 Other receivables (not credit impaired) 2 098 (41) 2 057 2 334 (34) 2 300 Credit impaired trade and other receivables 239 (220) 19 236 (227) 9 Total 11 478 (311) 11 167 12 384 (348) 12 036

The fi ve major customers represent 12% ( 2017: 12% ) of trade and other receivables, none of them individually exceeding 6% ( 2017: 7% ).

Based on the historic trend and expected performance of the customers, the Group believes that the above expected credit loss allowance suffi ciently covers the risk of default.

7.2 Trade and other payables by type

In millions of CHF 2018 2017 Due within one year Trade payables 13 045 12 890 Social security and sundry taxes and levies 1 934 2 282 Other payables 2 821 3 692 17 800 18 864

96 Consolidated Financial Statements of the Nestlé Group 2018 8. Property, plant and equipment

Property, plant and equipment comprises owned and leased assets.

In millions of CHF Notes 2018 2017 Property, plant and equipment – owned 8.1 26 837 27 666 Right-of-use assets – leased 8.2b 3 119 3 111 29 956 30 777

8.1 Owned assets

Owned property, plant and equipment are shown on the balance sheet at their historical cost. Depreciation is assessed on components that have homogenous useful lives by using the straight-line method so as to depreciate the initial cost down to the residual value over the estimated useful lives. The residual values are 30% on head offi ces and nil for all other asset types. The useful lives are as follows: Buildings 20 – 40 years Machinery and equipment 10 – 25 years Tools, furniture, information technology and sundry equipment 3 – 15 years Vehicles 3 – 10 years Land is not depreciated. Useful lives, components and residual amounts are reviewed annually. Such a review takes into consideration the nature of the assets, their intended use including but not limited to the closure of facilities and the evolution of the technology and competitive pressures that may lead to technical obsolescence. Depreciation of property, plant and equipment is allocated to the appropriate headings of expenses by function in the income statement. Borrowing costs incurred during the course of construction are capitalized if the assets under construction are signifi cant and if their construction requires a substantial period to complete (typically more than one year). The capitalization rate is determined on the basis of the short-term borrowing rate for the period of construction. Government grants are recognized as deferred income which is released to the income statement over the useful life of the related assets.

Consolidated Financial Statements of the Nestlé Group 2018 97 8. Property, plant and equipment

In millions of CHF

Tools, Machinery furniture Land and and and other buildings equipment equipment Vehicles Total Gross value At January 1, 2018 17 841 31 103 8 013 615 57 572 Currency retranslations (617) (980) (160) (5) (1 762) Capital expenditure (a) 1 025 2 013 782 40 3 860 Disposals (135) (592) (466) (88) (1 281) Reclassifi cation (to)/from held for sale (387) (260) (85) (2) (734) Modifi cation of the scope of consolidation 20 9 (15) — 14 At December 31, 2018 17 747 31 293 8 069 560 57 669

Accumulated depreciation and impairments At January 1, 2018 (6 124) (17 642) (5 721) (419) (29 906) Currency retranslations 225 499 162 1 887 Depreciation (484) (1 581) (742) (51) (2 858) Impairments (138) (269) (18) (7) (432) Disposals 74 536 438 75 1 123 Reclassifi cation to/(from) held for sale 159 102 50 1 312 Modifi cation of the scope of consolidation 10 21 10 1 42 At December 31, 2018 (6 278) (18 334) (5 821) (399) (30 832)

Net at December 31, 2018 11 469 12 959 2 248 161 26 837

Gross value At January 1, 2017 17 169 30 148 7 644 715 55 676 Currency retranslations (93) (16) 110 (26) (25) Capital expenditure (a) 1 033 2 058 799 44 3 934 Disposals (95) (498) (494) (101) (1 188) Reclassifi cation (to)/from held for sale (215) (568) (47) (17) (847) Modifi cation of the scope of consolidation 42 (21) 1 — 22 At December 31, 2017 17 841 31 103 8 013 615 57 572

Accumulated depreciation and impairments At January 1, 2017 (5 621) (16 704) (5 469) (461) (28 255) Currency retranslations (45) (51) (23) 19 (100) Depreciation (466) (1 581) (724) (65) (2 836) Impairments (166) (177) (17) (6) (366) Disposals 63 454 474 83 1 074 Reclassifi cation to/(from) held for sale 109 400 35 11 555 Modifi cation of the scope of consolidation 2 17 3 — 22 At December 31, 2017 (6 124) (17 642) (5 721) (419) (29 906)

Net at December 31, 2017 11 717 13 461 2 292 196 27 666

(a) Including borrowing costs.

98 Consolidated Financial Statements of the Nestlé Group 2018 8. Property, plant and equipment

At December 31, 2018 , property, plant and equipment include CHF 1528 million of assets under construction (2017 : CHF 938 million). Net property, plant and equipment of CHF 208 million are pledged as security for fi nancial liabilities ( 2017: CHF 291 million). At December 31, 2018 , the Group was committed to expenditure amounting to CHF 797 million ( 2017: CHF 527 million).

Impairment of property, plant and equipment Reviews of the carrying amount of the Group’s property, plant and equipment are performed when there is an indication of impairment. An indicator could be unfavorable development of a business under competitive pressures or severe economic slowdown in a given market as well as reorganization of the operations to leverage their scale. In assessing value in use, the estimated future cash fl ows are discounted to their present value, based on the time value of money and the risks specifi c to the country where the assets are located. The risks specifi c to the asset are included in the determination of the cash fl ows.

Impairment of property, plant and equipment arises mainly from the plans to optimize industrial manufacturing capacities by closing or selling ineffi cient production facilities.

8.2 Leases – Group as a lessee

The Group assesses whether a contract is or contains a lease at inception of the contract. This assessment involves the exercise of judgement about whether it depends on a specifi ed asset, whether the Group obtains substantially all the economic benefi ts from the use of that asset, and whether the Group has the right to direct the use of the asset. The Group recognizes a right-of-use (ROU) asset and a lease liability at the lease commencement date, except for short-term leases of 12 months or less which are expensed in the income statement on a straight-line basis over the lease term. The lease liability is initially measured at the present value of the lease payments that are not paid at the commencement date, discounted using the interest rate implicit in the lease. If this rate cannot be readily determined, the Group uses an incremental borrowing rate specifi c to the country, term and currency of the contract. Lease payments can include fi xed payments; variable payments that depend on an index or rate known at the commencement date; and extension option payments or purchase options, if the Group is reasonably certain to exercise. The lease liability is subsequently measured at amortized cost using the effective interest rate method and remeasured (with a corresponding adjustment to the related ROU asset) when there is a change in future lease payments in case of renegotiation, changes of an index or rate or in case of reassessment of options. At inception, the ROU asset comprises the initial lease liability, initial direct costs and the obligations to refurbish the asset, less any incentives granted by the lessors. The ROU asset is depreciated over the shorter of the lease term or the useful life of the underlying asset. The ROU asset is subject to testing for impairment if there is an indicator for impairment, as for owned assets. ROU assets are included in the heading Property, plant and equipment, and the lease liability is included in the headings current and non-current Financial debt.

Consolidated Financial Statements of the Nestlé Group 2018 99 8. Property, plant and equipment

8.2a Description of lease activities Real estate leases The Group leases land and buildings for its offi ce and warehouse space and retail stores. Lease terms are negotiated on an individual basis and contain a wide range of different terms and conditions. Leases are typically made for a fi xed period of 5–15 years and may include extension options which provide operational fl exibility. If the Group exercised all extension options not currently included in the lease liability, the additional payments would amount to CHF 0.8 billion (undiscounted) at December 31, 2018.

Vehicles leases The Group leases trucks for distribution in specifi c businesses and cars for management and sales functions. The average contract duration is 6 years for trucks and 3 years for cars.

Other leases The Group also leases Machinery and equipment and Tools, furniture and other equipment that combined are insignifi cant to the total leased asset portfolio.

8.2b Right-of-use assets

In millions of CHF Land and buildings Vehicles Other Total Net carrying amount December 31, 2018 2 523 428 168 3 119 December 31, 2017 2 547 415 149 3 111

Depreciation expense for the year ended December 31, 2018 (512) (156) (78) (746) December 31, 2017 (512) (141) (71) (724)

Impairment for the year ended December 31, 2018 (68) — — (68) December 31, 2017 (25) — — (25)

Additions to right-of-use assets during 2018 were CHF 775 million (2017: CHF 916 million).

8.2c Other lease disclosures A maturity analysis of lease liabilities is shown in note 12.2b. The Group incurred interest expense on lease liabilities of CHF 98 million (2017: CHF 98 million). The expense relating to short-term leases and variable lease payments not included in the measurement of lease liabilities is not signifi cant. The total cash outfl ow for leases amounted to CHF 994 million (2017: CHF 926 million).

There are no signifi cant lease commitments for leases not commenced at year-end.

100 Consolidated Financial Statements of the Nestlé Group 2018 9. Goodwill and intangible assets

Goodwill Goodwill is initially recognized during a business combination (see Note 2). Subsequently it is measured at cost less impairment.

Intangible assets This heading includes intangible assets that are internally generated or acquired, either separately or in a business combination, when they are identifi able and can be reliably measured. Internally generated intangible assets (essentially management information system software) are capitalized provided that there is an identifi able asset that will be useful in generating future benefi ts in terms of savings, economies of scale, etc. Payments made to third parties in order to in-license or acquire intellectual property rights, compounds and products are capitalized as non-commercialized intangible assets, as they are separately identifi able and are expected to generate future benefi ts. Non-commercialized intangible assets are not amortized, but tested for impairment (see Impairment of goodwill and intangible assets below). Any impairment charge is recorded in the consolidated income statement under Other operating expenses. They are reclassifi ed as commercialized intangible assets once development is complete, usually when approval for sales has been granted by the relevant regulatory authority. Indefi nite life intangible assets mainly comprise certain brands, trade marks, operating rights and intellectual property rights which can be renewed without signifi cant cost and are supported by ongoing marketing activities. They are not amortized but tested for impairment annually or more frequently if an impairment indicator is triggered. The assessment of the classifi cation of intangible assets as indefi nite is reviewed annually. Finite life intangible assets are amortized over the shorter of their contractual or useful economic lives. They comprise mainly management information systems, patents and rights to carry on an activity (e.g. exclusive rights to sell products or to perform a supply activity). Finite life intangible assets are amortized on a straight-line basis assuming a zero residual value: management information systems over a period ranging from 3 to 8 years; other fi nite intangible assets over the estimated useful life or the related contractual period, generally 5 to 20 years or longer, depending on specifi c circumstances. Useful lives and residual values are reviewed annually. Amortization of fi nite life intangible assets starts when they are available for use and is allocated to the appropriate headings of expenses by function in the income statement.

Research and development Internal research costs are charged to the income statement in the year in which they are incurred. Development costs are only recognized as assets on the balance sheet if all the recognition criteria set by IAS 38 – Intangible Assets are met before the products are launched on the market. Development costs are generally charged to the income statement in the year in which they are incurred due to uncertainties inherent in the development of new products because the expected future economic benefi ts cannot be reliably determined. As long as the products have not reached the market place, there is no reliable evidence that positive future cash fl ows would be obtained. Capitalized development costs are subsequently accounted for as described in the section Intangible assets above.

Consolidated Financial Statements of the Nestlé Group 2018 101 9. Goodwill and intangible assets

In millions of CHF Goodwill Brands and intellectual property rights Operating rights and others Management information systems Total intangible assets of which internally generated Gross value At January 1, 2018 36 370 17 560 2 964 4 958 25 482 4 447 of which indefi nite useful life — 16 218 32 — 16 250 — Currency retranslations (272) (228) (21) (81) (330) (79) Expenditure — 8 220 373 601 301 Disposals — (11) (55) (9) (75) (2) Reclassifi cation (to)/from held for sale (3 107) (5 926) (1 326) (108) (7 360) (2) Modifi cation of the scope of consolidation (a) 3 030 917 3 911 (79) 4 749 (84) At December 31, 2018 36 021 12 320 5 693 5 054 23 067 4 581 of which indefi nite useful life — 12 239 4 700 — 16 939 — of which non-commercialized intangible assets — 24 219 — 243 —

Accumulated amortization and impairments At January 1, 2018 (6 624) (435) (544) (3 888) (4 867) (3 561) of which indefi nite useful life — (52) (10) — (62) — Currency retranslations 105 5 4 76 85 74 Amortization — (76) (79) (165) (320) (122) Impairments (b) (592) (56) (29) (71) (156) (61) Disposals — 11 55 9 75 2 Reclassifi cation to/(from) held for sale 2 773 426 232 74 732 — Modifi cation of the scope of consolidation 19 — 17 1 18 — At December 31, 2018 (4 319) (125) (344) (3 964) (4 433) (3 668) of which indefi nite useful life — (67) — — (67) — of which non-commercialized intangible assets — (6) (29) — (35) —

Net at December 31, 2018 31 702 12 195 5 349 1 090 18 634 913 of which indefi nite useful life — 12 172 4 700 — 16 872 — of which non-commercialized intangible assets — 18 190 — 208 —

(a) Goodwill: acquisition of businesses amounts to CHF 3360 million and disposal of businesses to CHF 330 million. Operating rights and other: acquisition of businesses amounts to CHF 4930 million and disposal of businesses to CHF 1019 million. (b) Of which CHF 34 million of non-commercialized intangible assets.

102 Consolidated Financial Statements of the Nestlé Group 2018 9. Goodwill and intangible assets

In millions of CHF Goodwill Brands and intellectual property rights Operating rights and others Management information systems Total intangible assets of which internally generated Gross value At January 1, 2017 36 654 17 447 2 848 4 486 24 781 4 049 of which indefi nite useful life — 16 200 33 — 16 233 — Currency retranslations (769) (173) (85) 9 (249) 18 Expenditure — 86 214 469 769 384 Disposals — (9) (49) (5) (63) (2) Reclassifi cation (to)/from held for sale — — — (2) (2) (2) Modifi cation of the scope of consolidation (a) 485 209 36 1 246 — At December 31, 2017 36 370 17 560 2 964 4 958 25 482 4 447 of which indefi nite useful life — 16 218 32 — 16 250 — of which non-commercialized intangible assets — 34 194 — 228 —

Accumulated amortization and impairments At January 1, 2017 (3 647) (315) (465) (3 604) (4 384) (3 307) of which indefi nite useful life — (20) (10) — (30) — Currency retranslations 56 (3) 3 (15) (15) (19) Amortization — (88) (132) (154) (374) (120) Impairments (b) (3 033) (37) (1) (120) (158) (118) Disposals — 8 49 4 61 2 Reclassifi cation to/(from) held for sale — — — 1 1 1 Modifi cation of the scope of consolidation — — 2 — 2 — At December 31, 2017 (6 624) (435) (544) (3 888) (4 867) (3 561) of which indefi nite useful life — (52) (10) — (62) — of which non-commercialized intangible assets — (6) — — (6) —

Net at December 31, 2017 29 746 17 125 2 420 1 070 20 615 886 of which indefi nite useful life — 16 166 22 — 16 188 — of which non-commercialized intangible assets — 28 194 — 222 —

(a) Goodwill: acquisition of businesses amounts to CHF 495 million and disposal of businesses to CHF 10 million. (b) Of which CHF 6 million of non-commercialized intangible assets.

In addition to the above, the Group has entered into long-term agreements to in-license or acquire intellectual property or operating rights from some third parties or associates (related parties). If agreed objectives or performance targets are achieved, these agreements may require potential milestone payments and other payments by the Group, which may be capitalized as non-commercialized intangible assets (see accounting policy in Note 9 – Intangible assets).

Consolidated Financial Statements of the Nestlé Group 2018 103 9. Goodwill and intangible assets

As of December 31, 2018 , the Group’s committed payments (undiscounted and not risk- adjusted) and their estimated timing are:

In millions of CHF 2018 2017

Potential Potential Unconditional milestone Unconditional milestone commitments payments Total commitments payments Total Within one year 55 47 102 2 85 87 In the second year — 77 77 — 156 156 In the third and fourth year — 40 40 — 284 284 Thereafter — 726 726 — 1 198 1 198 Total 55 890 945 2 1 723 1 725 of which related parties — 635 635 — 1 105 1 105

Impairment of goodwill and intangible assets (including non-commercialized intangible assets) Goodwill and intangible assets with an indefi nite life or not yet available for use are tested for impairment at least annually and when there is an indication of impairment. Finite life intangible assets are tested when there is an indication of impairment. The annual impairment tests are performed at the same time each year and at the cash generating unit (CGU) level. The Group defi nes its CGU for goodwill impairment testing based on the way that it monitors and derives economic benefi ts from the acquired goodwill. For indefi nite life intangible assets, the Group defi nes its CGU as the smallest identifi able group of assets that generates cash infl ows that are largely independent of the cash infl ows from other assets or groups of assets. Finally, the CGU for impairment testing of non-commercialized intangible assets is defi ned at the level of the intangible asset itself. The impairment tests are performed by comparing the carrying value of the assets of these CGU with their recoverable amount, usually based on their value in use, which corresponds to their future projected cash fl ows discounted at an appropriate pre-tax rate of return. Usually, the cash fl ows correspond to estimates made by Group Management in fi nancial plans and business strategies covering a period of fi ve years after making adjustments to consider the assets in their current condition. They are then projected to perpetuity using a multiple which corresponds to a steady or declining growth rate. The Group assesses the uncertainty of these estimates by making sensitivity analyses. The discount rate refl ects the current assessment of the time value of money and the risks specifi c to the CGU (essentially country risk). The business risk is included in the determination of the cash fl ows. Both the cash fl ows and the discount rates include infl ation. An impairment loss in respect of goodwill is never subsequently reversed.

104 Consolidated Financial Statements of the Nestlé Group 2018 9. Goodwill and intangible assets

9.1 Impairment 9.1.1 Impairment charge during the year In 2018, there were various impairments of goodwill (predominantly in Zone AOA) and intangible assets. None of them were individually signifi cant. In 2017, the impairment charge mainly related to the Nestlé Skin Health goodwill CGU and other various non-signifi cant impairments of goodwill (predominantly in Zone AOA) and intangible assets (predominantly in Unallocated items). For the Nestlé Skin Health CGU, a goodwill impairment charge of CHF 2799 million was recognized under the heading Other operating expenses in the income statement. The Nestlé Skin Health CGU goodwill is included in the Other businesses segment disclosed in Note 3.1.

9.1.2 Annual impairment tests Impairment reviews have been conducted for more than 50 Cash Generating Units (CGU). The following table sets out the key assumptions for those CGUs that have signifi cant Goodwill or Intangible assets with an indefi nite useful life allocated to them.

2018

Period of Annual Annual Terminal Pre-tax Carrying cash fl ow sales margin growth discount amount projections growth evolution rate rate Goodwill CGU PetCare Zone AMS 7 887 5 years 5% to 7% Declining 2.7% 8.6% Nutrition AOA (a) 5 964 5 years 2% to 5% Stable 3.7% 10.3% DSD for Frozen Pizza and Ice Cream – USA 2 509 5 years 0% to 1% Improvement 1.7% 8.4% Subtotal 16 360 Other CGUs 15 342 Total Goodwill 31 702

Intangible assets with indefi nite useful life CGU Nestlé Nutrition Worldwide (a) 5 677 5 years 2% to 4% Improvement 3.4% 10.4% Nestlé Starbucks North America 4 321 5 years 3% to 5% Improvement 2.5% 8.1% Subtotal 9 998 Other CGUs 6 874 Total Intangible assets with indefi nite useful life 16 872

(a) Following the reorganization of the Nutrition business from a GMB to a RMB in the Zones (see Note 3), the goodwill has been allocated to the respective operating segments. Only the goodwill in Zone AOA is signifi cant.

Consolidated Financial Statements of the Nestlé Group 2018 105 9. Goodwill and intangible assets

2017

Period of Annual Annual Terminal Pre-tax Carrying cash fl ow sales margin growth discount amount projections growth evolution rate rate Goodwill CGU PetCare Zone AMS 7 812 5 years 2% to 4% Declining 2.0% 9.0% Wyeth Infant Nutrition 4 567 5 years –1% to 6% Stable 3.2% 8.0% Nestlé Infant Nutrition 3 673 5 years 1% to 4% Improvement 3.5% 11.6% DSD for Frozen Pizza and Ice Cream – USA 2 485 5 years –1% to 0% Improvement 1.8% 8.7% Subtotal 18 537 Other CGUs 11 209 Total Goodwill 29 746

Intangible assets with indefi nite useful life CGU Nestlé Skin Health 4 621 5 years 4% to 7% Improvement 2.3% 8.7% Wyeth Infant Nutrition 4 508 5 years –1% to 6% Stable 3.2% 8.0% Subtotal 9 129 Other CGUs 7 059 Total Intangible assets with indefi nite useful life 16 188

For each signifi cant CGU the recoverable amount is higher than its carrying amount. The recoverable amount has been determined based upon a value-in-use calculation. Cash fl ows have been projected over 5 years. They have been extrapolated using a steady or declining terminal growth rate and discounted at a pre-tax weighted average rate.

Finally, the following has been taken into account in the impairment tests: – The pre-tax discount rates have been computed based on external sources of information. – The cash fl ows for the fi rst fi ve years were based upon fi nancial plans approved by Group Management which are consistent with the Group’s approved strategy for this period. They are based on past performance and current initiatives. – The terminal growth rates have been determined to refl ect the long-term view of the nominal evolution of the business.

Management believes that no reasonably possible change in any of the above key assumptions would cause the CGU’s recoverable amount to fall below the carrying value of the CGUs except for the Goodwill CGU DSD for Frozen Pizza and Ice Cream – USA for which the following changes in the material assumptions lead to a situation where the value in use equals the carrying amount:

Sensitivity Sales growth (CAGR) Decrease by 360 basis points Margin improvement Decrease by 40 basis points Terminal growth rate Decrease by 100 basis points Pre-tax discount rate Increase by 110 basis points

106 Consolidated Financial Statements of the Nestlé Group 2018 10. Employee benefi ts

10.1 Employee remuneration The Group’s salaries of CHF 12 196 million ( 2017: CHF 12 350 million) and welfare expenses of CHF 4234 million ( 2017: CHF 4221 million) represent a total of CHF 16 430 million ( 2017: CHF 16 571 million). In addition, certain Group employees are eligible to long-term incentives in the form of equity compensation plans, for which the cost amounts to CHF 227 million ( 2017: CHF 247 million). Employee remuneration is allocated to the appropriate headings of expenses by function.

10.2 Post-employment benefi ts

The liabilities of the Group arising from defi ned benefi t obligations, and the related current service cost, are determined using the projected unit credit method. Actuarial advice is provided both by external consultants and by actuaries employed by the Group. The actuarial assumptions used to calculate the defi ned benefi t obligations vary according to the economic conditions of the country in which the plan is located. Such plans are either externally funded (in the form of independently administered funds) or unfunded. The defi cit or excess of the fair value of plan assets over the present value of the defi ned benefi t obligation is recognized as a liability or an asset on the balance sheet. Pension cost charged to the income statement consists of service cost (current and past service cost, gains and losses arising from curtailment and settlement) and administration costs (other than costs of managing plan assets), which are allocated to the appropriate heading by function, and net interest expense or income, which is presented as part of net fi nancial income/(expense). The actual return less interest income on plan assets, changes in actuarial assumptions, and differences between actuarial assumptions and what has actually occurred are reported in other comprehensive income. Some benefi ts are also provided by defi ned contribution plans. Contributions to such plans are charged to the income statement as incurred. Certain disclosures are presented by geographic area. The three regions disclosed are Europe, Middle East and North Africa (EMENA), Americas (AMS) and Asia, Oceania and sub-Saharan Africa (AOA). Each region includes the corresponding Zones as well as the portion of the GMB activity in that region.

Pensions and retirement benefi ts Apart from legally required social security arrangements, the majority of Group employees are eligible for benefi ts through pension plans in case of retirement, death in service, disability and in case of resignation. Those plans are either defi ned contribution plans or defi ned benefi t plans based on pensionable remuneration and length of service. All pension plans comply with local tax and legal restrictions in their respective country, including funding obligations. The Group manages its pension plans by geographic area and the major plans, classifi ed as defi ned benefi t plans under IAS 19, are located in EMENA (Switzerland, United Kingdom and Germany) and in AMS (USA). In accordance with applicable legal frameworks, these plans have Boards of Trustees or General Assemblies which are generally independent from the Group and are responsible for the management and governance of the plans.

Consolidated Financial Statements of the Nestlé Group 2018 107 10. Employee benefi ts

In Switzerland, Nestlé’s pension plan is a cash balance plan where contributions are expressed as a percentage of the pensionable salary. The pension plan guarantees the amount accrued on the members’ savings accounts, as well as a minimum interest on those savings accounts. At retirement date, the savings accounts are converted into pensions. However, members may opt to receive a part of the pension as a lump sum. Increases of pensions in payment are granted on a discretionary basis by the Board of Trustees, subject to the fi nancial situation of the plan. To be noted that there is also a defi ned benefi t plan that has been closed to new entrants in 2013 and whose members below age 55 as of that date were transferred to the cash balance plan. This heritage plan is a hybrid between a cash balance plan and a plan based on a fi nal pensionable salary. Finally, the Group has committed to make additional contributions up to a maximum of CHF 440 million, of which CHF 115 million had been contributed as at December 31, 2018, in order to mitigate the impact of changes in mortality and decrease in conversion rates applicable since July 1, 2018. In the United Kingdom, Nestlé’s pension plan is a hybrid arrangement combining a defi ned benefi t career average section plus a defi ned contribution section. The defi ned benefi t section was closed to new entrants during 2016. In the defi ned benefi t section, from August 2017 onwards, members accrue a pension defi ned on their capped salary each year, plus defi ned contribution provision above the capped salary. Accrued pensions are automatically revalued according to infl ation, subject to caps. Similarly, pensions in payment are increased annually in line with infl ation, subject to caps as applicable. At retirement, there is a lump sum option. Finally, the funding of the shortfall of the Nestlé UK Pension Fund is defi ned on the basis of a triennial independent actuarial valuation in accordance with local regulations. As a result, an amount of GBP 86 million has been paid by Nestlé UK Ltd during the year in accordance with the agreed schedule of contributions. The undiscounted future payments after December 31, 2018, related to the shortfall amount to GBP 407 million (GBP 172 million between 2019 to 2020, GBP 86 million in 2021 and GBP 149 million in 2022). Nestlé’s pension plan in Germany is a cash balance plan, where members benefi t from a guarantee on their savings accounts. Contributions to the plan are expressed as a percentage of the pensionable salary. Increases to pensions in payment are granted in accordance with legal requirements. There is also a heritage plan, based on fi nal pensionable salary, which has been closed to new entrants in 2006. In the USA, Nestlé’s primary pension plan is non-contributory for the employees. The plan is a pension equity design, under which members earn pension credits each year based on a schedule related to the sum of their age and service with Nestlé. A member’s benefi t is the sum of the annual pension credits earned multiplied by an average earning payable as a lump sum. However, in lieu of the lump sum, members have the option of converting the benefi t to a monthly pension annuity. The plan does not provide for automatic pension increases. This plan was closed to new entrants at the end of 2015. In 2018, Nestlé elected to contribute in advance the anticipated contributions of the years 2019–2021 in addition to 2018 for a total amount of USD 233 million to its US based defi ned benefi t plans.

Post-employment medical benefi ts and other employee benefi ts Subsidiaries, principally in AMS, maintain medical benefi t plans, classifi ed as defi ned benefi t plans under IAS 19, which cover eligible retired employees. The obligations for other employee benefi ts consist mainly of end of service indemnities, which do not have the character of pensions.

108 Consolidated Financial Statements of the Nestlé Group 2018 10. Employee benefi ts

Risks related to defi ned benefi t plans The main risks to which the Group is exposed in relation to operating defi ned benefi t plans are: – mortality risk: the assumptions adopted by the Group make allowance for future improvements in life expectancy. However, if life expectancy improves at a faster rate than assumed, this would result in greater payments from the plans and consequently increases in the plans’ liabilities. In order to minimize this risk, mortality assumptions are reviewed on a regular basis. – market and liquidity risks: these are the risks that the investments do not meet the expected returns over the medium to long-term. This also encompasses the mismatch between assets and liabilities. In order to minimize the risks, the structure of the portfolios is reviewed and asset-liability matching analyses are performed on a regular basis. As certain of the Group’s pension arrangements permit benefi ts to be adjusted in the case that downside risks emerge, therefore the Group does not always have full exposure to the risks described above.

Plan amendments and restructuring events Plans within the Group are regularly reviewed as to whether they are aligned with market practice in the local context. Should a review indicate that a plan needs to be changed, prior agreement with the local Board of Trustees or the General Assembly, the regulator and, if applicable, the members, is sought before implementing plan changes. During the year, there were individually non-signifi cant plan amendments and restructuring activities leading to curtailments and settlements. The related past service costs (income) of CHF 78 million have been recognized in the income statement primarily under Marketing and administration costs.

Asset-liability management and funding arrangement Plan trustees or General Assemblies are responsible for determining the mix of asset classes and target allocations of the Nestlé’s plans with the support of investment advisors. Periodic reviews of the asset mix are made by mandating external consultants to perform asset liability matching analyses. Such analyses aim at comparing dynamically the fair value of assets and the liabilities in order to determine the most adequate strategic asset allocation. The overall investment policy and strategy for the Group’s funded defi ned benefi t plans is guided by the objective of achieving an investment return which, together with the contributions paid, is suffi cient to maintain reasonable control over the various funding risks of the plans. As those risks evolve with the development of capital markets and asset management activities, the Group addresses the assessment and control process of the major investment pension risks. In order to protect the Group’s defi ned benefi t plans funding ratio and to mitigate the fi nancial risks, protective measures on the investment strategies are in force. To the extent possible, the risks are shared equally amongst the different stakeholders.

Consolidated Financial Statements of the Nestlé Group 2018 109 10. Employee benefi ts

10.2a Reconciliation of assets and liabilities recognized in the balance sheet

In millions of CHF 2018 2017 ts ts ts ts t t ned benefi ned benefi Defi retirement plans Post-employment medical benefi and other benefi Total Defi retirement plans Post-employment medical benefi and other benefi Total Present value of funded obligations 24 364 58 24 422 27 347 62 27 409 Fair value of plan assets (22 625) (33) (22 658) (24 656) (35) (24 691) Excess of liabilities/(assets) over funded obligations 1 739 25 1 764 2 691 27 2 718

Present value of unfunded obligations 737 1 874 2 611 862 2 018 2 880 Unrecognized assets 29 — 29 23 — 23 Net defi ned benefi t liabilities/(assets) 2 505 1 899 4 404 3 576 2 045 5 621

Other employee benefi t liabilities 1 028 1 098 Net liabilities 5 432 6 719

Refl ected in the balance sheet as follows: Employee benefi t assets (487) (392) Employee benefi t liabilities 5 919 7 111 Net liabilities 5 432 6 719

10.2b Funding situation by geographic area of defi ned benefi t plans

In millions of CHF 2018 2017 EMENA AMS AOA Total EMENA AMS AOA Total Present value of funded obligations 18 201 4 703 1 518 24 422 20 425 5 247 1 737 27 409 Fair value of plan assets (16 361) (4 968) (1 329) (22 658) (17 675) (5 341) (1 675) (24 691) Excess of liabilities/(assets) over funded obligations 1 840 (265) 189 1 764 2 750 (94) 62 2 718 Present value of unfunded obligations 377 1 920 314 2 611 472 2 082 326 2 880

110 Consolidated Financial Statements of the Nestlé Group 2018 10. Employee benefi ts

10.2c Movement in the present value of defi ned benefi t obligations

In millions of CHF 2018 2017 ts ts ts ts t t ned benefi ned benefi Defi retirement plans Post-employment medical benefi and other benefi Total Defi retirement plans Post-employment medical benefi and other benefi Total At January 1 28 209 2 080 30 289 27 976 2 073 30 049 of which funded defi ned benefi t plans 27 347 62 27 409 27 201 52 27 253 of which unfunded defi ned benefi t plans 862 2 018 2 880 775 2 021 2 796 Currency retranslations (572) (103) (675) 415 (76) 339 Service cost 680 30 710 689 52 741 of which current service cost 735 53 788 778 57 835 of which past service cost (55) (23) (78) (89) (5) (94) Interest expense 595 99 694 649 111 760 Actuarial (gains)/losses (1 872) 26 (1 846) 144 56 200 Benefi ts paid on funded defi ned benefi t plans (1 432) (7) (1 439) (1 484) (5) (1 489) Benefi ts paid on unfunded defi ned benefi t plans (58) (162) (220) (73) (129) (202) Modifi cation of the scope of consolidation (3) (1) (4) (1) (2) (3) Reclassifi cation to/(from) held for sale (211) (30) (241) —— — Transfer from/(to) defi ned contribution plans (235) — (235) (106) — (106) At December 31 25 101 1 932 27 033 28 209 2 080 30 289 of which funded defi ned benefi t plans 24 364 58 24 422 27 347 62 27 409 of which unfunded defi ned benefi t plans 737 1 874 2 611 862 2 018 2 880

Consolidated Financial Statements of the Nestlé Group 2018 111 10. Employee benefi ts

10.2d Movement in fair value of defi ned benefi t plan assets

In millions of CHF 2018 2017 ts ts ts ts t t ned benefi ned benefi Defi retirement plans Post-employment medical benefi and other benefi Total Defi retirement plans Post-employment medical benefi and other benefi Total At January 1 (24 656) (35) (24 691) (23 013) (24) (23 037) Currency retranslations 503 2 505 (326) (1) (327) Interest income (544) (1) (545) (560) — (560) Actual return on plan assets, excluding interest income 1 142 — 1 142 (1 685) (9) (1 694) Employees’ contributions (127) — (127) (141) — (141) Employer contributions (736) (6) (742) (547) (6) (553) Benefi ts paid on funded defi ned benefi t plans 1 432 7 1 439 1 484 5 1 489 Administration expenses 24 — 24 21 — 21 Modifi cation of the scope of consolidation 1 — 1 5 — 5 Reclassifi cation to/(from) held for sale 125 — 125 ——— Transfer (from)/to defi ned contribution plans 211 — 211 106 — 106 At December 31 (22 625) (33) (22 658) (24 656) (35) (24 691)

The major categories of plan assets as a percentage of total plan assets of the Group’s defi ned benefi t plans are as follows:

2018 2017 Equities 27% 28% of which US equities 6% 12% of which European equities 16% 9% of which other equities 5% 7% Debts 49% 45% of which government debts 35% 32% of which corporate debts 14% 13% Real estate 12% 11% Alternative investments 10% 11% of which hedge funds 6% 7% of which private equities 4% 4% Cash/Deposits 2% 5%

Equities and government debts represent 62% ( 2017: 60% ) of the plan assets. Almost all of them are quoted in an active market. Corporate debts, real estate, hedge funds and private equities represent 36% ( 2017: 35% ) of the plan assets. Almost all of them are either not quoted or quoted in a market which is not active.

112 Consolidated Financial Statements of the Nestlé Group 2018 10. Employee benefi ts

The plan assets of funded defi ned benefi t plans include property occupied by subsidiaries with a fair value of CHF 23 million ( 2017: CHF 23 million). Furthermore, funded defi ned benefi t plans may invest in Nestlé S.A. (or related) shares. There was no direct investment at end of 2018 (2017 : CHF 35 million). The Group’s investment management principles allow such investment only when the position in Nestlé S.A. (or related) shares is passive, i.e. in line with the weighting in the underlying benchmark. The Group expects to contribute CHF 464 million to its funded defi ned benefi t plans in 2019 .

10.2e Expenses recognized in the income statement

In millions of CHF 2018 2017 ts ts ts ts t t ned benefi ned benefi retirement plans Post-employment medical benefi and other benefi Total retirement plans Post-employment medical benefi and other benefi Total Defi Defi Service cost 680 30 710 689 52 741 Employees’ contributions (127) — (127) (141) — (141) Net interest (income)/expense 53 98 151 90 111 201 Administration expenses 24 — 24 21 — 21 Defi ned benefi t expenses 630 128 758 659 163 822 Defi ned contribution expenses 330 335 Total 1 088 1 157

The expenses for defi ned benefi t and defi ned contribution plans are allocated to the appropriate headings of expenses by function.

Consolidated Financial Statements of the Nestlé Group 2018 113 10. Employee benefi ts

10.2f Remeasurement of defi ned benefi t plans reported in other comprehensive income

In millions of CHF 2018 2017 ts ts ts ts t t ned benefi ned benefi retirement plans Post-employment medical benefi and other benefi Total Defi retirement plans Post-employment medical benefi and other benefi Total Defi Actual return on plan assets, excluding interest income (1 142) — (1 142) 1 685 9 1 694 Experience adjustments on plan liabilities 331 (10) 321 (81) 10 (71) Change in demographic assumptions on plan liabilities 526 (59) 467 55 (1) 54 Change in fi nancial assumptions on plan liabilities 1 015 43 1 058 (118) (65) (183) Transfer from/(to) unrecognized assets and other (4) — (4) 19 — 19 Remeasurement of defi ned benefi t plans 726 (26) 700 1 560 (47) 1 513

10.2g Principal fi nancial actuarial assumptions The principal fi nancial actuarial assumptions are presented by geographic area. Each item is a weighted average in relation to the relevant underlying component.

2018 2017 EMENA AMS AOA Total EMENA AMS AOA Total Discount rates 1.8% 5.1% 4.3% 2.9% 1.5% 4.5% 4.4% 2.5% Expected rates of salary increases 1.8% 2.7% 5.0% 2.6% 1.7% 2.7% 4.6% 2.3% Expected rates of pension adjustments 1.2% 0.4% 1.4% 1.0% 1.3% 0.4% 1.6% 1.1% Medical cost trend rates 6.9% 6.9% 5.3% 5.3%

114 Consolidated Financial Statements of the Nestlé Group 2018 10. Employee benefi ts

10.2h Mortality tables and life expectancies by geographic area for Group’s major defi ned benefi t pension plans

Expressed in years 2018 2017 2018 2017

Life expectancy at age 65 Life expectancy at age 65 for a male member for a female member Country Mortality table currently aged 65 currently aged 65 EMENA Switzerland LPP 2015 21.6 22.0 23.1 23.9 United Kingdom S2NA 21.8 21.8 23.1 23.1 Germany Heubeck Richttafeln 2018 G 20.6 20.1 24.1 23.6 AMS USA RP-2014 with projection 20.9 20.9 23.0 23.0

Life expectancy is refl ected in the defi ned benefi t obligations by using mortality tables of the country in which the plan is located. When those tables no longer refl ect recent experience, they are adjusted by appropriate loadings.

Consolidated Financial Statements of the Nestlé Group 2018 115 10. Employee benefi ts

10.2i Sensitivity analyses on present value of defi ned benefi t obligations by geographic area The table below gives the present value of the defi ned benefi t obligations when major assumptions are changed.

In millions of CHF 2018 2017 EMENA AMS AOA Total EMENA AMS AOA Total As reported 18 578 6 623 1 832 27 033 20 897 7 329 2 063 30 289 Discount rates Increase of 50 basis points 17 294 6 265 1 731 25 290 19 308 6 901 1 966 28 175 Decrease of 50 basis points 20 036 7 023 1 947 29 006 22 724 7 815 2 172 32 711 Expected rates of salary increases Increase of 50 basis points 18 705 6 672 1 863 27 240 21 064 7 390 2 094 30 548 Decrease of 50 basis points 18 461 6 574 1 802 26 837 20 742 7 268 2 035 30 045 Expected rates of pension adjustments Increase of 50 basis points 19 569 6 650 1 898 28 117 22 074 7 384 2 124 31 582 Decrease of 50 basis points 17 633 6 614 1 814 26 061 20 264 7 291 2 044 29 599 Medical cost trend rates Increase of 50 basis points 18 579 6 676 1 833 27 088 20 898 7 381 2 065 30 344 Decrease of 50 basis points 18 577 6 581 1 830 26 988 20 896 7 281 2 061 30 238 Mortality assumption Setting forward the tables by 1 year 17 992 6 484 1 798 26 274 20 205 7 177 2 031 29 413 Setting back the tables by 1 year 19 171 6 758 1 866 27 795 21 600 7 479 2 095 31 174

All sensitivities are calculated using the same actuarial method as for the disclosed present value of the defi ned benefi t obligations at year-end.

10.2j Weighted average duration of defi ned benefi t obligations by geographic area

Expressed in years 2018 2017 EMENA AMS AOA Total EMENA AMS AOA Total At December 31 14.8 12.1 12.2 14.0 16.5 13.0 10.3 15.3

116 Consolidated Financial Statements of the Nestlé Group 2018 11. Provisions and contingencies

Provisions Provisions comprise liabilities of uncertain timing or amount that arise from restructuring plans, environmental, litigation and other risks. Provisions are recognized when a legal or constructive obligation stemming from a past event exists and when the future cash outfl ows can be reliably estimated. Provisions are measured at the present value of the expenditures unless the impact of discounting is immaterial. Obligations arising from restructuring plans are recognized when detailed formal plans have been established and when there is a valid expectation that such plans will be carried out by either starting to implement them or announcing their main features. Obligations under litigation refl ect Group Management’s best estimate of the outcome based on the facts known at the balance sheet date.

Contingent assets and liabilities Contingent assets and liabilities are possible rights and obligations that arise from past events and whose existence will be confi rmed only by the occurrence or non-occurrence of one or more uncertain future events not fully within the control of the Group.

11.1 Provisions

In millions of CHF Restructuring Environmental Legal and Tax Other Total At January 1, 2018 929 25 544 468 1 966 Currency retranslations (19) 1 (53) (6) (77) Provisions made during the year (a) 590 5 322 185 1 102 Amounts used (410) (1) (98) (87) (596) Reversal of unused amounts (101) (1) (139) (134) (375) Reclassifi cation (to)/from held for sale (154) — (3) (46) (203) Modifi cation of the scope of consolidation — — — (4) (4) At December 31, 2018 835 29 573 376 1 813 of which expected to be settled within 12 months 780

At January 1, 2017 583 27 590 519 1 719 Currency retranslations 19 (1) (13) 4 9 Provisions made during the year (a) 619 2 252 148 1 021 Amounts used (234) (2) (172) (99) (507) Reversal of unused amounts (58) (1) (131) (103) (293) Modifi cation of the scope of consolidation — — 18 (1) 17 At December 31, 2017 929 25 544 468 1 966 of which expected to be settled within 12 months 819

(a) Including discounting of provisions.

Consolidated Financial Statements of the Nestlé Group 2018 117 11. Provisions and contingencies

Restructuring Restructuring provisions arise from a number of projects across the Group. These include plans to optimize production, sales and administration structures, mainly in the geographies EMENA and AMS. Restructuring provisions are expected to result in future cash outfl ows when implementing the plans (usually over the following two to three years).

Legal and tax Legal provisions have been set up to cover legal and administrative proceedings that arise in the ordinary course of the business. Tax provisions include disputes and uncertainties on non-income taxes (mainly VAT and sales taxes). It covers numerous separate cases whose detailed disclosure could be detrimental to the Group interests. The Group does not believe that any of these cases will have a material adverse impact on its fi nancial position. The timing of outfl ows is uncertain as it depends upon the outcome of the cases. Group Management does not believe it is possible to make assumptions on the evolution of the cases beyond the balance sheet date.

Other Other provisions are mainly constituted by onerous contracts and various damage claims having occurred during the year but not covered by insurance companies. Onerous contracts result from termination of contracts or supply agreements above market prices in which the unavoidable costs of meeting the obligations under the contracts exceed the economic benefi ts expected to be received or for which no benefi ts are expected to be received.

11.2 Contingencies The Group is exposed to contingent liabilities amounting to a maximum potential payment of CHF 1860 million ( 2017: CHF 2024 million) representing potential litigations of CHF 1788 million ( 2017: CHF 1979 million) and other items of CHF 71 million ( 2017: CHF 45 million). Potential litigations relate mainly to labor, civil and tax litigations in Latin America. Contingent assets for litigation claims in favor of the Group amount to a maximum potential recoverable amount of CHF 453 million ( 2017: CHF 461 million), mainly in Latin America.

118 Consolidated Financial Statements of the Nestlé Group 2018 12. Financial instruments

Financial assets – Classes and categories The classifi cation of fi nancial assets is generally based on the business model in which a fi nancial asset is managed and its contractual cash fl ow characteristics. The Group classifi es fi nancial assets in the following categories: – measured at amortized cost; – measured at fair value through Other comprehensive income (abbreviated as FVOCI); and – measured at fair value through the income statement (abbreviated as FVTPL, fair value through profi t or loss). For an equity investment that is not held for trading, the Group may irrevocably elect to classify it as measured at FVOCI. This election is made at initial recognition on an investment by investment basis.

Financial assets – Recognition and derecognition The settlement date is used for initial recognition and derecognition of fi nancial assets as these transactions are generally under contracts whose terms require delivery within the time frame established by regulation or convention in the market place (regular-way purchase or sale). Financial assets are derecognized when substantially all the Group’s rights to cash fl ows from the fi nancial assets have expired or have been transferred and the Group has transferred substantially all the risks and rewards of ownership.

Financial assets – Measurement Financial assets are initially recognized at fair value plus directly attributable transaction costs. However when a fi nancial asset measured at FVTPL is recognized, the transaction costs are expensed immediately. Subsequent remeasurement of fi nancial assets is determined by their categorization, which is revisited at each reporting date. Bonds are held in a separate portfolio governed and executed as a prudently managed broad base of quality securities. The two principal objectives of the portfolio are to maximize investment income and provide fi nancial stability, subject to a limited risk tolerance, and to obtain relatively favorable risk adjusted investment returns to achieve long-term growth of surplus. The Group considers that these securities are held within a business model whose objective is achieved both by collecting contractual cash fl ows and by selling securities. The contractual terms of these fi nancial assets give rise on specifi ed dates to cash fl ows that are solely payments of principal and interest on the principal amount outstanding. These assets have therefore been classifi ed as fi nancial assets at FVOCI. Equity securities represent investments that the Group intends to hold for the long term for strategic purposes. The Group generally designates these investments at the date of initial recognition as measured at FVOCI. The accumulated fair value reserve related to these investments is never reclassifi ed to profi t or loss.

Consolidated Financial Statements of the Nestlé Group 2018 119 12. Financial instruments

Commercial paper and time deposits are held by the Group’s treasury unit in a separate portfolio in order to provide interest income and mitigate the credit risk exposure of the Group. The Group considers that these investments are held within a business model whose objective is achieved by collecting contractual cash fl ows. The contractual terms of these fi nancial assets give rise on specifi ed dates to cash fl ows that are solely payments of principal and interest on the principal amount outstanding. These assets have therefore been classifi ed as measured at amortized cost. Debt funds and equity funds are managed in a separate portfolio dedicated to self-insurance activities. The shares of funds owned by the Group are puttable shares which do not qualify for equity instruments as per IAS 32. As a consequence, these investment funds are classifi ed as at FVTPL.

Financial assets – Impairment The Group assesses whether its fi nancial assets carried at amortized cost and FVOCI are impaired on the basis of expected credit losses (ECL). This analysis requires the identifi cation of signifi cant increases in the credit risk of the counterparties. Considering that the majority of the Group’s fi nancial assets are trade receivables, the analysis also integrates statistical data refl ecting the past experience of losses incurred due to default. See note 7.1 for impairments related to trade receivables. The Group measures loss allowances for investments in debt securities and time deposits that are determined to have low credit risk at the reporting date at an amount equal to 12 month expected credit losses. The Group considers a debt security to have low credit risk when its credit rating is “investment grade”, i.e. equivalent to BBB- or higher per Standard & Poor’s rating scale. To assess whether there is a signifi cant increase in credit risk since initial recognition, the Group considers available reasonable and supportive information such as changes in the credit rating of the counterparty. If there is a signifi cant increase in credit risk the loss allowance is measured at an amount equal to lifetime expected losses. ECLs are a probability-weighted estimate of credit losses. Credit losses are measured as the present value of all cash shortfalls due to a credit default event of the counterparty (i.e. the difference between the cash fl ows due to the entity in accordance with the contract and the cash fl ows that the Group expects to receive). Loss allowances for fi nancial assets measured at amortized cost are deducted from the gross carrying amount of the assets. For debt securities at FVOCI, the loss allowance is recognized in OCI, instead of reducing the carrying amount of the asset. Impairment losses on other fi nancial assets related to treasury activities are presented under Financial expense. The model and some of the assumptions used in calculating these ECLs are key sources of estimation uncertainty.

120 Consolidated Financial Statements of the Nestlé Group 2018 12. Financial instruments

Financial liabilities at amortized cost Financial liabilities are initially recognized at fair value, net of transaction costs incurred. Subsequent to initial measurement, fi nancial liabilities are recognized at amortized cost. The difference between the initial carrying amount of the fi nancial liabilities and their redemption value is recognized in the income statement over the contractual terms using the effective interest rate method. This category includes the following classes of fi nancial liabilities: trade and other payables; commercial paper; bonds; lease liabilities and other fi nancial liabilities. Financial liabilities at amortized cost are classifi ed as current or non-current depending whether these are due within 12 months after the balance sheet date or beyond. Financial liabilities are derecognized (in full or partly) when either the Group is discharged from its obligation, they expire, are cancelled or replaced by a new liability with substantially modifi ed terms.

Consolidated Financial Statements of the Nestlé Group 2018 121 12. Financial instruments

12.1 Financial assets and liabilities 12.1a By class and by category

In millions of CHF 2018 2017 * (a) (a)

Classes At amortized cost At fair value to income statement At fair value to Other comprehensive income Total categories Loans, receivables and liabilities at amortized cost At fair value to income statement Available for sale Total categories Cash at bank and in hand 2 552 — — 2 552 2 202 — — 2 202 Commercial paper 4 777 — — 4 777 — — 4 600 4 600 Time deposits 1 426 — — 1 426 — — 1 331 1 331 Bonds and debt funds 128 2 084 3 2 215 — 396 3 778 4 174 Equity and equity funds — 439 50 489 — 428 114 542 Other fi nancial assets 604 805 — 1 409 723 29 995 1 747 Liquid assets (b) and non-current fi nancial assets 9 487 3 328 53 12 868 2 925 853 10 818 14 596 Trade and other receivables 11 167 — — 11 167 12 036 — — 12 036 Derivative assets (c) — 183 — 183 — 231 — 231 Total fi nancial assets 20 654 3 511 53 24 218 14 961 1 084 10 818 26 863

Trade and other payables (18 190) — — (18 190) (21 340) — — (21 340) Financial debt (40 394) — — (40 394) (29 777) — — (29 777) Derivative liabilities (c) — (448) — (448) — (507) — (507) Total fi nancial liabilities (58 584) (448) — (59 032) (51 117) (507) — (51 624)

Net fi nancial position (37 930) 3 063 53 (34 814) (36 156) 577 10 818 (24 761) of which at fair value — 3 063 53 3 116 — 577 10 818 11 395

* For the impact of the fi rst application of IFRS 9 refer to Note 22.

(a) Carrying amount of these instruments is a reasonable approximation of their fair value. For bonds included in fi nancial debt, see Note 12.1d. (b) Liquid assets are composed of cash and cash equivalents and short-term investments. (c) Include derivatives held in hedge relationships and those that are undesignated (categorized as held-for-trading), see Note 12.2d.

122 Consolidated Financial Statements of the Nestlé Group 2018 12. Financial instruments

12.1b Fair value hierarchy of fi nancial instruments

The Group classifi es the fair value of its fi nancial instruments in the following hierarchy, based on the inputs used in their valuation: – Level 1: the fair value of fi nancial instruments quoted in active markets is based on their quoted closing price at the balance sheet date. Examples include exchange- traded commodity derivatives and fi nancial assets such as investments in equity and debt securities. – Level 2: the fair value of fi nancial instruments that are not traded in an active market is determined by using valuation techniques using observable market data. Such valuation techniques include discounted cash fl ows, standard valuation models based on market parameters for interest rates, yield curves or foreign exchange rates, dealer quotes for similar instruments and use of comparable arm’s length transactions. For example, the fair value of forward exchange contracts, currency swaps and interest rate swaps is determined by discounting estimated future cash fl ows. – Level 3: the fair value of fi nancial instruments that are measured on the basis of entity specifi c valuations using inputs that are not based on observable market data (unobservable inputs). When the fair value of unquoted instruments cannot be measured with suffi cient reliability, the Group carries such instruments at cost less impairment, if applicable.

In millions of CHF 2018 2017 Derivative assets 36 11 Bonds and debt funds (a) 1 681 735 Equity and equity funds 211 227 Other fi nancial assets 9 42 Derivative liabilities (71) (65) Prices quoted in active markets (Level 1) 1 866 950

Commercial paper (b) — 4 600 Time deposits (b) — 1 331 Derivative assets 147 220 Bonds and debt funds (c) 396 3 417 Equity and equity funds 224 278 Other fi nancial assets 695 783 Derivative liabilities (377) (442) Valuation techniques based on observable market data (Level 2) 1 085 10 187

Valuation techniques based on unobservable input (Level 3) (a) 165 258

Total fi nancial instruments at fair value 3 116 11 395

(a) Following the fi rst application of IFRS 9, as at January 1, 2018, an amount of CHF 101 million in level 1 and CHF 24 million in level 3 of Bonds and debt funds have been taken out from the fi nancial instruments carried at fair value. (b) Following the fi rst application of IFRS 9, Commercial paper and Time deposits are now carried at amortized cost. (c) As at December 31, 2017 the fair value hierarchy included fi nancial assets of CHF 3381 million which were reclassifi ed as assets held for sale and disposed of during the year. This relates mainly to bonds included in level 2.

There have been no signifi cant transfers between the different hierarchy levels in 2018 .

Consolidated Financial Statements of the Nestlé Group 2018 123 12. Financial instruments

12.1c Changes in liabilities arising from fi nancing activities

In millions of CHF 2018 2017 At January 1 (29 962) (26 807) Currency retranslations and exchange differences 692 (16) Changes in fair values 132 128 Changes arising from acquisition and disposal of businesses (62) (94) (Infl ows)/outfl ows on interest derivatives (159) (71) Increase in lease liabilities (762) (897) Infl ows from bonds and other non-current fi nancial debt (9 900) (6 406) Outfl ows from bonds and other non-current fi nancial debt 2 712 3 190 (Infl ows)/outfl ows from current fi nancial debt (3 520) 1 011 Reclassifi cation to liabilities held for sale 199 — At December 31 (40 630) (29 962) of which current fi nancial debt (14 694) (11 211) of which non-current fi nancial debt (25 700) (18 566) of which derivatives hedging fi nancial debt (236) (185)

124 Consolidated Financial Statements of the Nestlé Group 2018 12. Financial instruments

12.1d Bonds

In millions of CHF

Issuer Face value in millions Coupon Effective interest rate Year of issue/ maturity Comments 2018 2017 Nestlé S.A., Switzerland CHF 600 0.75% 0.69% 2018–2028 603 — CHF 900 0.25% 0.26% 2018–2024 899 — Nestlé Holdings, Inc., USA CHF 250 2.63% 2.66% 2007–2018 — 251 USD 500 1.25% 1.32% 2012–2018 — 488 AUD 175 3.75% 3.84% 2013–2018 — 133 AUD 200 3.88% 4.08% 2013–2018 — 152 AUD 400 4.13% 4.33% 2013–2018 — 305 USD 400 1.38% 1.50% 2013–2018 — 390 USD 500 2.00% 2.17% 2013–2019 492 487 USD 500 2.25% 2.41% 2013–2019 493 487 USD 400 2.00% 2.06% 2014–2019 394 390 USD 650 2.13% 2.27% 2014–2020 640 633 AUD 250 4.25% 4.43% 2014–2020 (a) 177 196 AUD 175 3.63% 3.77% 2014–2020 (a) 125 138 NOK 1 000 2.75% 2.85% 2014–2020 (a) 115 122 GBP 500 1.75% 1.79% 2015–2020 (b) 628 660 USD 550 1.88% 2.03% 2016–2021 541 535 USD 600 1.38% 1.52% 2016–2021 589 583 GBP 500 1.00% 1.17% 2017–2021 (c) 625 654 USD 800 2.38% 2.55% 2017–2022 784 775 USD 650 2.38% 2.50% 2017–2022 639 632 USD 300 2.25% 2.35% 2017–2022 295 292 EUR 850 0.88% 0.92% 2017–2025 (c) 956 989 CHF 550 0.25% 0.24% 2017–2027 (c) 551 551 CHF 150 0.55% 0.54% 2017–2032 (c) 150 150 USD 600 3.13% 3.28% 2018–2023 588 — USD 1 000 3.10% 3.17% 2018–2021 (d) 984 — USD 1 500 3.35% 3.41% 2018–2023 (d) 1 475 — USD 900 3.50% 3.59% 2018–2025 (d) 883 — USD 1 250 3.63% 3.72% 2018–2028 (d) 1 223 — USD 1 250 3.90% 4.01% 2018–2038 (d) 1 213 — USD 2 100 4.00% 4.11% 2018–2048 (d) 2 031 — Subtotal 18 093 9 993

Consolidated Financial Statements of the Nestlé Group 2018 125 12. Financial instruments

In millions of CHF

Issuer Face value in millions Coupon Effective interest rate Year of issue/ maturity Comments 2018 2017 Subtotal from previous page 18 093 9 993 Nestlé Finance International Ltd., Luxembourg EUR 500 1.50% 1.61% 2012–2019 564 583 EUR 500 1.25% 1.30% 2013–2020 564 583 EUR 500 2.13% 2.20% 2013–2021 563 582 EUR 500 0.75% 0.90% 2014–2021 562 581 EUR 850 1.75% 1.89% 2012–2022 954 986 GBP 400 2.25% 2.34% 2012–2023 (e) 515 549 EUR 500 0.75% 0.92% 2015–2023 (f) 570 586 EUR 500 0.38% 0.54% 2017–2024 559 578 EUR 750 1.25% 1.32% 2017–2029 840 869 EUR 750 1.75% 1.83% 2017–2037 836 865 Other bonds 249 254 Total carrying amount (*) 24 869 17 009 of which due within one year 1 943 1 720 of which due after one year 22 926 15 289

Fair value (*) of bonds, based on prices quoted (level 2) 25 119 17 350

(*) Carrying amount and fair value of bonds exclude accrued interest.

(a) Subject to an interest rate and/or currency swap that creates a liability at fl oating rates in the currency of the issuer. (b) This bond is composed of: – GBP 400 million issued in 2015 and subject to an interest rate and currency swap that creates a liability at fi xed rates in the currency of the issuer; and – GBP 100 million issued in 2016 and subject to an interest rate and currency swap that creates a liability at fl oating rates in the currency of the issuer. (c) Subject to an interest rate and currency swap that creates a liability at fi xed rates in the currency of the issuer. (d) Sold in the United States only to qualifi ed institutional buyers and outside the United States to non-US persons. (e) Subject to an interest rate swap. (f) Out of which EUR 375 million is subject to an interest rate swap.

Several bonds are hedged by currency and/or interest derivatives. The fair value of these derivatives is shown under derivative assets for CHF 41 million (2017 : CHF 144 million) and under derivative liabilities for CHF 248 million ( 2017: CHF 265 million).

126 Consolidated Financial Statements of the Nestlé Group 2018 12. Financial instruments

12.2 Financial risks In the course of its business, the Group is exposed to a number of fi nancial risks: credit risk, liquidity risk, market risk (including foreign currency risk and interest rate risk, commodity price risk and equity price risk). This note presents the Group’s objectives, policies and processes for managing its fi nancial risk and capital. Financial risk management is an integral part of the way the Group is managed. The Board of Directors determines the fi nancial control principles as well as the principles of fi nancial planning. The Chief Executive Offi cer organizes, manages and monitors all fi nancial risks, including asset and liability matters. The Asset and Liability Management Committee (ALMC), chaired by the Chief Financial Offi cer, is the governing body for the establishment and subsequent execution of the Nestlé Group’s Financial Asset and Liability Management Policy. It ensures implementation of strategies and achievement of objectives of the Group’s fi nancial asset and liabilities management, which are executed by the Center Treasury, the Regional Treasury Centers and, in specifi c local circumstances, by the subsidiaries. Approved treasury management guidelines defi ne and classify risks as well as determine, by category of transaction, specifi c approval, execution and monitoring procedures. The activities of the Centre Treasury and of the Regional Treasury Centers are monitored by an independent Middle Offi ce, which verifi es the compliance of the strategies and/or operations with the approved guidelines and decisions taken by the ALMC.

12.2a Credit risk Credit risk management Credit risk refers to the risk that a counterparty will default on its contractual obligations resulting in fi nancial loss to the Group. Credit risk arises on fi nancial assets (liquid, non- current and derivative) and on trade and other receivables. The Group aims to minimize the credit risk of liquid assets, non-current fi nancial assets and derivative assets through the application of risk management policies. Credit limits are set based on each counterparty’s size and risk of default. The methodology used to set the credit limit considers the counterparty’s balance sheet, credit ratings, risk ratios and default probabilities. Counterparties are monitored regularly, taking into consideration the evolution of the above parameters, as well as their share prices and credit default swaps. As a result of this review, changes on credit limits and risk allocation are carried out. The Group avoids the concentration of credit risk on its liquid assets by spreading them over several institutions and sectors. Trade receivables are subject to credit limits, control and approval procedures in all the subsidiaries. Due to its large geographic base and number of customers, the Group is not exposed to material concentrations of credit risk on its trade receivables (see Note 7.1). Nevertheless, commercial counterparties are constantly monitored following the similar methodology used for fi nancial counterparties. The maximum exposure to credit risk resulting from fi nancial activities, without considering netting agreements and without taking into account any collateral held or other credit enhancements, is equal to the carrying amount of the Group’s fi nancial assets.

Consolidated Financial Statements of the Nestlé Group 2018 127 12. Financial instruments

Credit rating of fi nancial assets This includes liquid assets, non-current fi nancial assets and derivative assets. The source of the credit ratings is Standard & Poor’s; if not available, the Group uses other credit rating equivalents. The Group deals mainly with fi nancial institutions located in Switzerland, the European Union and North America.

In millions of CHF 2018 2017 Investment grade A– and above 9 988 10 552 Investment grade BBB+, BBB and BBB– 1 095 2 047 Non-investment grade (BB+ and below) 805 967 Not rated (a) 1 163 1 261 13 051 14 827

(a) Mainly equity securities and other investments for which no credit rating is available.

12.2b Liquidity risk Liquidity risk management Liquidity risk is the risk that a company may encounter diffi culties in meeting its obligations associated with fi nancial liabilities that are settled by delivering cash or other fi nancial assets. Such risk may result from inadequate market depth or disruption or refi nancing problems. The Group’s objective is to manage this risk by limiting exposures in fi nancial instruments that may be affected by liquidity problems and by maintaining suffi cient back-up facilities. The Group does not expect any refi nancing issues and in October 2018 successfully extended the tenor of both its revolving credit facilities by around one year: – A new USD 4.4 billion and EUR 2.7 billion revolving credit facility with an initial maturity date of November 2019. The Group has the ability to convert the facility into a one year term loan. – A USD 3.0 billion and EUR 1.8 billion revolving credit facility with a new maturity date of October 2023. The facilities serve primarily as a backstop to the Group’s short-term debt.

128 Consolidated Financial Statements of the Nestlé Group 2018 12. Financial instruments

Contractual maturities of fi nancial liabilities and derivatives (including interest)

In millions of CHF fth year fth year rst year In the fi In the second year In the third to the fi After the fi Contractual amount Carrying amount Trade and other payables (17 800) (58) (303) (29) (18 190) (18 190)

2018 Commercial paper (a) (9 193) — — — (9 193) (9 165) Bonds (a) (2 510) (2 771) (11 099) (14 293) (30 673) (24 869) Lease liabilities (788) (637) (1 146) (1 105) (3 676) (3 253) Other fi nancial debt (3 013) (109) (80) (12) (3 214) (3 107) Total fi nancial debt (15 504) (3 517) (12 325) (15 410) (46 756) (40 394) Financial liabilities (excluding derivatives) (33 304) (3 575) (12 628) (15 439) (64 946) (58 584)

Non-currency derivative assets 45 6 12 — 63 62 Non-currency derivative liabilities (83) (6) (2) — (91) (90) Gross amount receivable from currency derivatives 14 448 1 080 667 1 689 17 884 17 765 Gross amount payable from currency derivatives (14 501) (1 370) (812) (1 835) (18 518) (18 002) Net derivatives (91) (290) (135) (146) (662) (265) of which derivatives under cash fl ow hedges (b) (39) (6) (2) — (47) (46)

Trade and other payables (18 864) (135) (115) (2 226) (21 340) (21 340)

2017 Commercial paper (a) (5 727) — — — (5 727) (5 716) Bonds (a) (2 016) (2 212) (8 627) (5 613) (18 468) (17 009) Lease liabilities (786) (635) (1 282) (1 155) (3 858) (3 460) Other fi nancial debt (3 132) (394) (165) (10) (3 701) (3 592) Total fi nancial debt (11 661) (3 241) (10 074) (6 778) (31 754) (29 777) Financial liabilities (excluding derivatives) (30 525) (3 376) (10 189) (9 004) (53 094) (51 117)

Non-currency derivative assets 24 8 10 3 45 44 Non-currency derivative liabilities (98) (16) (11) — (125) (124) Gross amount receivable from currency derivatives 10 497 46 1 831 1 734 14 108 13 983 Gross amount payable from currency derivatives (10 655) (97) (2 112) (1 867) (14 731) (14 179) Net derivatives (232) (59) (282) (130) (703) (276) of which derivatives under cash fl ow hedges (b) (111) (16) (11) — (138) (138)

(a) Commercial paper of CHF 7698 million (2017: CHF 4726 million) and bonds of CHF 720 million (2017: CHF 953 million) have maturities of less than three months. (b) The periods when the cash fl ow hedges affect the income statement do not differ signifi cantly from the maturities disclosed above.

12.2c Market risk The Group is exposed to risk from movements in foreign currency exchange rates, interest rates and market prices that affect its assets, liabilities and future transactions.

Consolidated Financial Statements of the Nestlé Group 2018 129 12. Financial instruments

Foreign currency risk The Group is exposed to foreign currency risk from transactions and translation. Transactional exposures arise from transactions in foreign currency. They are managed within a prudent and systematic hedging policy in accordance with the Group’s specifi c business needs through the use of currency forwards, futures, swaps and options. Exchange differences recorded in the income statement represented a loss of CHF 54 million in 2018 ( 2017: loss of CHF 94 million). They are allocated to the appropriate headings of expenses by function. Translation exposure arises from the consolidation of the fi nancial statements of foreign operations in Swiss Francs, which is, in principle, not hedged. Value at Risk (VaR) based on historic data for a 250-day period and a confi dence level of 95% results in a potential one-day loss for currency risk of less than CHF 10 million in 2018 and 2017. The Group cannot predict the future movements in exchange rates, therefore the above VaR number neither represents actual losses nor considers the effects of favorable movements in underlying variables. Accordingly, the VaR number may only be considered indicative of future movements to the extent the historic market patterns repeat in the future.

Interest rate risk The Group is exposed primarily to fl uctuation in USD and EUR interest rates. Interest rate risk on fi nancial debt is managed based on duration and interest management targets set by the ALMC through the use of fi xed rate debt and interest rate swaps. Taking into account the impact of interest derivatives, the proportion of fi nancial debt subject to fi xed interest rates for a period longer than one year represents 62% (2017 : 62% ). Based on the structure of net debt at year end, an increase of interest rates of 100 basis points would cause an additional expense in Net fi nancing cost of net debt of CHF 42 million ( 2017: CHF 29 million).

Price risk Commodity price risk Commodity price risk arises from transactions on the world commodity markets for securing the supplies of green coffee, cocoa beans and other commodities necessary for the manufacture of some of the Group’s products. The Group’s objective is to minimize the impact of commodity price fl uctuations and this exposure is hedged in accordance with the Nestlé Group policy on commodity price risk management. The Global Procurement Organization is responsible for managing commodity price risk based on internal directives and centrally determined limits, generally using exchange-traded commodity derivatives. The commodity price risk exposure of future purchases is managed using a combination of derivatives (mainly futures and options) and executory contracts. This activity is monitored by an independent Middle Offi ce. Given the short product business cycle of the Group, the majority of the anticipated future raw material transactions outstanding at the balance sheet date are expected to occur in the next year.

Equity price risk The Group is exposed to equity price risk on investments. To manage the price risk arising from these investments, the Group diversifi es its portfolios in accordance with the Guidelines set by the Board of Directors.

130 Consolidated Financial Statements of the Nestlé Group 2018 12. Financial instruments

12.2d Derivative assets and liabilities and hedge accounting

Derivative fi nancial instruments The Group’s derivatives mainly consist of currency forwards, options and swaps; commodity futures and options; interest rate forwards, futures, options and swaps. Derivatives are mainly used to manage exposures to foreign exchange, interest rate and commodity price risk as described in section 12.2c Market risk. Derivatives are initially recognized at fair value. They are subsequently remeasured at fair value on a regular basis and at each reporting date as a minimum, with all their gains and losses, realized and unrealized, recognized in the income statement unless they are in a qualifying hedging relationship.

Hedge accounting The Group designates and documents the use of certain derivatives and other fi nancial assets or fi nancial liabilities as hedging instruments against changes in fair values of recognized assets and liabilities (fair value hedges) and highly probable forecast transactions (cash fl ow hedges). The effectiveness of such hedges is assessed at inception and verifi ed at regular intervals and at least on a quarterly basis to ensure that an economic relationship exists between the hedged item and hedging instrument. The Group excludes from the designation of the hedging relationship the hedging cost element. Subsequently, this cost element impacts the income statement at the same time as the underlying hedged item. For the designation of hedging relationships on commodities, the Group applies the component hedging model when the hedged item is separately identifi able and measurable in the contract to purchase the materials.

Fair value hedges The Group uses fair value hedges to mitigate foreign currency and interest rate risks of its recognized assets and liabilities, being mostly fi nancial debt. Changes in fair values of hedging instruments designated as fair value hedges and the adjustments for the risks being hedged in the carrying amounts of the underlying transactions are recognized in the income statement.

Cash fl ow hedges The Group uses cash fl ow hedges to mitigate a particular risk associated with a recognized asset or liability or highly probable forecast transactions, such as anticipated future export sales, purchases of equipment, and goods, as well as the variability of expected interest payments and receipts. The effective part of the changes in fair value of hedging instruments is recognized in other comprehensive income, while any ineffective part is recognized immediately in the income statement. Ineffectiveness for hedges of foreign currency and commodity price risk may result from changes in the timing of the forecast transactions than was originally foreseen. When the hedged item results in the recognition of a non-fi nancial asset or liability, including acquired businesses, the gains or losses previously recognized in other comprehensive income are included in the measurement of the cost of the asset or of the liability. Otherwise the gains or losses previously recognized in other comprehensive income are recognized in the income statement at the same time as the hedged transaction.

Consolidated Financial Statements of the Nestlé Group 2018 131 12. Financial instruments

Undesignated derivatives Derivatives which are not designated in a hedging relationship are classifi ed as undesignated derivatives. They are acquired in the frame of approved risk management policies.

Derivatives by hedged risks

In millions of CHF 2018 2017 Contractual or notional amounts Fair value assets Fair value liabilities Contractual or notional amounts Fair value assets Fair value liabilities Fair value hedges (a) Foreign currency and interest rate risk on net fi nancial debt 9 435 56 273 7 631 152 292 Cash fl ow hedges Foreign currency risk on future purchases or sales 7 284 85 78 6 647 62 89 Commodity price risk on future purchases 2 044 37 73 1 488 12 77 Interest rate risk on net fi nancial debt 1 380 — 17 1 368 — 46 Designated in a hedging relationship 20 143 178 441 17 134 226 504 Undesignated derivatives 5 7 5 3 183 448 231 507

Conditional offsets (b) Derivative assets and liabilities (34) (34) (145) (145) Use of cash collateral received or deposited (21) (124) (30) (210) Balances after conditional offsets 128 290 56 152

(a) The carrying amount of the hedged item recognized in the statement of fi nancial position is approximately equal to the notional of the hedging instruments. (b) Represent amounts that would be offset in case of default, insolvency or bankruptcy of counterparties.

A description of the types of hedging instruments by risk category is included in Note 12.2c Market risk. The majority of hedge relationships are established to ensure a hedge ratio of 1:1.

132 Consolidated Financial Statements of the Nestlé Group 2018 12. Financial instruments

Impact on the income statement of fair value hedges The majority of fair value hedges are related to fi nancing activities and are presented in Net fi nancing cost.

In millions of CHF 2018 2017 on hedged items (145) 377 on hedging instruments 138 (375)

Ineffective portion of gains/(losses) of cash fl ow hedges and net investment hedges is not signifi cant.

12.2e Capital risk management The Group’s capital management is driven by the impact on shareholders of the level of total capital employed. It is the Group’s policy to maintain a sound capital base to support the continued development of its business. The Board of Directors seeks to maintain a prudent balance between different components of the Group’s capital. The ALMC monitors the capital structure and the net fi nancial debt by currency (see Note 16.5 for the defi nition of net fi nancial debt). The operating cash fl ow-to-net fi nancial debt ratio highlights the ability of a business to repay its debts. As at December 31, 2018 , the ratio was 50.8% ( 2017: 66.4%). The Group’s subsidiaries have complied with local statutory capital requirements as appropriate.

Consolidated Financial Statements of the Nestlé Group 2018 133 13. Taxes

The Group is subject to taxes in different countries all over the world. Taxes and fi scal risks recognized in the Consolidated Financial Statements refl ect Group Management’s best estimate of the outcome based on the facts known at the balance sheet date in each individual country. These facts may include but are not limited to change in tax laws and interpretation thereof in the various jurisdictions where the Group operates. They may have an impact on the income tax as well as the resulting assets and liabilities. Any differences between tax estimates and fi nal tax assessments are charged to the income statement in the period in which they are incurred, unless anticipated. Taxes include current and deferred taxes on profi t as well as actual or potential withholding taxes on current and expected transfers of income from subsidiaries and tax adjustments relating to prior years. Income tax is recognized in the income statement, except to the extent that it relates to items directly taken to equity or other comprehensive income, in which case it is recognized against equity or other comprehensive income. Deferred taxes are based on the temporary differences that arise when taxation authorities recognize and measure assets and liabilities with rules that differ from the principles of the Consolidated Financial Statements. They also arise on temporary differences stemming from tax losses carried forward. Deferred taxes are calculated under the liability method at the rates of tax expected to prevail when the temporary differences reverse subject to such rates being substantially enacted at the balance sheet date. Any changes of the tax rates are recognized in the income statement unless related to items directly recognized against equity or other comprehensive income. Deferred tax liabilities are recognized on all taxable temporary differences excluding non-deductible goodwill. Deferred tax assets are recognized on all deductible temporary differences provided that it is probable that future taxable income will be available.

134 Consolidated Financial Statements of the Nestlé Group 2018 13. Taxes

13.1 Taxes recognized in the income statement

In millions of CHF 2018 2017 Components of taxes Current taxes (a) (4 003) (3 352) Deferred taxes (b) 545 202 Taxes reclassifi ed to other comprehensive income 22 361 Taxes reclassifi ed to equity (3) 16 Total taxes (3 439) (2 773)

Reconciliation of taxes Expected tax expense at weighted average applicable tax rate (2 925) (3 115) Tax effect of non-deductible or non-taxable items (110) (94) Prior years’ taxes 108 248 Transfers to unrecognized deferred tax assets (129) (131) Transfers from unrecognized deferred tax assets 95 18 Changes in tax rates (b) (6) 792 Withholding taxes levied on transfers of income (472) (491) Total taxes (3 439) (2 773)

(a) Current taxes related to prior years include a tax income of CHF 250 million (2017: tax income of CHF 212 million). (b) In 2017, this item includes a one-time income of CHF 0.8 billion related to deferred tax, arising in the USA, in accordance with the Federal tax reform.

The expected tax expense at weighted average applicable tax rate is the result from applying the domestic statutory tax rates to profi ts before taxes of each entity in the country it operates. For the Group, the weighted average applicable tax rate varies from one year to the other depending on the relative weight of the profi t of each individual entity in the Group’s profi t as well as the changes in the statutory tax rates.

Consolidated Financial Statements of the Nestlé Group 2018 135 13. Taxes

13.2 Reconciliation of deferred taxes by type of temporary differences recognized on the balance sheet

In millions of CHF ts Property, plant Property, and equipment Goodwill and intangible assets Employee benefi Inventories, receivables, and payables provisions Unused tax losses and unused tax credits Other Total At January 1, 2018 (1 245) (2 895) 1 482 1 102 380 (213) (1 389) Currency retranslations 37 4 (46) (42) (34) (38) (119) Deferred tax (expense)/income (130) 431 (45) 78 103 108 545 Reclassifi cation (to)/from held for sale — 678 (19) (127) (141) 17 408 Modifi cation of the scope of consolidation (2) (169) — — 8 10 (153) Other movements (22) ———— 6 (16) At December 31, 2018 (1 362) (1 951) 1 372 1 011 316 (110) (724)

At January 1, 2017 (1 635) (3 248) 2 049 1 189 340 (271) (1 576) Currency retranslations 26 70 (19) (15) (10) 6 58 Deferred tax (expense)/income 352 384 (548) (80) 44 50 202 Modifi cation of the scope of consolidation 12 (101) — 8 6 2 (73) At December 31, 2017 (1 245) (2 895) 1 482 1 102 380 (213) (1 389)

In millions of CHF 2018 2017 Refl ected in the balance sheet as follows: Deferred tax assets 1 816 2 103 Deferred tax liabilities (2 540) (3 492) Net assets/(liabilities) (724) (1 389)

13.3 Unrecognized deferred taxes The deductible temporary differences as well as the unused tax losses and tax credits for which no deferred tax assets are recognized expire as follows:

In millions of CHF 2018 2017 Within one year 69 177 Between one and fi ve years 381 431 More than fi ve years 2 383 2 602 2 833 3 210

At December 31, 2018 , the unrecognized deferred tax assets amount to CHF 579 million ( 2017: CHF 655 million). In addition, the Group has not recognized deferred tax liabilities in respect of unremitted earnings that are considered indefi nitely reinvested in foreign subsidiaries. At December 31, 2018, these earnings amount to CHF 26.3 billion (2017 : CHF 25.2 billion). They could be subject to withholding and other taxes on remittance.

136 Consolidated Financial Statements of the Nestlé Group 2018 14. Associates and joint ventures

Associates are companies where the Group has the power to exercise a signifi cant infl uence but does not exercise control. Signifi cant infl uence may be obtained when the Group has 20% or more of the voting rights in the investee or has obtained a seat on the Board of Directors or otherwise participates in the policy-making process of the investee. Joint ventures are contractual arrangements over which the Group exercises joint control with partners and where the parties have rights to the net assets of the arrangement. Associates and joint ventures are accounted for using the equity method. The interest in the associate or joint venture also includes long-term loans which are in substance extensions of the Group’s investment in the associate or joint venture. The net assets and results are adjusted to comply with the Group’s accounting policies. The carrying amount of goodwill arising from the acquisition of associates and joint ventures is included in the carrying amount of investments in associates and joint ventures.

In millions of CHF 2018 2017 Other Joint Other Joint L’Oréal associates ventures Total L’Oréal associates ventures Total At January 1 8 184 1 198 2 246 11 628 7 453 1 183 2 073 10 709 Currency retranslations (271) (32) (54) (357) 632 44 125 801 Investments — 204 46 250 — 148 45 193 Divestments — (3) (978) (981) — (5) (52) (57) Share of results 1 044 (152) 27 919 927 (145) 46 828 Share of other comprehensive income 127 1 (32) 96 (298) — 110 (188) Dividends and interest received (553) (33) (117) (703) (465) (27) (90) (582) Other (72) — 12 (60) (65) — (11) (76) At December 31 8 459 1 183 1 150 10 792 8 184 1 198 2 246 11 628

Investments in joint ventures mainly relate to Froneri (see Note 14.3). As part of the investment, loans granted by the Group to joint ventures amount to CHF 932 million at December 31, 2018 ( 2017: CHF 1841 million).

Income from associates and joint ventures

In millions of CHF 2018 2017 Share of results 919 828 Loss on disposals (3) (4) 916 824

Consolidated Financial Statements of the Nestlé Group 2018 137 14. Associates and joint ventures

14.1 Associate – L’Oréal The Group holds 129 881 021 shares in L’Oréal (whose ultimate parent company is domiciled in France), the world leader in cosmetics, representing a 23.2% participation in its equity after elimination of its treasury shares ( 2017: 129 881 021 shares representing a 23.2% participation). At December 31, 2018 , the market value of the shares held amounts to CHF 29.5 billion (2017 : CHF 28.0 billion).

Summarized fi nancial information of L’Oréal

In billions of CHF 2018 2017 Total current assets 14.0 12.9 Total non-current assets 29.3 28.4 Total assets 43.3 41.3

Total current liabilities 11.4 10.7 Total non-current liabilities 1.6 1.6 Total liabilities 13.0 12.3

Total equity 30.3 29.0

Total sales 31.1 29.0

Profi t from continuing operations 4.5 4.3 Profi t from discontinued operations – (0.3) Other comprehensive income 0.5 (1.3) Total comprehensive income 5.0 2.7

Reconciliation of the carrying amount

In billions of CHF 2018 2017 Share held by the Group in the equity of L’Oréal 7.1 6.7 Goodwill and other adjustments 1.4 1.5 Carrying amount of L’Oréal 8.5 8.2

14.2 Other associates The Group holds a number of other associates that are individually not material.

138 Consolidated Financial Statements of the Nestlé Group 2018 14. Associates and joint ventures

14.3 Joint ventures The Group holds a number of joint ventures operating in the food and beverage sectors. These joint ventures are individually not signifi cant to the Group, the main ones being Froneri and Cereal Partners Worldwide.

A list of the principal joint ventures and associates is provided in the section Companies of the Nestlé Group, joint arrangements and associates.

15. Earnings per share

2018 2017 Basic earnings per share (in CHF) 3.36 2.31 Net profi t (in millions of CHF) 10 135 7 156 Weighted average number of shares outstanding (in millions of units) 3 014 3 092

Diluted earnings per share (in CHF) 3.36 2.31 Net profi t, net of effects of dilutive potential ordinary shares (in millions of CHF) 10 135 7 156 Weighted average number of shares outstanding, net of effects of dilutive potential ordinary shares (in millions of units) 3 019 3 098

Reconciliation of weighted average number of shares outstanding (in millions of units) Weighted average number of shares outstanding used to calculate basic earnings per share 3 014 3 092 Adjustment for share-based payment schemes, where dilutive 5 6 Weighted average number of shares outstanding used to calculate diluted earnings per share 3 019 3 098

Consolidated Financial Statements of the Nestlé Group 2018 139 16. Cash fl ow statement

16.1 Operating profi t

In millions of CHF 2018 2017 Profi t for the year 10 468 7 511 Income from associates and joint ventures (916) (824) Taxes 3 439 2 773 Financial income (247) (152) Financial expense 1 008 848 13 752 10 156

16.2 Non-cash items of income and expense

In millions of CHF 2018 2017 Depreciation of property, plant and equipment 3 604 3 560 Impairment of property, plant and equipment 500 391 Impairment of goodwill 592 3 033 Amortization of intangible assets 320 374 Impairment of intangible assets 156 158 Net result on disposal of businesses (686) 132 Net result on disposal of assets 53 28 Non-cash items in fi nancial assets and liabilities (42) (380) Equity compensation plans 140 146 Other (14) 20 4 623 7 462

16.3 Decrease/(increase) in working capital

In millions of CHF 2018 2017 Inventories (450) (839) Trade and other receivables (547) (52) Prepayments and accrued income 132 (55) Trade and other payables 1 043 522 Accruals and deferred income 294 180 472 (244)

140 Consolidated Financial Statements of the Nestlé Group 2018 16. Cash fl ow statement

16.4 Variation of other operating assets and liabilities

In millions of CHF 2018 2017 Variation of employee benefi ts assets and liabilities (430) (71) Variation of provisions 127 220 Other 266 212 (37) 361

16.5 Reconciliation of free cash fl ow and net fi nancial debt

In millions of CHF 2018 2017 Operating cash fl ow 15 398 14 199 Capital expenditure (3 869) (3 938) Expenditure on intangible assets (601) (769) Other investing activities (163) (134) Free cash fl ow 10 765 9 358

Acquisition of businesses (9 512) (696) Financial liabilities and short-term investments acquired in business combinations (67) (94) Disposal of businesses 4 310 140 Financial liabilities and short-term investments transferred on disposal of businesses 5 — Acquisition (net of disposal) of non-controlling interests (528) (526) Investments (net of divestments) in associates and joint ventures 728 (140) Dividend paid to shareholders of the parent (7 124) (7 126) Dividends paid to non-controlling interests (319) (342) Purchase (net of sale) of treasury shares (6 854) (3 295) Increase in lease liabilities (762) (897) Currency retranslations and exchange differences 389 (285) Other movements 8 45 (Increase)/decrease of net fi nancial debt (8 961) (3 858)

Net fi nancial debt at beginning of year (21 369) (17 511) Net fi nancial debt at end of year (30 330) (21 369) of which Current fi nancial debt (14 694) (11 211) Non-current fi nancial debt (25 700) (18 566) Cash and cash equivalents 4 500 7 938 Short-term investments 5 801 655 Derivatives (a) (237) (185)

(a) Related to Net debt and included in Derivative assets and Derivative liabilities balances of the Consolidated balance sheet.

Consolidated Financial Statements of the Nestlé Group 2018 141 16. Cash fl ow statement

16.6 Cash and cash equivalents at end of year

Cash and cash equivalents include cash at bank and in hand and other short-term highly liquid investments with maturities of three months or less from the initial recognition.

In millions of CHF 2018 2017 Cash at bank and in hand 2 552 2 202 Time deposits 1 408 1 330 Commercial paper 540 4 406 Cash and cash equivalents as per balance sheet 4 500 7 938 Cash and cash equivalents classifi ed as held for sale 140 — Cash and cash equivalents as per cash fl ow statement 4 640 7 938

142 Consolidated Financial Statements of the Nestlé Group 2018 17. Equity

17.1 Share capital issued The ordinary share capital of Nestlé S.A. issued and fully paid is composed of 3 063 000 000 registered shares with a nominal value of CHF 0.10 each ( 2017: 3 112 160 000 registered shares). Each share confers the right to one vote. No shareholder may be registered with the right to vote for shares which it holds, directly or indirectly, in excess of 5% of the share capital. Shareholders have the right to receive dividends. In 2018 , the share capital changed as a consequence of the Share Buy-Back Program launched in July 2017. The cancellation of shares was approved at the Annual General Meeting of April 12, 2018. The share capital was reduced by 49 160 000 shares from CHF 311 million to CHF 306 million. Started in July 2017, a Share Buy-Back Program of up to CHF 20 billion to be completed by the end of June 2020 was still on going at the date of issuance of the Consolidated Financial Statements. It is subject to market conditions and strategic opportunities.

17.2 Conditional share capital The conditional capital of Nestlé S.A. amounts to CHF 10 million as in the preceding year. It confers the right to increase the ordinary share capital, through the exercise of conversion or option rights granted in connection with convertible debentures or debentures with option rights or other fi nancial market instruments, by the issue of a maximum of 100 000 000 registered shares with a nominal value of CHF 0.10 each. Thus, the Board of Directors has at its disposal a fl exible instrument enabling it, if necessary, to fi nance the activities of the Company through convertible debentures.

17.3 Treasury shares

Number of shares in millions of units 2018 2017 Purpose of holding Trading — 4.2 Share Buy-Back Program 78.7 41.6 Long-Term Incentive Plans 9.8 8.8 88.5 54.6

At December 31, 2018 , the treasury shares held by the Group represent 2.9% of the share capital ( 2017: 1.8% ). Their market value amounts to CHF 7064 million ( 2017: CHF 4576 million).

Consolidated Financial Statements of the Nestlé Group 2018 143 17. Equity

17.4 Number of shares outstanding

Number of shares in millions of units Shares Treasury Outstanding issued shares shares At January 1, 2018 3 112.2 (54.6) 3 057.6 Purchase of treasury shares — (86.3) (86.3) Treasury shares delivered in respect of options exercised — 1.2 1.2 Treasury shares delivered in respect of equity compensation plans — 2.0 2.0 Treasury shares cancelled (49.2) 49.2 — At December 31, 2018 3 063.0 (88.5) 2 974.5

At January 1, 2017 3 112.2 (14.2) 3 098.0 Purchase of treasury shares — (43.6) (43.6) Treasury shares delivered in respect of options exercised — 0.9 0.9 Treasury shares delivered in respect of equity compensation plans — 2.3 2.3 At December, 31 2017 3 112.2 (54.6) 3 057.6

17.5 Translation reserve and other reserves The translation reserve and the other reserves represent the cumulative amount attributable to shareholders of the parent of items that may be reclassifi ed subsequently to the income statement. The translation reserve comprises the cumulative gains and losses arising from translating the fi nancial statements of foreign operations that use functional currencies other than Swiss Francs. It also includes the changes in the fair value of hedging instruments used for net investments in foreign operations. The other reserves mainly comprise our share in the items that may be reclassifi ed subsequently to the income statement by the associates and joint ventures (reserves equity accounted for). The other reserves also comprise the hedging reserve of the subsidiaries. The hedging reserve consists of the effective portion of the gains and losses on hedging instruments related to hedged transactions that have not yet occurred.

17.6 Retained earnings Retained earnings represent the cumulative profi ts as well as remeasurement of defi ned benefi t plans attributable to shareholders of the parent.

144 Consolidated Financial Statements of the Nestlé Group 2018 17. Equity

17.7 Non-controlling interests The non-controlling interests comprise the portion of equity of subsidiaries that are not owned, directly or indirectly, by Nestlé S.A. These non-controlling interests are individually not material for the Group.

17.8 Other comprehensive income

In millions of CHF Translation Translation reserve value Fair reserves Hedging reserves Reserves of associates and joint ventures Retained earnings equity Total attributable to shareholders of the parent Non-controlling interests Total equity Currency retranslations

2018 – Recognized (1 092) (1) 2 3 — (1 088) (115) (1 203) – Reclassifi ed to income statement 108 — — — — 108 — 108 – Taxes 91 — — — — 91 — 91 (893) (1) 2 3 — (889) (115) (1 004) Fair value changes on debt and equity instruments – Recognized — (203) — — 4 (199) — (199) – Reclassifi ed to income statement — 153 — — — 153 — 153 – Taxes — 11 — — — 11 — 11 — (39) — — 4 (35) — (35) Fair value changes on cash fl ow hedges – Recognized — — 26 — — 26 6 32 – Reclassifi ed to income statement — — 40 — — 40 (4) 36 – Taxes — — (22) — — (22) — (22) — — 44 — — 44 2 46 Remeasurement of defi ned benefi t plans – Recognized — — — — 703 703 (3) 700 – Taxes — — — — (101) (101) 1 (100) — — — — 602 602 (2) 600 Share of other comprehensive income of associates and joint ventures – Recognized — — — (32) 117 85 — 85 – Reclassifi ed to income statement — — — 11 — 11 — 11 — — — (21) 117 96 — 96

Other comprehensive income for the year (893) (40) 46 (18) 723 (182) (115) (297)

Consolidated Financial Statements of the Nestlé Group 2018 145 17. Equity

In millions of CHF Translation Translation reserve value Fair reserves Hedging reserves Reserves of associates and joint ventures Retained earnings equity Total attributable to shareholders of the parent Non-controlling interests Total equity Currency retranslations

2017 – Recognized (729) — (1) 95 — (635) (18) (653) – Reclassifi ed to income statement — — — — — — — — – Taxes 92 — — — — 92 — 92 (637) — (1) 95 — (543) (18) (561) Fair value changes on available-for-sale fi nancial instruments – Recognized — 135 — — — 135 — 135 – Reclassifi ed to income statement — (136) — — — (136) — (136) – Taxes — (9) — — — (9) — (9) — (10) — — — (10) — (10) Fair value changes on cash fl ow hedges – Recognized — — (225) — — (225) (5) (230) – Reclassifi ed to income statement — — 166 — — 166 3 169 – Taxes — — 6 — — 6 — 6 — — (53) — — (53) (2) (55) Remeasurement of defi ned benefi t plans – Recognized — — — — 1 524 1 524 (11) 1 513 – Taxes — — — — (454) (454) 4 (450) — — — — 1 070 1 070 (7) 1 063 Share of other comprehensive income of associates and joint ventures – Recognized — — — (240) 52 (188) — (188) – Reclassifi ed to income statement — — — — — — — — — — — (240) 52 (188) — (188)

Other comprehensive income for the year (637) (10) (54) (145) 1 122 276 (27) 249

146 Consolidated Financial Statements of the Nestlé Group 2018 17. Equity

17.9 Reconciliation of the other reserves

In millions of CHF Fair value Fair reserves Hedging reserves Reserves of associates and joint ventures Total At January 1, 2018 36 (69) 1 022 989 First application of IFRS 9 4 (4) (1 170) (1 170) Other comprehensive income for the year (40) 46 (18) (12) Other movements — 10 — 10 At December 31, 2018 — (17) (166) (183)

At January 1, 2017 46 (15) 1 167 1 198 Other comprehensive income for the year (10) (54) (145) (209) At December 31, 2017 36 (69) 1 022 989

17.10 Dividend

In accordance with Swiss law, the dividend is treated as an appropriation of profi t in the year in which it is ratifi ed at the Annual General Meeting and subsequently paid.

The dividend related to 2017 was paid on April 18, 2018, in accordance with the decision taken at the Annual General Meeting on April 12, 2018. Shareholders approved the proposed dividend of CHF 2.35 per share, resulting in a total dividend of CHF 7124 million. Dividend payable is not accounted for until it has been ratifi ed at the Annual General Meeting. At the Annual General Meeting on April 11, 2019, a dividend of CHF 2.45 per share will be proposed, resulting in an estimated total dividend of CHF 7311 million. For further details, refer to the Financial Statements of Nestlé S.A. The Consolidated Financial Statements for the year ended December 31, 2018 , do not refl ect this proposed distribution, which will be treated as an appropriation of profi t in the year ending December 31, 2019.

Consolidated Financial Statements of the Nestlé Group 2018 147 18. Transactions with related parties

18.1 Compensation of the Board of Directors and the Executive Board Board of Directors Members of the Board of Directors receive an annual compensation that varies with the Board and the Committee responsibilities as follows: – Board members: CHF 280 000; – members of the Chairman’s and Corporate Governance Committee: additional CHF 200 000 (Chair CHF 300 000); – members of the Compensation Committee as well as members of the Nomination and Sustainability Committee: additional CHF 70 000 (Chair CHF 150 000); and – members of the Audit Committee: additional CHF 100 000 (Chair CHF 150 000). The Chairman and the CEO Committee fees are included in their total compensation. Half of the compensation is paid through the granting of Nestlé S.A. shares at the ex-dividend closing price. These shares are subject to a three-year blocking period. With the exception of the Chairman and the CEO, members of the Board of Directors also receive an annual expense allowance of CHF 15 000 each. This allowance covers travel and hotel accommodation in Switzerland, as well as sundry out-of-pocket expenses. For Board members from outside Europe, the Company reimburses additionally their airline tickets. When the Board meets outside of Switzerland, all expenses are borne and paid directly by the Company. The Chairman is entitled to cash compensation, as well as Nestlé S.A. shares which are blocked for three years.

In millions of CHF 2018 2017 Chairman's compensation 4 5 Other Board members Remuneration – cash 3 3 Shares 2 2 Total (a) 9 10

(a) For the detailed disclosures regarding the remunerations of the Board of Directors that are required by Swiss law, refer to the Compensation report of Nestlé S.A. with the audited sections highlighted with a blue bar.

148 Consolidated Financial Statements of the Nestlé Group 2018 18. Transactions with related parties

Executive Board The total annual remuneration of the members of the Executive Board comprises a salary, a bonus (based on the individual’s performance and the achievement of the Group’s objectives), equity compensation and other benefi ts. Members of the Executive Board can choose to receive part or all of their bonus in Nestlé S.A. shares at the average closing price of the last ten trading days of January of the year of the payment of the bonus. The CEO has to take a minimum of 50% in shares. These shares are subject to a three-year blocking period.

In millions of CHF 2018 2017 Remuneration – cash 15 15 Bonus – cash 9 8 Bonus – shares 7 5 Equity compensation plans (a) 15 14 Pension 4 3 Total (b) 50 45

(a) Equity compensation plans are equity-settled share-based payment transactions whose cost is recognized over the vesting period as required by IFRS 2. (b) For the detailed disclosures regarding the remunerations of the Executive Board that are required by Swiss law, refer to the Compensation report of Nestlé S.A. with the audited sections highlighted with a blue bar.

18.2 Transactions with associates and joint ventures The main transactions with associates and joint ventures are: – royalties received on brand licensing; – dividends and interest received as well as loans granted (see Note 14); – research and development commitments (see Note 9); and – in-licensing and intellectual property purchase (see Note 9).

18.3 Other transactions Nestlé Capital Advisers S.A. (NCA), one of the Group’s subsidiaries, is an unregulated investment and actuarial adviser based in Switzerland. As from end of June 2018, NCA stopped servicing Group’s Pension Funds and has concentrated on implementing the Pension Strategy for Nestlé. The fees received by NCA in 2018 amounted to CHF 1.7 million ( 2017: CHF 9 million). As from May 1, 2018, Robusta Asset Management Ltd (RAML), a 100% subsidiary of NCA, has stopped its operations and entered into a liquidation process. No fee income was generated by RAML during 2018.

For information regarding the Group’s pension plans, which are considered as related parties, please refer to Note 10 Employee benefi ts.

Furthermore, throughout 2018, no director of the Group had a personal interest in any transaction of signifi cance for the business of the Group.

Consolidated Financial Statements of the Nestlé Group 2018 149 19. Guarantees

At December 31, 2018 and December 31, 2017 , the Group has no signifi cant guarantees given to third parties.

20. Effects of hyperinfl ation

The Group considers that Argentina became a hyperinfl ationary economy on July 1, 2018, when the cumulative three-year increase in the Consumer Price Index exceeded 100%. Consequentially, the Group has applied for the fi rst time IAS 29 Financial Reporting in Hyperinfl ationary Economies to its subsidiaries in Argentina as from January 1, 2018. This resulted in a reduction of the 12-month sales by CHF 46 million, and a loss of CHF 12 million due to the loss in purchasing power of the net monetary position which was recognized in Other operating expenses. An initial impact of CHF 73 million due to the restatement of the non-monetary assets and liabilities with the price index at the beginning of the period was recorded in equity. Venezuela continues to be considered a hyperinfl ationary economy. The impact of the adjustment on the 2018 Group Consolidated Financial Statements was not signifi cant.

21. Events after the balance sheet date

The values of assets and liabilities at the balance sheet date are adjusted if there is evidence that subsequent adjusting events warrant a modifi cation of these values. These adjustments are made up to the date of approval of the Consolidated Financial Statements by the Board of Directors.

At February 13, 2019, the date of approval for issue of the Consolidated Financial Statements by the Board of Directors, the Group has no subsequent events which either warrant a modification of the value of its assets and liabilities or any additional disclosure.

22. Restatements of 2017 comparatives and fi rst application of IFRS 9

As described in Note 1 Accounting policies, comparative fi gures have been restated following the application of IFRS 15, IFRS 16, IFRIC 23 as well as some other changes in presentation and in accounting policies. Impacts on the income statement, statement of comprehensive income, cash fl ow statement and balance sheet are presented thereafter.

150 Consolidated Financial Statements of the Nestlé Group 2018 22. Restatements of 2017 comparatives and fi rst application of IFRS 9

Consolidated income statement for the year ended December 31, 2017

In millions of CHF January– December 2017 January– as originally December published IFRS 15 IFRS 16 Other 2017 restated Sales 89 791 (169) – (32) 89 590

Other revenue 330 2 – – 332 Cost of goods sold (44 923) 1 9 (658) (45 571) Distribution expenses (8 205) 159 44 (21) (8 023) Marketing and administration expenses (20 540) 6 28 688 (19 818) Research and development costs (1 724) – 1 (16) (1 739) Other trading income 111 – 1 – 112 Other trading expenses (1 607) – 1 – (1 606) Trading operating profi t 13 233 (1) 84 (39) 13 277

Other operating income 379 – – – 379 Other operating expenses (3 500) – – – (3 500) Operating profi t 10 112 (1) 84 (39) 10 156

Financial income 152 – – – 152 Financial expense (771) – (77) – (848) Profi t before taxes, associates and joint ventures 9 493 (1) 7 (39) 9 460

Taxes (2 779) (24) (9) 39 (2 773) Income from associates and joint ventures 824 – – – 824 Profi t for the year 7 538 (25) (2) – 7 511 of which attributable to non-controlling interests 355 – – – 355 of which attributable to shareholders of the parent (Net profi t) 7 183 (25) (2) – 7 156

As percentages of sales Trading operating profi t 14.7% +3 bps +9 bps –4 bps 14.8% Profi t for the year attributable to shareholders of the parent (Net profi t) 8.0% –1 bps 0 bps 0 bps 8.0%

Earnings per share (in CHF) Basic earnings per share 2.32 (0.01) – – 2.31 Diluted earnings per share 2.32 (0.01) – – 2.31

Consolidated Financial Statements of the Nestlé Group 2018 151 22. Restatements of 2017 comparatives and fi rst application of IFRS 9

Consolidated statement of comprehensive income for the year ended December 31, 2017

In millions of CHF January– December 2017 January– as originally December published IFRS 15 IFRS 16 Other 2017 restated Profi t for the year recognized in the income statement 7 538 (25) (2) – 7 511

Currency retranslations, net of taxes (558) (2) (1) – (561) Fair value adjustments on available-for-sale fi nancial instruments, net of taxes (10) – – – (10) Fair value adjustments on cash fl ow hedges, net of taxes (55) – – – (55) Share of other comprehensive income of associates and joint ventures (240) – – – (240) Items that are or may be reclassifi ed subsequently to the income statement (863) (2) (1) – (866)

Remeasurement of defi ned benefi t plans, net of taxes 1 063 – – – 1 063 Share of other comprehensive income of associates and joint ventures 52 –––52 Items that will never be reclassifi ed to the income statement 1 115 – – – 1 115

Other comprehensive income for the year 252 (2) (1) – 249

Total comprehensive income for the year 7 790 (27) (3) – 7 760 of which attributable to non-controlling interests 328 – – – 328 of which attributable to shareholders of the parent 7 462 (27) (3) – 7 432

152 Consolidated Financial Statements of the Nestlé Group 2018 22. Restatements of 2017 comparatives and fi rst application of IFRS 9

Consolidated cash fl ow statement for the year ended December 31, 2017

In millions of CHF January– December 2017 January– as originally December published IFRS 15 IFRS 16 Other 2017 restated Operating activities Operating profi t 10 112 (1) 84 (39) 10 156 Depreciation and amortization 3 227 – 707 – 3 934 Impairment 3 557 – 25 – 3 582 Net result on disposal of businesses 132 – – – 132 Other non-cash items of income and expense (185) – (1) – (186) Cash fl ow before changes in operating assets and liabilities 16 843 (1) 815 (39) 17 618

Decrease/(increase) in working capital (243) 1 (3) 1 (244) Variation of other operating assets and liabilities 393 – (32) – 361 Cash generated from operations 16 993 – 780 (38) 17 735

Net cash fl ows from treasury activities (423) – (75) 8 (490) Taxes paid (3 666) – – 38 (3 628) Dividends and interest from associates and joint ventures 582 – – – 582 Operating cash fl ow 13 486 – 705 8 14 199

Investing activities Capital expenditure (3 934) – (4) – (3 938) Expenditure on intangible assets (769) – – – (769) Acquisition of businesses (696) – – – (696) Disposal of businesses 140 – – – 140 Investments (net of divestments) in associates and joint ventures (140) – – – (140) Infl ows/(outfl ows) from treasury investments 593 – – (6) 587 Other investing activities (134) – – – (134) Investing cash fl ow (4 940) – (4) (6) (4 950)

Consolidated Financial Statements of the Nestlé Group 2018 153 22. Restatements of 2017 comparatives and fi rst application of IFRS 9

Consolidated cash fl ow statement for the year ended December 31, 2017 (continued)

In millions of CHF January– December 2017 January– as originally December published IFRS 15 IFRS 16 Other 2017 restated Financing activities Dividend paid to shareholders of the parent (7 126) – – – (7 126) Dividends paid to non-controlling interests (342) – – – (342) Acquisition (net of disposal) of non-controlling interests (526) – – – (526) Purchase (net of sale) of treasury shares (3 295) – – – (3 295) Infl ows from bonds and other non-current fi nancial debt 6 406 – – – 6 406 Outfl ows from bonds and other non-current fi nancial debt (2 489) – (701) – (3 190) Infl ows/(outfl ows) from current fi nancial debt (1 009) – – (2) (1 011) Financing cash fl ow (8 381) – (701) (2) (9 084)

Currency retranslations (217) – – – (217) Increase/(decrease) in cash and cash equivalents (52) – – – (52)

Cash and cash equivalents at beginning of year 7 990 – – – 7 990 Cash and cash equivalents at end of year 7 938 – – – 7 938

154 Consolidated Financial Statements of the Nestlé Group 2018 22. Restatements of 2017 comparatives and fi rst application of IFRS 9

Consolidated balance sheet as at December 31, 2017

In millions of CHF

December 31, 2017, December 31, as originally 2017, published IFRS 15 IFRS 16 Other restated Assets

Current assets Cash and cash equivalents 7 938 – – – 7 938 Short-term investments 655 – – – 655 Inventories 9 061 203 – (87) 9 177 Trade and other receivables 12 422 (388) – 2 12 036 Prepayments and accrued income 607 – (34) – 573 Derivative assets 231 – – – 231 Current income tax assets 919 – – (2) 917 Assets held for sale 357 – – – 357 Total current assets 32 190 (185) (34) (87) 31 884

Non-current assets Property, plant and equipment 27 775 – 3 002 – 30 777 Goodwill 29 748 – (2) – 29 746 Intangible assets 20 615 – – – 20 615 Investments in associates and joint ventures 11 628 – – – 11 628 Financial assets 6 003 – – – 6 003 Employee benefi ts assets 392 – – – 392 Current income tax assets 62 – – – 62 Deferred tax assets 1 967 71 39 26 2 103 Total non-current assets 98 190 71 3 039 26 101 326

Total assets 130 380 (114) 3 005 (61) 133 210

Consolidated Financial Statements of the Nestlé Group 2018 155 22. Restatements of 2017 comparatives and fi rst application of IFRS 9

Consolidated balance sheet as at December 31, 2017 (continued)

In millions of CHF

December 31, 2017, December 31, as originally 2017, published IFRS 15 IFRS 16 Other restated Liabilities and equity

Current liabilities Financial debt 10 536 – 675 – 11 211 Trade and other payables 18 872 6 (14) – 18 864 Accruals and deferred income 4 094 210 (5) – 4 299 Provisions 863 – (6) (38) 819 Derivative liabilities 507 – – – 507 Current income tax liabilities 1 170 – – 1 307 2 477 Liabilities directly associated with assets held for sale 12 – – – 12 Total current liabilities 36 054 216 650 1 269 38 189

Non-current liabilities Financial debt 15 932 – 2 634 – 18 566 Employee benefi ts liabilities 7 111 – – – 7 111 Provisions 2 445 – (29) (1 269) 1 147 Deferred tax liabilities 3 559 (35) (32) – 3 492 Other payables 2 502 – (26) – 2 476 Total non-current liabilities 31 549 (35) 2 547 (1 269) 32 792

Total liabilities 67 603 181 3 197 – 70 981

Equity Share capital 311 – – – 311 Treasury shares (4 537) – – – (4 537) Translation reserve (19 433) (2) (1) – (19 436) Other reserves 989 – – – 989 Retained earnings 84 174 (293) (191) (61) 83 629 Total equity attributable to shareholders of the parent 61 504 (295) (192) (61) 60 956 Non-controlling interests 1 273 – – – 1 273 Total equity 62 777 (295) (192) (61) 62 229

Total liabilities and equity 130 380 (114) 3 005 (61) 133 210

156 Consolidated Financial Statements of the Nestlé Group 2018 22. Restatements of 2017 comparatives and fi rst application of IFRS 9

Consolidated balance sheet as at January 1, 2017

In millions of CHF

January 1, 2017, January 1, as originally 2017, published IFRS 15 IFRS 16 Other restated Assets

Current assets Cash and cash equivalents 7 990 – – – 7 990 Short-term investments 1 306 – – – 1 306 Inventories 8 401 206 – (87) 8 520 Trade and other receivables 12 411 (392) – 3 12 022 Prepayments and accrued income 573 – (38) – 535 Derivative assets 550 – – – 550 Current income tax assets 786 – – (3) 783 Assets held for sale 25 – – – 25 Total current assets 32 042 (186) (38) (87) 31 731

Non-current assets Property, plant and equipment 27 554 – 2 743 – 30 297 Goodwill 33 007 – – – 33 007 Intangible assets 20 397 – – – 20 397 Investments in associates and joint ventures 10 709 – – – 10 709 Financial assets 5 719 – – – 5 719 Employee benefi ts assets 310 – – – 310 Current income tax assets 114 – – – 114 Deferred tax assets 2 049 81 34 26 2 190 Total non-current assets 99 859 81 2 777 26 102 743

Total assets 131 901 (105) 2 739 (61) 134 474

Consolidated Financial Statements of the Nestlé Group 2018 157 22. Restatements of 2017 comparatives and fi rst application of IFRS 9

Consolidated balance sheet as at January 1, 2017 (continued)

In millions of CHF

January 1, 2017, January 1, as originally 2017, published IFRS 15 IFRS 16 Other restated Liabilities and equity

Current liabilities Financial debt 12 118 – 659 – 12 777 Trade and other payables 18 629 6 (16) – 18 619 Accruals and deferred income 3 855 215 (4) – 4 066 Provisions 620 – (8) (21) 591 Derivative liabilities 1 068 – – – 1 068 Current income tax liabilities 1 221 – – 1 528 2 749 Liabilities directly associated with assets held for sale 6 ––– 6 Total current liabilities 37 517 221 631 1 507 39 876

Non-current liabilities Financial debt 11 091 – 2 361 – 13 452 Employee benefi ts liabilities 8 420 – – – 8 420 Provisions 2 640 – (5) (1 507) 1 128 Deferred tax liabilities 3 865 (58) (41) – 3 766 Other payables 2 387 – (18) – 2 369 Total non-current liabilities 28 403 (58) 2 297 (1 507) 29 135

Total liabilities 65 920 163 2 928 – 69 011

Equity Share capital 311 – – – 311 Treasury shares (990) – – – (990) Translation reserve (18 799) – – – (18 799) Other reserves 1 198 – – – 1 198 Retained earnings 82 870 (268) (189) (61) 82 352 Total equity attributable to shareholders of the parent 64 590 (268) (189) (61) 64 072 Non-controlling interests 1 391 – – – 1 391 Total equity 65 981 (268) (189) (61) 65 463

Total liabilities and equity 131 901 (105) 2 739 (61) 134 474

158 Consolidated Financial Statements of the Nestlé Group 2018 22. Restatements of 2017 comparatives and fi rst application of IFRS 9

As described in Note 1 Accounting policies, IFRS 9 has been applied for the fi rst time as at January 1, 2018. The following table explains the changes in measurement and category under IFRS 9 for each class of Group’s fi nancial assets and the impact on net fi nancial position as at January 1, 2018.

In millions of CHF December 31, 2017, January 1, 2018, restated after fi rst application of IFRS 9

Classes Loans, receivables and liabilities at amortized cost At fair value to income statement for sale Available Total categories At amortized cost At fair value to income statement At fair value to Other comprehensive income Total categories Cash at bank and in hand 2 202 — — 2 202 2 202 — — 2 202 Commercial paper — — 4 600 4 600 4 601 — — 4 601 Time deposits — — 1 331 1 331 1 331 — — 1 331 Bonds and debt funds — 396 3 778 4 174 119 834 3 215 4 168 Equity and equity funds — 428 114 542 — 475 67 542 Other fi nancial assets 723 29 995 1 747 723 1 024 — 1 747 Liquid assets (a) and non-current fi nancial assets 2 925 853 10 818 14 596 8 976 2 333 3 282 14 591 Trade and other receivables 12 036 — — 12 036 12 021 — — 12 021 Derivative assets (b) — 231 — 231 — 231 — 231 Total fi nancial assets 14 961 1 084 10 818 26 863 20 997 2 564 3 282 26 843

Trade and other payables (21 340) — — (21 340) (21 340) — — (21 340) Financial debt (29 777) — — (29 777) (29 777) — — (29 777) Derivative liabilities (b) — (507) — (507) — (507) — (507) Total fi nancial liabilities (51 117) (507) — (51 624) (51 117) (507) — (51 624)

Net fi nancial position (36 156) 577 10 818 (24 761) (30 120) 2 057 3 282 (24 781) of which at fair value — 577 10 818 11 395 — 2 057 3 282 5 339

(a) Liquid assets are composed of cash and cash equivalents as well as short-term investments. (b) Include derivatives held in hedge relationships and those that are undesignated (categorized as held-for-trading).

Amounts highlighted with a grey background are those impacted by the fi rst application of IFRS 9.

Consolidated Financial Statements of the Nestlé Group 2018 159 Statutory Auditor’s Report

To the General Meeting of Nestlé S.A., Cham & Vevey

Report on the Audit of the Consolidated Financial Statements

Opinion

We have audited the consolidated financial statements of Nestlé S.A. and its subsidiaries (the Group), which comprise the consolidated balance sheet as at December 31, 2018, the consolidated income statement, consolidated statement of comprehensive income, consolidated statement of changes in equity and consolidated statement of cash flows for the year then ended, and notes to the consolidated financial statements, including a summary of significant accounting policies.

In our opinion the consolidated financial statements (pages 66 to 159) give a true and fair view of the consolidated financial position of the Group as at December 31, 2018, and its consolidated financial performance and its consolidated cash flows for the year then ended in accordance with International Financial Reporting Standards (IFRS) and comply with Swiss law.

Basis for Opinion

We conducted our audit in accordance with Swiss law, International Standards on Auditing (ISAs) and Swiss Auditing Standards. Our responsibilities under those provisions and standards are further described in the Auditor’s Responsibilities for the Audit of the Consolidated Financial Statements section of our report. We are independent of the Group in accordance with the provisions of Swiss law and the requirements of the Swiss audit profession, as well as the IESBA Code of Ethics for Professional Accountants, and we have fulfilled our other ethical responsibilities in accordance with these requirements.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Key Audit Matters

Revenue recognition

Carrying value of goodwill and indefinite life intangible assets

Income taxes

Key audit matters are those matters that, in our professional judgment, were of most significance in our audit of the consolidated financial statements of the current period. These matters were addressed in the context of our audit of the consolidated financial statements as a whole, and in forming our opinion thereon, and we do not provide a separate opinion on these matters.

160 Consolidated Financial Statements of the Nestlé Group 2018 Revenue recognition

Key Audit Matter Our response Revenue from the sale of goods is recognized at We considered the appropriateness of the Group’s the moment when control has been transferred revenue recognition accounting policies, including the to the buyer; and is measured net of pricing recognition and classification criteria for trade spend. allowances, other trade discounts, and price Due to the high reliance of revenue recognition on IT, promotions to customers (collectively ‘trade spend’). we evaluated the integrity of the general IT control The judgments required by management to estimate environment and tested the operating effectiveness trade spend accruals are complex due to the diverse of key IT application controls. We performed detailed range of contractual agreements and commercial testing over the completeness and accuracy of the terms across the Group’s markets. underlying customer master data, by assessing mandatory fields and critical segregation of duties. There is a risk that revenue may be overstated because of fraud, resulting from the pressure local Additionally we identified transactions that deviated management may feel to achieve performance from the standard process for further investigation targets. Revenue is also an important element of and validated the existence and accuracy of this how the Group measures its performance, upon population. We also tested the operating which management are incentivized. effectiveness of controls over the calculation and monitoring of trade spend. The Group focuses on revenue as a key performance measure, which could create an Furthermore, we performed a monthly trend analysis incentive for revenue to be recognized before of revenue by market by considering both internal control has been transferred. and external benchmarks, overlaying our understanding of each market, to compare the reported results with our expectation. We also considered the accuracy of the Group’s description of the accounting policy related to revenue, and whether revenue is adequately disclosed throughout the consolidated financial statements.

For further information on revenue recognition refer to the following: – Note 1, “Accounting policies” – Note 3, “Analyses by segment”

Carrying value of goodwill and indefinite life intangible assets

Key Audit Matter Our response The Group has goodwill of CHF 31,702 million and We evaluated the accuracy of impairment tests indefinite life intangible assets of CHF 16,872 million applied to significant amounts of goodwill and as at December 31, 2018, which are required to be indefinite life intangible assets, the appropriateness tested for impairment at least on an annual basis. of the assumptions used, and the methodology used The recoverability of these assets is dependent on by management to prepare its cash flow forecasts. achieving sufficient level of future net cash flows. We also tested the design, implementation and operating effectiveness of controls over the Management apply judgment in allocating these preparation of impairment tests. assets to individual cash generating units (‘CGUs’) as well as in assessing the future performance For a sample of CGUs, identified based on and prospects of each CGU and determining the quantitative and qualitative factors, we assessed the appropriate discount rates. historical accuracy of the plans and forecasts by comparing the forecasts used in the prior year model to the actual performance in the current year. We

Consolidated Financial Statements of the Nestlé Group 2018 161 compared these against the latest plans and forecasts approved by management. We then challenged the robustness of the key assumptions used to determine the recoverable amount, including identification of the CGU, forecast cash flows, long term growth rates and the discount rate based on our understanding of the commercial prospects of the related assets. In addition, we identified and analysed changes in assumptions from prior periods, made an assessment of the appropriateness of assumptions, and performed a comparison of assumptions with publicly available data.

For further information on the carrying value of goodwill and indefinite life intangible assets refer to the following: – Note 1, “Accounting policies” – Note 9, “Goodwill and intangible assets”

Income taxes

Key Audit Matter Our response The Group operates across multiple tax jurisdictions We evaluated management’s judgment of tax risks, around the world, and is thus regularly subject to tax estimates of tax exposures and contingencies by challenges and audits by local tax authorities on involving our local country tax specialists and testing various matters including intragroup financing, the design, implementation and operating pricing and royalty arrangements, different business effectiveness of related controls. Third party opinions, models and other transaction-related matters. past and current experience with the tax authorities in the respective jurisdiction and our tax specialists‘ Where the amount of tax liabilities or assets is own expertise were used to assess the uncertain, the Group recognizes management’s best appropriateness of management’s best estimate of estimate of the most likely outcome based on the the most likely outcome of each uncertain tax position. facts known in the relevant jurisdiction. Our audit approach included additional reviews performed at Group level to consider the Group’s uncertain tax positions viewed from a worldwide perspective - in particular for transfer prices, intragroup financing and payments in relation to centralized business models where multiple jurisdictions and tax authorities are involved. We drew on our own tax expertise and knowledge gained with other similar groups to conclude on management’s best estimate of the outcome on the Group’s worldwide uncertain tax positions as they relate to more than one jurisdiction.

For further information on income taxes refer to the following: – Note 1, “Accounting policies” – Note 13, “Taxes”

162 Consolidated Financial Statements of the Nestlé Group 2018 Other Information in the Annual Report

The Board of Directors is responsible for the other information in the annual report. The other information comprises all information included in the annual report, but does not include the consolidated financial statements, the stand-alone financial statements of the Company, the compensation report and our auditor’s reports thereon. Our opinion on the consolidated financial statements does not cover the other information in the annual report and we do not express any form of assurance conclusion thereon. In connection with our audit of the consolidated financial statements, our responsibility is to read the other information in the annual report and, in doing so, consider whether the other information is materially inconsistent with the consolidated financial statements or our knowledge obtained in the audit, or otherwise appears to be materially misstated. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Responsibility of the Board of Directors for the Consolidated Financial Statements

The Board of Directors is responsible for the preparation of the consolidated financial statements that give a true and fair view in accordance with IFRS and the provisions of Swiss law, and for such internal control as the Board of Directors determines is necessary to enable the preparation of consolidated financial statements that are free from material misstatement, whether due to fraud or error. In preparing the consolidated financial statements, the Board of Directors is responsible for assessing the Group’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Board of Directors either intends to liquidate the Group or to cease operations, or has no realistic alternative but to do so.

Auditor’s Responsibilities for the Audit of the Consolidated Financial Statements

Our objectives are to obtain reasonable assurance about whether the consolidated financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Swiss law, ISAs and Swiss Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these consolidated financial statements. As part of an audit in accordance with Swiss law, ISAs and Swiss Auditing Standards, we exercise professional judgment and maintain professional scepticism throughout the audit. We also: — Identify and assess the risks of material misstatement of the consolidated financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. — Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Group’s internal control. — Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made. — Conclude on the appropriateness of the Board of Directors’ use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Group’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the

Consolidated Financial Statements of the Nestlé Group 2018 163 related disclosures in the consolidated financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the Group to cease to continue as a going concern. — Evaluate the overall presentation, structure and content of the consolidated financial statements, including the disclosures, and whether the consolidated financial statements represent the underlying transactions and events in a manner that achieves fair presentation. — Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities within the Group to express an opinion on the consolidated financial statements. We are responsible for the direction, supervision and performance of the Group audit. We remain solely responsible for our audit opinion. We communicate with the Board of Directors or its relevant committee regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit. We also provide the Board of Directors or its relevant committee with a statement that we have complied with relevant ethical requirements regarding independence, and to communicate with them all relationships and other matters that may reasonably be thought to bear on our independence, and where applicable, related safeguards. From the matters communicated with the Board of Directors or its relevant committee, we determine those matters that were of most significance in the audit of the consolidated financial statements of the current period and are therefore the key audit matters. We describe these matters in our auditor’s report, unless law or regulation precludes public disclosure about the matter or when, in extremely rare circumstances, we determine that a matter should not be communicated in our report because the adverse consequences of doing so would reasonably be expected to outweigh the public interest benefits of such communication.

Report on Other Legal and Regulatory Requirements

In accordance with article 728a para. 1 item 3 CO and the Swiss Auditing Standard 890, we confirm that an internal control system exists, which has been designed for the preparation of consolidated financial statements according to the instructions of the Board of Directors.

We recommend that the consolidated financial statements submitted to you be approved.

KPMG SA

Scott Cormack Lukas Marty Licensed Audit Expert Licensed Audit Expert Auditor in Charge

Geneva, February 13, 2019

KPMG SA, 111 Rue de Lyon, P.O. Box 347, CH-1211 Geneva 13

KPMG SA is a subsidiary of KPMG Holding AG, which is a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss legal entity. All rights reserved.

164 Consolidated Financial Statements of the Nestlé Group 2018 Consolidated Financial Statements of the Nestlé Group 2018 165 Financial information – 5 year review

In millions of CHF (except for data per share and employees) 2018 2017 * 2016 2015 2014 Results Results Sales 91 439 89 590 89 469 88 785 91 612 Sales Underlying Trading operating profit(a) 15 521 14 771 14 307 14 032 14 816 Underlying Trading operating profit(a) as % of sales 17.0% 16.5% 16.0% 15.8% 16.2% as % of sales Trading operating profit(a) 13 789 13 277 13 693 13 382 14 019 Trading operating profit(a) as % of sales 15.1% 14.8% 15.3% 15.1% 15.3% as % of sales Taxes 3 4 3 9 2 7 7 3 4 4 1 3 3 3 0 5 3 3 6 7 Taxes Profit for the year attributable to shareholders of the parent(Net profit) 10 135 7 1 5 6 8 5 3 1 9 0 6 6 14 456 Profit for the year attributable to shareholders of the parent(Net profit) as % of sales 11.1% 8.0% 9.5% 10.2% 15.8% as % of sales Total amount of dividend 7 3 1 1 (c) 7 1 2 4 7 1 2 6 6 9 3 7 6 9 5 0 Total amount of dividend Depreciation of property, plant and equipment (d) 3 6 0 4 3 5 6 0 2 7 9 5 2 8 6 1 2 7 8 2 Depreciation of property, plant and equipment (d)

Balance sheet and Cash flow statement Balance sheet and Cash flow statement Current assets 41 003 31 884 32 042 29 434 33 961 Current assets Non-current assets 96 012 101 326 99 859 94 558 99 489 Non-current assets Total assets 137 015 133 210 131 901 123 992 133 450 Total assets Current liabilities 43 030 38 189 37 517 33 321 32 895 Current liabilities Non-current liabilities 35 582 32 792 28 403 26 685 28 671 Non-current liabilities Equity attributable to shareholders of the parent 57 363 60 956 64 590 62 338 70 130 Equity attributable to shareholders of the parent Non-controlling interests 1 0 4 0 1 2 7 3 1 3 9 1 1 6 4 8 1 7 5 4 Non-controlling interests Net financial debt(a) 30 330 21 369 13 913 15 425 12 325 Net financial debt(a) Ratio of net financial debt to equity (gearing) 52.9% 35.1% 21.5% 24.7% 17.6% Ratio of net financial debt to equity (gearing) Operating cash flow 15 398 14 199 15 582 14 302 14 700 Operating cash flow as % of net financial debt 50.8% 66.4% 112.0% 92.7% 119.3% as % of net financial debt Free cash flow(a) 10 765 9 3 5 8 10 108 9 9 4 5 14 137 Free cash flow(a) Capital additions (d) 14 711 6 5 6 9 5 4 6 2 4 8 8 3 14 263 Capital additions (d) as % of sales 16.1% 7.3% 6.1% 5.5% 15.6% as % of sales

Data per share Data per share Weighted average number of shares outstanding (in millions of units) 3 014 3 092 3 091 3 129 3 188 Weighted average number of shares outstanding (in millions of units) Basic earnings per share 3.36 2.31 2.76 2.90 4.54 Basic earnings per share Underlying earnings per share (a) 4.02 3.55 3.40 3.31 3.44 Underlying earnings per share (a) Dividend 2.45 (c) 2.35 2.30 2.25 2.20 Dividend Pay-out ratio based on basic earnings per share 72.9% (c) 101.7% 83.3% 77.6% 48.5% Pay-out ratio based on basic earnings per share Stock prices (high) 86.50 86.40 80.05 77.00 73.30 Stock prices (high) Stock prices (low) 72.92 71.45 67.00 64.55 63.85 Stock prices (low) Yield (b) 2.8/3.4 (c) 2.7/3.3 2.9/3.4 2.9/3.5 3.0/3.4 Yield (b)

Market capitalization 237 363 256 223 226 310 229 947 231 136 Market capitalization

Number of employees (in thousands) 308 323 328 335 339 Number of employees (in thousands)

* 2017 restated figures include modifications as described in Note 1 Accounting policies and related impacts in Note 22.

(a) Certain financial performance measures, that are not defined by IFRS, are used by management to assess the financial and operational performance of the Group. The "Alternative Performance Measures" document published under https://www.nestle.com/investors/publications provides the definition of these non-IFRS financial performance measures. (b) Calculated on the basis of the dividend for the year concerned, which is paid in the following year, and on high/low stock prices. (c) As proposed by the Board of Directors of Nestlé S.A. (d) Including right-of-use assets - leased since 2017.

166 Consolidated Financial Statements of the Nestlé Group 2018 Financial information – 5 year review Financial information – 5 year review

In millions of CHF (except for data per share and employees) 2018 2017 * 2016 2015 2014 Results Results Sales 91 439 89 590 89 469 88 785 91 612 Sales Underlying Trading operating profit(a) 15 521 14 771 14 307 14 032 14 816 Underlying Trading operating profit(a) as % of sales 17.0% 16.5% 16.0% 15.8% 16.2% as % of sales Trading operating profit(a) 13 789 13 277 13 693 13 382 14 019 Trading operating profit(a) as % of sales 15.1% 14.8% 15.3% 15.1% 15.3% as % of sales Taxes 3 4 3 9 2 7 7 3 4 4 1 3 3 3 0 5 3 3 6 7 Taxes Profit for the year attributable to shareholders of the parent(Net profit) 10 135 7 1 5 6 8 5 3 1 9 0 6 6 14 456 Profit for the year attributable to shareholders of the parent(Net profit) as % of sales 11.1% 8.0% 9.5% 10.2% 15.8% as % of sales Total amount of dividend 7 3 1 1 (c) 7 1 2 4 7 1 2 6 6 9 3 7 6 9 5 0 Total amount of dividend Depreciation of property, plant and equipment (d) 3 6 0 4 3 5 6 0 2 7 9 5 2 8 6 1 2 7 8 2 Depreciation of property, plant and equipment (d)

Balance sheet and Cash flow statement Balance sheet and Cash flow statement Current assets 41 003 31 884 32 042 29 434 33 961 Current assets Non-current assets 96 012 101 326 99 859 94 558 99 489 Non-current assets Total assets 137 015 133 210 131 901 123 992 133 450 Total assets Current liabilities 43 030 38 189 37 517 33 321 32 895 Current liabilities Non-current liabilities 35 582 32 792 28 403 26 685 28 671 Non-current liabilities Equity attributable to shareholders of the parent 57 363 60 956 64 590 62 338 70 130 Equity attributable to shareholders of the parent Non-controlling interests 1 0 4 0 1 2 7 3 1 3 9 1 1 6 4 8 1 7 5 4 Non-controlling interests Net financial debt(a) 30 330 21 369 13 913 15 425 12 325 Net financial debt(a) Ratio of net financial debt to equity (gearing) 52.9% 35.1% 21.5% 24.7% 17.6% Ratio of net financial debt to equity (gearing) Operating cash flow 15 398 14 199 15 582 14 302 14 700 Operating cash flow as % of net financial debt 50.8% 66.4% 112.0% 92.7% 119.3% as % of net financial debt Free cash flow(a) 10 765 9 3 5 8 10 108 9 9 4 5 14 137 Free cash flow(a) Capital additions (d) 14 711 6 5 6 9 5 4 6 2 4 8 8 3 14 263 Capital additions (d) as % of sales 16.1% 7.3% 6.1% 5.5% 15.6% as % of sales

Data per share Data per share Weighted average number of shares outstanding (in millions of units) 3 014 3 092 3 091 3 129 3 188 Weighted average number of shares outstanding (in millions of units) Basic earnings per share 3.36 2.31 2.76 2.90 4.54 Basic earnings per share Underlying earnings per share (a) 4.02 3.55 3.40 3.31 3.44 Underlying earnings per share (a) Dividend 2.45 (c) 2.35 2.30 2.25 2.20 Dividend Pay-out ratio based on basic earnings per share 72.9% (c) 101.7% 83.3% 77.6% 48.5% Pay-out ratio based on basic earnings per share Stock prices (high) 86.50 86.40 80.05 77.00 73.30 Stock prices (high) Stock prices (low) 72.92 71.45 67.00 64.55 63.85 Stock prices (low) Yield (b) 2.8/3.4 (c) 2.7/3.3 2.9/3.4 2.9/3.5 3.0/3.4 Yield (b)

Market capitalization 237 363 256 223 226 310 229 947 231 136 Market capitalization

Number of employees (in thousands) 308 323 328 335 339 Number of employees (in thousands)

* 2017 restated figures include modifications as described in Note 1 Accounting policies and related impacts in Note 22.

(a) Certain financial performance measures, that are not defined by IFRS, are used by management to assess the financial and operational performance of the Group. The "Alternative Performance Measures" document published under https://www.nestle.com/investors/publications provides the definition of these non-IFRS financial performance measures. (b) Calculated on the basis of the dividend for the year concerned, which is paid in the following year, and on high/low stock prices. (c) As proposed by the Board of Directors of Nestlé S.A. (d) Including right-of-use assets - leased since 2017.

Consolidated Financial Statements of the Nestlé Group 2018 167 Companies of the Nestlé Group, joint arrangements and associates

In the context of the SIX Swiss Exchange Directive on Information relating to Corporate Governance, the disclosure criteria of the principal affi liated companies are as follows: – operating companies are disclosed if their sales exceed CHF 10 million or equivalent; – fi nancial companies are disclosed if either their equity exceeds CHF 10 million or equivalent and/or the total balance sheet is higher than CHF 50 million or equivalent; – joint ventures and associates are disclosed if the share held by the Group in their profi t exceeds CHF 10 million or equivalent and/or the Group’s investment in them exceeds CHF 50 million or equivalent Entities directly held by Nestlé S.A. that are below the disclosure criteria are listed with a °.

All companies listed below are fully consolidated except for: 1) Joint ventures accounted for using the equity method; 2) Joint operations accounted for in proportion to the Nestlé contractual specifi ed share (usually 50%); 3) Associates accounted for using the equity method.

Countries within the continents are listed according to the alphabetical order of the country names. Percentage of capital shareholding corresponds to voting powers unless stated otherwise. Δ Companies listed on the stock exchange ◊ Sub-holding, fi nancial and property companies

% capital % ultimate shareholdings capital Companies City by Nestlé S.A. shareholdings Currency Capital

Europe Austria Galderma Austria GmbH Linz 100% EUR 35 000 Nespresso Österreich GmbH & Co. OHG Wien 100% EUR 35 000 Nestlé Österreich GmbH Wien 34.4% 100% EUR 7 270 000

Azerbaijan Nestlé Azerbaijan LLC Baku 100% 100% USD 200 000

Belarus LLC Nestlé Bel ° Minsk 100% 100% BYN 410 000

Belgium Centre de Coordination Nestlé S.A. ◊ Bruxelles 91.5% 100% EUR 2 310 084 443 Nespresso Belgique S.A. Bruxelles 100% 100% EUR 550 000 Nestlé Belgilux S.A. Bruxelles 56.9% 100% EUR 64 924 438 Nestlé Catering Services N.V. Bruxelles 100% EUR 14 035 500 Nestlé Waters Benelux S.A. Etalle 100% EUR 5 601 257

Bosnia and Herzegovina Nestlé Adriatic BH d.o.o. Sarajevo 100% 100% BAM 2 151

168 Consolidated Financial Statements of the Nestlé Group 2018 Companies of the Nestlé Group, joint arrangements and associates

% capital % ultimate shareholdings capital Companies City by Nestlé S.A. shareholdings Currency Capital

Bulgaria Nestlé Bulgaria A.D. Sofi a 100% 100% BGN 10 234 933

Croatia Nestlé Adriatic d.o.o. Zagreb 100% 100% HRK 14 685 500

Czech Republic Mucos Pharma CZ, s.r.o. Pruhonice 100% CZK 160 000 Nestlé Cesko s.r.o. Praha 100% 100% CZK 300 000 000 Tivall CZ, s.r.o. Krupka 100% CZK 400 000 000

Denmark Nestlé Danmark A/S Copenhagen 100% 100% DKK 44 000 000 Nestlé Professional Food A/S Faxe 100% DKK 12 000 000 Glycom A/S 3) Copenhagen 36.3% 36.3% DKK 1 508 925

Finland Puljonki Oy Juuka 100% EUR 85 000 Suomen Nestlé Oy Espoo 100% 100% EUR 6 000 000

France Centres de Recherche et Développement Nestlé S.A.S. Noisiel 100% EUR 3 138 230 Galderma International S.A.S. Courbevoie 100% EUR 940 020 Galderma Research and Development SNC Biot 100% EUR 30 322 851 Herta S.A.S. Noisiel 100% EUR 12 908 610 Laboratoires Galderma S.A.S. Alby-sur-Chéran 100% EUR 14 015 454 Nespresso France S.A.S. Paris 100% EUR 1 360 000 Nestlé Entreprises S.A.S. ◊ Noisiel 100% EUR 739 559 392 Nestlé France S.A.S. Noisiel 100% EUR 130 925 520 Nestlé France M.G. S.A.S. Noisiel 100% EUR 50 000 Nestlé Health Science France S.A.S. Noisiel 100% EUR 57 943 072 Nestlé Purina PetCare France S.A.S. Noisiel 100% EUR 21 091 872 Nestlé Waters S.A.S. ◊ Issy-les-Moulineaux 100% EUR 254 825 042 Nestlé Waters France S.A.S. ◊ Issy-les-Moulineaux 100% EUR 44 856 149 Nestlé Waters Management & Technology S.A.S. Issy-les-Moulineaux 100% EUR 38 113 Nestlé Waters Marketing & Distribution S.A.S. Issy-les-Moulineaux 100% EUR 26 740 940 Nestlé Waters Services S.A.S. Issy-les-Moulineaux 100% EUR 1 356 796 Nestlé Waters Supply Est S.A.S. Issy-les-Moulineaux 100% EUR 17 539 660 Nestlé Waters Supply Sud S.A.S. Issy-les-Moulineaux 100% EUR 7 309 106 Société des Produits Alimentaires de Caudry S.A.S. Noisiel 100% EUR 8 670 319 Société Immobilière de Noisiel S.A. ◊ Noisiel 100% EUR 22 753 550 Société Industrielle de Transformation de Produits Agricoles S.A.S. Noisiel 100% EUR 9 718 000 Wamiz S.A.S. ° Paris 67% 67% EUR 31 182

Consolidated Financial Statements of the Nestlé Group 2018 169 Companies of the Nestlé Group, joint arrangements and associates

% capital % ultimate shareholdings capital Companies City by Nestlé S.A. shareholdings Currency Capital

France (continued) Cereal Partners France SNC 1) Noisiel 50% EUR 3 000 000 L’Oréal S.A. (a) Δ3) Paris 23.2% 23.2% EUR 112 079 330 Listed on the Paris stock exchange, market capitalization EUR 112.7 billion, quotation code (ISIN) FR0000120321 Lactalis Nestlé Produits Frais S.A.S. 3) Laval 40% 40% EUR 69 208 832

Georgia Nestlé Georgia LLC ° Tbilisi 100% 100% CHF 700 000

Germany Bübchen-Werk Ewald Hermes Pharmazeutische Fabrik GmbH Soest 100% EUR 25 565 Galderma Laboratorium GmbH Düsseldorf 100% EUR 800 000 Mucos Pharma GmbH & Co. KG Berlin 100% EUR 127 823 Nestlé Deutschland AG Frankfurt am Main 100% EUR 214 266 628 Nestlé Product Technology Centre Lebensmittelforschung GmbH Freiburg i. Br. 100% EUR 52 000 Nestlé Unternehmungen Deutschland GmbH ◊ Frankfurt am Main 100% EUR 60 000 000 Nestlé Waters Deutschland GmbH Frankfurt am Main 100% EUR 10 566 000 Terra Canis GmbH München 80% EUR 60 336 C.P.D. Cereal Partners Deutschland GmbH & Co. OHG 1) Frankfurt am Main 50% EUR 511 292 Trinks GmbH 3) Braunschweig 25% EUR 2 360 000 Trinks Süd GmbH 3) München 25% EUR 260 000

Greece Nespresso Hellas S.A. Maroussi 100% 100% EUR 500 000 Nestlé Hellas S.A. Maroussi 100% 100% EUR 5 269 765 C.P.W. Hellas Breakfast Cereals S.A. 1) Maroussi 50% EUR 201 070

Hungary Nestlé Hungária Kft. Budapest 100% 100% HUF 6 000 000 000 Cereal Partners Hungária Kft. 1) Budapest 50% HUF 22 000 000

Italy Galderma Italia S.p.A. Milano 100% EUR 612 000 Nespresso Italiana S.p.A. Assago 100% EUR 250 000 Nestlé ltaliana S.p.A. Assago 100% 100% EUR 25 582 492 Sanpellegrino S.p.A. San Pellegrino Terme 100% EUR 58 742 145

Kazakhstan Nestlé Food Kazakhstan LLP Almaty 100% 100% KZT 91 900

(a) Voting powers amount to 23.2%

170 Consolidated Financial Statements of the Nestlé Group 2018 Companies of the Nestlé Group, joint arrangements and associates

% capital % ultimate shareholdings capital Companies City by Nestlé S.A. shareholdings Currency Capital

Lithuania UAB „Nestlé Baltics” Vilnius 100% 100% EUR 31 856

Luxembourg Compagnie Financière du Haut-Rhin S.A. ◊ Luxembourg 100% EUR 105 200 000 Nespresso Luxembourg Sàrl Luxembourg 100% 100% EUR 12 525 Nestlé Finance International Ltd ◊ Luxembourg 100% 100% EUR 440 000 Nestlé Treasury International S.A. ◊ Luxembourg 100% 100% EUR 1 000 000 NTC-Europe S.A. ◊ Luxembourg 100% 100% EUR 3 565 000

Macedonia Nestlé Adriatik Makedonija d.o.o.e.l. Skopje-Karpos 100% 100% MKD 31 065 780

Malta Nestlé Malta Ltd Lija 99.9% 100% EUR 116 470

Moldova LLC Nestlé ° Chisinau 100% 100% USD 1 000

Netherlands Atrium Cooperatief U.A. ° Almere 100% 100% EUR — East Springs International N.V. ◊ Amsterdam 100% EUR 25 370 000 Galderma BeNeLux B.V. Rotterdam 100% 100% EUR 18 002 MCO Health B.V. Almere 100% EUR 418 000 Nespresso Nederland B.V. Amsterdam 100% EUR 680 670 Nestlé Nederland B.V. Amsterdam 100% 100% EUR 11 346 000

Norway A/S Nestlé Norge Bærum 100% NOK 81 250 000

Poland Galderma Polska Z o.o. Warszawa 100% PLN 93 000 Nestlé Polska S.A. Warszawa 100% 100% PLN 48 378 300 Cereal Partners Poland Torun-Pacifi c Sp. Z o.o. 1) Torun 50% 50% PLN 14 572 838

Portugal Nestlé Business Services Lisbon, S.A. ° Oeiras 100% 100% EUR 50 000 Nestlé Portugal, Unipessoal, Lda. Oeiras 100% EUR 30 000 000 Cereal Associados Portugal A.E.I.E. 1) Oeiras 50% EUR 99 760

Republic of Ireland Nestlé (lreland) Ltd Dublin 100% EUR 1 270 Wyeth Nutritionals Ireland Ltd Askeaton 100% USD 10 000 000 WyNutri Ltd Dublin 100% USD 1

Consolidated Financial Statements of the Nestlé Group 2018 171 Companies of the Nestlé Group, joint arrangements and associates

% capital % ultimate shareholdings capital Companies City by Nestlé S.A. shareholdings Currency Capital

Republic of Serbia Nestlé Adriatic S d.o.o., Beograd-Surcin Beograd-Surcin 100% 100% RSD 12 222 327 814

Romania Nestlé Romania S.R.L. Bucharest 100% 100% RON 132 906 800

Russia LLC Atrium Innovations Rus Moscow 100% RUB 6 000 000 Nestlé Kuban LLC Timashevsk 67.4% 100% RUB 21 041 793 Nestlé Rossiya LLC Moscow 84.1% 100% RUB 880 154 115 ooo Galderma LLC Moscow 100% RUB 25 000 000 Cereal Partners Rus, LLC 1) Moscow 35% 50% RUB 39 730 860

Slovak Republic Nestlé Slovensko s.r.o. Prievidza 100% 100% EUR 13 277 568

Slovenia Nestlé Adriatic Trgovina d.o.o. ° Ljubljana 100% 100% EUR 8 763

Spain Laboratorios Galderma, S.A. Madrid 100% EUR 432 480 Nestlé España S.A. Esplugues de Llobregat (Barcelona) 100% 100% EUR 100 000 000 Nestlé Global Services Spain, S.L. ° Esplugues de Llobregat (Barcelona) 100% 100% EUR 3 000 Nestlé Purina PetCare España S.A. Castellbisbal (Barcelona) 100% EUR 12 000 000 Productos del Café S.A. Reus (Tarragona) 100% EUR 6 600 000 Cereal Partners España A.E.I.E. 1) Esplugues de Llobregat (Barcelona) 50% EUR 120 202

Sweden Galderma Nordic AB Uppsala 100% SEK 100 000 Nestlé Sverige AB Helsingborg 100% SEK 20 000 000 Q-Med AB Uppsala 100% SEK 24 845 500

Switzerland DPA (Holding) S.A. ◊° Vevey 100% 100% CHF 100 000 Entreprises Maggi S.A. ◊ Cham 100% 100% CHF 100 000 Galderma S.A. Cham 100% CHF 178 100 Galderma Pharma S.A. ◊ Lausanne 100% CHF 48 900 000 Intercona Re AG ◊ Châtel-St-Denis 100% CHF 35 000 000 Nespresso IS Services S.A. ° Lausanne 100% 100% CHF 100 000 Nestec S.A. Vevey 100% 100% CHF 5 000 000

172 Consolidated Financial Statements of the Nestlé Group 2018 Companies of the Nestlé Group, joint arrangements and associates

% capital % ultimate shareholdings capital Companies City by Nestlé S.A. shareholdings Currency Capital

Switzerland (continued) Nestlé Capital Advisers S.A. ° Vevey 100% 100% CHF 400 000 Nestlé Finance S.A. ◊ Cham 100% CHF 30 000 000 Nestlé Health Science S.A. ° Epalinges 100% 100% CHF 100 000 Nestlé International Travel Retail S.A. Vevey 100% 100% CHF 3 514 000 Nestlé Nespresso S.A. Lausanne 100% 100% CHF 2 000 000 Nestlé Operational Services Worldwide S.A. Bussigny-près-Lausanne 100% 100% CHF 100 000 Nestlé Skin Health S.A. ° Lausanne 100% 100% CHF 100 000 Nestlé Ventures S.A. ° Vevey 100% 100% CHF 250 000 Nestlé Waters (Suisse) S.A. Henniez 100% CHF 5 000 000 Nestrade S.A. La Tour-de-Peilz 100% 100% CHF 6 500 000 Nutrition-Wellness Venture AG ◊ Vevey 100% 100% CHF 100 000 Provestor AG ◊° Cham 100% 100% CHF 2 000 000 Société des Produits Nestlé S.A. Vevey 100% 100% CHF 34 750 000 Sofi nol S.A. Manno 100% CHF 3 000 000 Somafa S.A. ◊° Cham 100% 100% CHF 400 000 Spirig Pharma AG Egerkingen 100% CHF 600 000 Terrafertil Gold Switzerland Sàrl ◊° Zug 60% 60% CHF 40 000 The Proactiv Company Sàrl Lausanne 75% CHF 20 000 Vetropa S.A. ◊° Fribourg 100% 100% CHF 2 500 000 CPW Operations Sàrl 1) Prilly 50% 50% CHF 20 000 CPW S.A. °1) Prilly 50% 50% CHF 10 000 000 Microbiome Diagnostics Partners S.A. °1) Epalinges 50% 50% CHF 100 000 Eckes-Granini (Suisse) S.A. 2) Henniez 49% CHF 2 000 000

Turkey Erikli Su ve Mesrubat Sanayi ve Ticaret A.S. Bursa 100% TRY 20 700 000 Nestlé Türkiye Gida Sanayi A.S. Istanbul 99.9% 99.9% TRY 35 000 000 Cereal Partners Gida Ticaret Limited Sirketi 1) Istanbul 50% TRY 28 080 000

Ukraine LLC Nestlé Ukraine Kyiv 100% 100% USD 150 000 JSC Lviv Confectionery Factory „Svitoch” Lviv 100% 100% UAH 88 111 060 PRJSC Volynholding Torchyn 90.5% 100% UAH 100 000

United Kingdom Galderma (UK) Ltd Watford 100% 100% GBP 1 500 000 Nespresso UK Ltd Gatwick 100% GBP 275 000 Nestec York Ltd Gatwick 100% GBP 500 000 Nestlé Holdings (UK) PLC ◊ Gatwick 100% GBP 77 940 000 Nestlé Purina PetCare (UK) Ltd Gatwick 100% GBP 44 000 000 Nestlé UK Ltd Gatwick 100% GBP 129 972 342 Nestlé Waters UK Ltd Gatwick 100% GBP 640 Osem UK Ltd London 100% GBP 2 000

Consolidated Financial Statements of the Nestlé Group 2018 173 Companies of the Nestlé Group, joint arrangements and associates

% capital % ultimate shareholdings capital Companies City by Nestlé S.A. shareholdings Currency Capital

United Kingdom (continued) Princes Gate Water Ltd Pembrokeshire 90% GBP 199 630 Proactiv Skin Health Ltd London 75% GBP 101 Tailsco Ltd ° London 82.9% 82.9% GBP 16 Vitafl o (International) Ltd Liverpool 100% GBP 625 379 Cereal Partners UK 1) Herts 50% GBP — Froneri Ltd (b) 1) Northallerton 22% 44.5% EUR 14 304 Phagenesis Ltd °3) Manchester 29.2% 29.2% GBP 16 146

(b) Excluding non voting preference shares. Voting powers amount to 50%

174 Consolidated Financial Statements of the Nestlé Group 2018 Companies of the Nestlé Group, joint arrangements and associates

% capital % ultimate shareholdings capital Companies City by Nestlé S.A. shareholdings Currency Capital

Africa Algeria Nestlé Algérie SpA Alger <0.1% 49% DZD 650 000 000 Nestlé Industrie Algérie SpA ° Alger 49% 49% DZD 1 100 000 000 Nestlé Waters Algérie SpA Blida 49% DZD 377 606 250

Angola Nestlé Angola Lda Luanda 100% 100% AOA 1 791 870 000

Burkina Faso Nestlé Burkina Faso S.A. Ouagadougou 100% XOF 50 000 000

Cameroon Nestlé Cameroun S.A. Douala 100% 100% XAF 4 323 960 000

Côte d’Ivoire Nestlé Côte d’Ivoire S.A. Δ Abidjan 79.6% 86.5% XOF 5 517 600 000 Listed on the Abidjan stock exchange, market capitalization XOF 22.3 billion, quotation code (ISIN) CI0009240728

Egypt Caravan Marketing Company S.A.E. Giza 100% 100% EGP 33 000 000 Nestlé Egypt S.A.E. Giza 100% 100% EGP 80 722 000 Nestlé Waters Egypt S.A.E. Cairo 63.8% EGP 90 140 000

Ethiopia Nestlé Waters Ethiopia Share Company Addis Ababa 51% ETB 223 450 770

Gabon Nestlé Gabon, S.A. Libreville 90% 90% XAF 344 000 000

Ghana Nestlé Central and West Africa Ltd Accra 100% 100% GHS 95 796 000 Nestlé Ghana Ltd Accra 76% 76% GHS 20 100 000

Kenya Nestlé Equatorial African Region Ltd Nairobi 100% 100% KES 132 000 000 Nestlé Kenya Ltd Nairobi 100% 100% KES 226 100 400

Mauritius Nestlé’s Products (Mauritius) Ltd Port Louis 100% 100% MUR 2 475 687 502

Morocco Nestlé Maghreb S.A. ° Casablanca 100% 100% MAD 300 000 Nestlé Maroc S.A. El Jadida 94.5% 94.5% MAD 156 933 000

Consolidated Financial Statements of the Nestlé Group 2018 175 Companies of the Nestlé Group, joint arrangements and associates

% capital % ultimate shareholdings capital Companies City by Nestlé S.A. shareholdings Currency Capital

Mozambique Nestlé Moçambique Lda ° Maputo 100% 100% MZN 3 131 711 700

Nigeria Nestlé Nigeria Plc Δ Ilupeju 66.2% 66.2% NGN 396 328 126 Listed on the Nigerian Stock Exchange, market capitalization NGN 1177.0 billion, quotation code (ISIN) NGNESTLE0006

Senegal Nestlé Sénégal S.A. Dakar 100% 100% XOF 1 620 000 000

South Africa Galderma Laboratories South Africa (Pty) Ltd Bryanston 100% ZAR 375 000 Nestlé (South Africa) (Pty) Ltd Johannesburg 100% 100% ZAR 759 735 000 Clover Waters Proprietary Limited 3) Johannesburg 30% ZAR 56 021 890

Tunisia Nestlé Tunisie S.A. ° Tunis 99.5% 99.5% TND 8 438 280 Nestlé Tunisie Distribution S.A. Tunis <0.1% 99.5% TND 100 000

Zambia Nestlé Zambia Trading Ltd Lusaka 99.8% 100% ZMW 2 317 500

Zimbabwe Nestlé Zimbabwe (Private) Ltd Harare 100% 100% USD 2 100 000

176 Consolidated Financial Statements of the Nestlé Group 2018 Companies of the Nestlé Group, joint arrangements and associates

% capital % ultimate shareholdings capital Companies City by Nestlé S.A. shareholdings Currency Capital

Americas Argentina Eco de Los Andes S.A. Buenos Aires 50.9% ARS 92 524 285 Galderma Argentina S.A. Buenos Aires 100% ARS 9 900 000 Nestlé Argentina S.A. Buenos Aires 100% 100% ARS 233 316 000

Bolivia Industrias Alimentícias Fagal S.R.L. Santa Cruz 98.5% 100% BOB 175 556 000 Nestlé Bolivia S.A. Santa Cruz 99% 100% BOB 191 900

Brazil Chocolates Garoto S.A. Vila Velha 100% BRL 264 766 192 Dairy Partners Americas Manufacturing Brasil Ltda São Paulo 100% BRL 39 468 974 Galderma Brasil Ltda São Paulo 100% BRL 299 741 602 Nestlé Brasil Ltda São Paulo 100% 100% BRL 452 985 643 Nestlé Nordeste Alimentos e Bebidas Ltda Feira de Santana 100% BRL 259 547 969 Nestlé Sudeste Alimentos e Bebidas Ltda São Paulo 100% BRL 109 317 818 Nestlé Sul – Alimentos e Bebidas Ltda Carazinho 100% BRL 73 049 736 Nestlé Waters Brasil – Bebidas e Alimentos Ltda ° São Paulo 100% 100% BRL 87 248 341 Ralston Purina do Brasil Ltda ° Ribeirão Preto 100% 100% BRL 17 976 826 SOCOPAL – Sociedade Comercial de Corretagem de Seguros e de Participações Ltda ° São Paulo 100% 100% BRL 2 155 600 CPW Brasil Ltda 1) Caçapava 50% BRL 7 885 520 Dairy Partners Americas Brasil Ltda 3) São Paulo 49% 49% BRL 300 806 368 Dairy Partners Americas Nordeste – Produtos Alimentícios Ltda 3) Garanhuns 49% BRL 100 000

Canada Atrium Innovations Inc. Westmount (Québec) 99.6% 99.6% CAD 488 907 443 G. Production Canada Inc. Baie D’Urfé (Québec) 100% CAD 5 100 000 Galderma Canada Inc. Saint John (New Brunswick) 100% CAD 1 000 000 Nestlé Canada Inc. Toronto (Ontario) 65.7% 100% CAD 47 165 540 Nestlé Capital Canada Ltd ◊ Toronto (Ontario) 100% CAD 1 010

Cayman Islands Hsu Fu Chi International Limited ◊ Grand Cayman 60% 60% SGD 7 950 000

Chile Galderma Chile Laboratorios Ltda Santiago de Chile 100% CLP 12 330 000 Nespresso Chile S.A. Santiago de Chile 99.7% CLP 1 000 000 Nestlé Chile S.A. Santiago de Chile 99.7% 99.7% CLP 11 832 926 000 Cereales CPW Chile Ltda 1) Santiago de Chile 50% CLP 3 026 156 114 Aguas CCU – Nestlé Chile S.A. 3) Santiago de Chile 49.8% CLP 49 799 375 321

Consolidated Financial Statements of the Nestlé Group 2018 177 Companies of the Nestlé Group, joint arrangements and associates

% capital % ultimate shareholdings capital Companies City by Nestlé S.A. shareholdings Currency Capital

Colombia Comestibles La Rosa S.A. Bogotá 52.4% 100% COP 126 397 400 Dairy Partners Americas Manufacturing Colombia Ltda Bogotá 99.8% 100% COP 200 000 000 Galderma de Colombia S.A. Bogotá 100% COP 2 250 000 000 Nestlé de Colombia S.A. Bogotá 100% 100% COP 1 291 305 400 Nestlé Purina PetCare de Colombia S.A. Bogotá <0.1% 100% COP 17 030 000 000

Costa Rica Compañía Nestlé Costa Rica S.A. Heredia 100% 100% CRC 18 000 000

Cuba Coralac S.A. La Habana 60% USD 6 350 000 Los Portales S.A. La Habana 50% USD 24 110 000 Nescor, S.A. ° Artemisa 50.9% 50.9% USD 32 200 000

Dominican Republic Nestlé Dominicana S.A. Santo Domingo 98.7% 99.9% DOP 1 657 445 000 Silsa Dominicana S.A. Santo Domingo 99.9% USD 50 000

Ecuador Ecuajugos S.A. Quito 100% 100% USD 521 583 Industrial Surindu S.A. Quito <0.1% 100% USD 3 000 000 Nestlé Ecuador S.A. Quito 100% 100% USD 1 776 760 Terrafertil S.A. Tabacundo 60% USD 525 800

El Salvador Nestlé El Salvador, S.A. de C.V. San Salvador 100% 100% USD 4 457 200

Guatemala Compañía de Servicios de Distribucion, S.A. ° Guatemala City 100% 100% GTQ 50 000 Genoveva, S.A. ° Guatemala City 100% 100% GTQ 4 598 400 Industrias Consolidadas de Occidente, S.A. ° Chimaltenango 100% 100% GTQ 300 000 Malher Export S.A. ° Guatemala City 100% 100% GTQ 5 000 Malher, S.A. Guatemala City 100% 100% GTQ 100 000 000 Nestlé Guatemala S.A. Guatemala City 35% 100% GTQ 23 460 600 SERESA, Contratación de Servicios Empresariales, S.A. Guatemala City 100% 100% GTQ 25 000 TESOCORP, S.A. ° Guatemala City 100% 100% GTQ 5 000

Honduras Malher de Honduras, S.A. de C.V. ° Tegucigalpa 83.2% 100% HNL 25 000 Nestlé Hondureña S.A. Tegucigalpa 95% 100% PAB 200 000

178 Consolidated Financial Statements of the Nestlé Group 2018 Companies of the Nestlé Group, joint arrangements and associates

% capital % ultimate shareholdings capital Companies City by Nestlé S.A. shareholdings Currency Capital

Jamaica Nestlé Jamaica Ltd Kingston 100% 100% JMD 49 200 000

Mexico Galderma México, S.A. de C.V. México, D.F. 100% MXN 2 385 000 Malhemex, S.A. de C.V. ° México, D.F. 100% 100% MXN 50 000 Manantiales La Asunción, S.A.P.I. de C.V.(c) México, D.F. 40% MXN 1 035 827 492 Marcas Nestlé, S.A. de C.V. México, D.F. <0.1% 100% MXN 500 050 000 Nescalín, S.A. de C.V. ◊ México, D.F. 100% 100% MXN 445 826 740 Nespresso México, S.A. de C.V. México, D.F. <0.1% 100% MXN 10 050 000 Nestlé Holding México, S.A. de C.V. ◊° México, D.F. 100% 100% MXN 50 000 Nestlé México, S.A. de C.V. México, D.F. <0.1% 100% MXN 607 532 730 Nestlé Servicios Corporativos, S.A. de C.V. México, D.F. <0.1% 100% MXN 170 100 000 Nestlé Servicios Industriales, S.A. de C.V. México, D.F. 100% MXN 1 050 000 Productos Gerber, S.A. de C.V. Queretaro 100% MXN 5 252 440 Ralston Purina México, S.A. de C.V. México, D.F. <0.1% 100% MXN 9 257 112 Terrafertil México S.A.P.I. de C.V. Tultitlán 60% MXN 11 485 560 Waters Partners Services México, S.A.P.I. de C.V.(c) México, D.F. 40% MXN 620 000 CPW México, S. de R.L. de C.V. 1) México, D.F. 50% MXN 708 138 000

Nicaragua Compañía Centroamericana de Productos Lácteos, S.A. Managua 66.1% 92.6% NIO 10 294 900 Nestlé Nicaragua, S.A. Managua 95% 100% USD 150 000

Panama Nestlé Centroamérica, S.A. Panamá City 100% 100% USD 1 000 000 Nestlé Panamá, S.A. Panamá City 100% 100% PAB 17 500 000 Unilac, Inc. ◊ Panamá City 100% 100% USD 750 000

Paraguay Nestlé Business Services Latam S.A. ° Asunción 99.9% 100% PYG 100 000 000 Nestlé Paraguay S.A. Asunción 100% 100% PYG 100 000 000

Peru Nestlé Marcas Perú, S.A.C. Lima 50% 100% PEN 5 536 832 Nestlé Perú, S.A. Lima 99.5% 99.5% PEN 88 964 263

Puerto Rico Nestlé Puerto Rico, Inc. San Juan 100% 100% USD 500 000 Payco Foods Corporation Bayamon 100% USD 890 000

(c) Voting powers amount to 51%

Consolidated Financial Statements of the Nestlé Group 2018 179 Companies of the Nestlé Group, joint arrangements and associates

% capital % ultimate shareholdings capital Companies City by Nestlé S.A. shareholdings Currency Capital

Trinidad and Tobago Nestlé Caribbean, Inc. Valsayn 95% 100% USD 100 000 Nestlé Trinidad and Tobago Ltd Valsayn 100% 100% TTD 35 540 000

United States BBC New Holdings, LLC ◊ Wilmington (Delaware) 68.1% USD 0 Blue Bottle Coffee, Inc. Wilmington (Delaware) 68.1% USD 0 Chameleon Cold Brew, LLC Wilmington (Delaware) 100% USD 0 Checkerboard Holding Company, Inc. ◊ Wilmington (Delaware) 100% USD 1 001 Dreyer’s Grand Ice Cream Holdings, Inc. ◊ Wilmington (Delaware) 100% USD 10 Foundry Foods, Inc. Wilmington (Delaware) 100% USD 1 Galderma Research and Development, LLC Wilmington (Delaware) 100% USD 2 050 000 Garden of Life LLC Wilmington (Delaware) 100% USD — Gerber Products Company Fremont (Michigan) 100% USD 1 000 HVL LLC Wilmington (Delaware) 100% USD — Lieberman Productions LLC Sacramento (California) 75% USD — Lifelong Nutrition Inc. Wilmington (Delaware) 50% USD 1 200 Malher, Inc. Stafford (Texas) 100% USD 1 000 Merrick Pet Care, Inc. Dallas (Texas) 100% USD 1 000 000 Merrick Pet Care Holdings Corporation ◊ Wilmington (Delaware) 100% USD 100 Nespresso USA, Inc. Wilmington (Delaware) 100% USD 1 000 Nestlé Capital Corporation ◊ Wilmington (Delaware) 100% USD 1 000 000 Nestlé Dreyer’s Ice Cream Company Wilmington (Delaware) 100% USD 1 Nestlé Health Science US Holdings, Inc. ◊ Wilmington (Delaware) 100% USD 1 Nestlé HealthCare Nutrition, Inc. Wilmington (Delaware) 100% USD 50 000 Nestlé Holdings, Inc. ◊ Wilmington (Delaware) 100% USD 100 000 Nestlé Insurance Holdings, Inc. ◊ Wilmington (Delaware) 100% USD 10 Nestlé Nutrition R&D Centers, Inc. Wilmington (Delaware) 100% USD 10 000 Nestlé Prepared Foods Company Philadelphia (Pennsylvania) 100% USD 476 760 Nestlé Purina PetCare Company St. Louis (Missouri) 100% USD 1 000 Nestlé Purina PetCare Global Resources, Inc. Wilmington (Delaware) 100% USD 1 000 Nestlé R&D Center, Inc. Wilmington (Delaware) 100% USD 10 000 Nestlé Regional GLOBE Offi ce North America, Inc. Wilmington (Delaware) 100% USD 1 000 Nestlé Transportation Company Wilmington (Delaware) 100% USD 100 Nestlé US Holdco, Inc. ◊ Wilmington (Delaware) 100% USD 1 Nestlé USA, Inc. Wilmington (Delaware) 100% USD 1 000 Nestlé Waters North America Holdings, Inc. ◊ Wilmington (Delaware) 100% USD 10 000 000 Nestlé Waters North America, Inc. Wilmington (Delaware) 100% USD 10 700 000 NiMCo US, Inc. ◊ Wilmington (Delaware) 100% USD 10 NSH Services Inc. Fort Worth (Texas) 100% USD 981 Prometheus Laboratories Inc. San Diego (California) 100% USD 100 Pure Encapsulations, LLC Wilmington (Delaware) 100% USD —

180 Consolidated Financial Statements of the Nestlé Group 2018 Companies of the Nestlé Group, joint arrangements and associates

% capital % ultimate shareholdings capital Companies City by Nestlé S.A. shareholdings Currency Capital

United States (continued) Red Maple Insurance Company ◊ Williston (Vermont) 100% USD 1 200 000 Seroyal USA, LLC Wilmington (Delaware) 100% USD — Sweet Earth Inc. Wilmington (Delaware) 100% USD 0 The Häagen-Dazs Shoppe Company, Inc. West Trenton (New Jersey) 100% USD 0 The Proactiv Company LLC Wilmington (Delaware) 75% USD — The Stouffer Corporation ◊ Cleveland (Ohio) 100% USD 0 TSC Holdings, Inc. ◊ Wilmington (Delaware) 100% USD 100 000 Vitality Foodservice, Inc. Dover (Delaware) 100% USD 1 240 Waggin’ Train LLC Wilmington (Delaware) 100% USD — Zuke’s LLC Wilmington (Delaware) 100% USD 0 Aimmune Therapeutics, Inc. 3) Wilmington (Delaware) 18.9% USD 6 189 Axcella Health Inc. 3) Wilmington (Delaware) 8.6% USD 43 396 Cerecin Inc. 3) Wilmington (Delaware) 32.1% USD 68 251 Seres Therapeutics, Inc. 3) Cambridge (Massachusetts) 16.9% USD 40 856

Uruguay Nestlé del Uruguay S.A. Montevideo 100% 100% UYU 9 495 189

Venezuela Nestlé Cadipro, S.A. Caracas 100% VES 506 Nestlé Venezuela, S.A. Caracas 100% 100% VES 5

Consolidated Financial Statements of the Nestlé Group 2018 181 Companies of the Nestlé Group, joint arrangements and associates

% capital % ultimate shareholdings capital Companies City by Nestlé S.A. shareholdings Currency Capital

Asia Afghanistan Nestlé Afghanistan Ltd Kabul 100% 100% USD 1 000 000

Bahrain Nestlé Bahrain Trading WLL Manama 49% 49% BHD 200 000 Al Manhal Water Factory (Bahrain) WLL Manama 63% BHD 300 000

Bangladesh Nestlé Bangladesh Limited Dhaka 100% 100% BDT 100 000 000

Greater China Region Anhui Yinlu Foods Co., Limited Chuzhou 100% 100% CNY 303 990 000 Atrium Innovations (HK) Limited ° Hong Kong 100% 100% HKD 1 Chengdu Yinlu Foods Co., Limited Chengdu 100% 100% CNY 215 800 000 Dongguan Hsu Chi Food Co., Limited Dongguan 60% HKD 700 000 000 Galderma Hong Kong Limited Hong Kong 100% HKD 10 000 Galderma Trading (Shanghai) Co., Limited Shanghai 100% EUR 400 000 Guangzhou Refrigerated Foods Limited Guangzhou 95.5% 95.5% CNY 390 000 000 Henan Hsu Fu Chi Foods Co., Limited Zhumadian 60% CNY 224 000 000 Hsu Fu Chi International Holdings Limited ◊ Hong Kong 60% USD 100 000 Hubei Yinlu Foods Co., Limited Hanchuan 100% 100% CNY 353 000 000 Nestlé (China) Limited Beijing 100% 100% CNY 250 000 000 Nestlé Dongguan Limited Dongguan 100% 100% CNY 536 000 000 Nestlé Health Science (China) Limited Taizhou City 100% USD 32 640 000 Nestlé Hong Kong Limited Hong Kong 100% 100% HKD 250 000 000 Nestlé Nespresso Beijing Limited Beijing 100% 100% CNY 7 000 000 Nestlé Purina PetCare Tianjin Limited Tianjin 100% 100% CNY 40 000 000 Nestlé Qingdao Limited Laixi 100% 100% CNY 930 000 000 Nestlé R&D (China) Limited Beijing 100% CNY 40 000 000 Nestlé Shanghai Limited Shanghai 95% 95% CNY 200 000 000 Nestlé Shuangcheng Limited Shuangcheng 97% 97% CNY 435 000 000 Nestlé Sources Shanghai Limited Shanghai 100% 100% CNY 1 149 700 000 Nestlé Sources Tianjin Limited Tianjin 95% 95% CNY 204 000 000 Nestlé Taiwan Limited Taipei 100% 100% TWD 100 000 000 Nestlé Tianjin Limited Tianjin 100% 100% CNY 785 000 000 Q-Med International Trading (Shanghai) Limited Shanghai 100% USD 600 000 Shandong Yinlu Foods Co., Limited Jinan 100% 100% CNY 146 880 000 Shanghai Nestlé Product Services Limited Shanghai 100% CNY 83 000 000 Shanghai Totole First Food Limited Shanghai 100% 100% CNY 72 000 000 Shanghai Totole Food Limited Shanghai 100% 100% USD 7 800 000 Sichuan Haoji Food Co., Limited Puge 80% 80% CNY 80 000 000 Suzhou Hexing Food Co., Limited Suzhou 100% 100% CNY 40 000 000

182 Consolidated Financial Statements of the Nestlé Group 2018 Companies of the Nestlé Group, joint arrangements and associates

% capital % ultimate shareholdings capital Companies City by Nestlé S.A. shareholdings Currency Capital

Greater China Region (continued) Wyeth (Hong Kong) Holding Co., Limited ◊ Hong Kong 100% 100% HKD 3 554 107 000 Wyeth (Shanghai) Trading Co., Limited Shanghai 100% USD 1 000 000 Wyeth Nutritional (China) Co., Limited Suzhou 100% CNY 900 000 000 Xiamen Yinlu Foods Group Co., Limited Xiamen 100% 100% CNY 496 590 000 Yunnan Dashan Drinks Co., Limited Kunming 100% 100% CNY 35 000 000

India Nestlé India Ltd Δ New Delhi 34.3% 62.8% INR 964 157 160 Listed on the Bombay Stock Exchange, market capitalization INR 1069.0 billion, quotation code (ISIN) INE239A01016 Nestlé R&D Centre India Private Ltd ° New Delhi 100% 100% INR 2 101 380 000 Nestlé Skin Health India Private Ltd Mumbai 100% INR 24 156 000 Purina Petcare India Private Ltd ° New Delhi 97% 100% INR 20 000 000 SMA Nutrition India Private Limited ° New Delhi 97% 100% INR 22 000 000

Indonesia P.T. Nestlé Indonesia Jakarta 90.2% 90.2% IDR 152 753 440 000 P.T. Nestlé Trading Indonesia ° Jakarta 1% 90.3% IDR 60 000 000 000 P.T. Wyeth Nutrition Sduaenam Jakarta 90% IDR 2 000 000 000

Iran Nestlé Parsian (Private Joint Stock Company) Tehran 60% 60% IRR 1 000 000 000 Nestlé Iran (Private Joint Stock Company) Tehran 95.9% 95.9% IRR 358 538 000 000 Nestlé Waters Iranian Tehran 100% IRR 35 300 000 000

Israel Assamim Gift Parcels Ltd Shoam 73.8% ILS 103 Beit Hashita – Asis Limited Partnership Kibbutz Beit Hashita 100% ILS 11 771 000 Materna Industries Limited Partnership Kibbutz Maabarot 100% ILS 10 000 Migdanot Habait Ltd Shoam 100% ILS 4 014 Nespresso Israel Ltd Tel Aviv 100% 100% ILS 1 000 Noga Ice Cream Limited Partnership Shoam 100% ILS 1 000 OSEM Food Industries Ltd Shoam 100% ILS 176 OSEM Group Commerce Limited Partnership Shoam 100% ILS 100 OSEM Investments Ltd Shoam 100% 100% ILS 110 644 443 Tivall Food Industries Ltd Kiryat Gat 100% ILS 41 861 167

Japan Blue Bottle Coffee Japan, G.K. Tokyo 68.1% JPY 10 000 000 Galderma K.K. Tokyo 100% JPY 10 000 000 Nestlé Japan Ltd Kobe 100% 100% JPY 10 000 000 000 Nestlé Nespresso K.K. Kobe 100% JPY 10 000 000 Nestlé Skin Health Y.K. Tokyo 75% JPY 3 000 000 The Proactiv Company K.K. Tokyo 75% JPY 10 000 000

Consolidated Financial Statements of the Nestlé Group 2018 183 Companies of the Nestlé Group, joint arrangements and associates

% capital % ultimate shareholdings capital Companies City by Nestlé S.A. shareholdings Currency Capital

Jordan Ghadeer Mineral Water Co. WLL Amman 75% JOD 1 785 000 Nestlé Jordan Trading Company Ltd Amman 50% 77.8% JOD 410 000

Kuwait Nestlé Kuwait General Trading Company WLL Safat 49% 49% KWD 300 000

Lebanon Société des Eaux Minérales Libanaises S.A.L. Hazmieh 100% LBP 1 610 000 000 Société pour l’Exportation des Produits Nestlé S.A. Baabda 100% 100% CHF 1 750 000 SOHAT Distribution S.A.L. Hazmieh 100% LBP 160 000 000

Malaysia Nestlé (Malaysia) Bhd. Δ◊ Petaling Jaya 72.6% 72.6% MYR 267 500 000 Listed on the Kuala Lumpur stock exchange, market capitalization MYR 34.6 billion, quotation code (ISIN) MYL4707OO005 Nestlé Asean (Malaysia) Sdn. Bhd. Petaling Jaya 72.6% MYR 42 000 000 Nestlé Manufacturing (Malaysia) Sdn. Bhd. Petaling Jaya 72.6% MYR 132 500 000 Nestlé Products Sdn. Bhd. Petaling Jaya 72.6% MYR 28 500 000 Nestlé Regional Service Centre (Malaysia) Sdn. Bhd. ° Petaling Jaya 100% 100% MYR 1 000 000 Purina PetCare (Malaysia) Sdn. Bhd. Petaling Jaya 100% 100% MYR 1 100 000 Wyeth Nutrition (Malaysia) Sdn. Bhd. Petaling Jaya 100% MYR 1 969 505 Cereal Partners (Malaysia) Sdn. Bhd. 1) Petaling Jaya 50% 50% MYR 2 500 000

Myanmar Nestlé Myanmar Limited ° Yangon 96% 96% USD 6 246 070

Oman Nestlé Oman Trading LLC Muscat 49% 49% OMR 300 000

Pakistan Nestlé Pakistan Ltd Δ Lahore 59% 59% PKR 453 495 840 Listed on the Pakistan Stock Exchange, market capitalization PKR 408.1 billion, quotation code (ISIN) PK0025101012

Palestinian Territories Nestlé Trading Private Limited Company Bethlehem 97.5% 97.5% JOD 200 000

Philippines Galderma Philippines, Inc. Manila 100% PHP 12 500 000 Nestlé Business Services AOA, Inc. Bulacan 100% 100% PHP 70 000 000 Nestlé Philippines, Inc. Cabuyao 55% 100% PHP 2 300 927 400 Penpro, Inc. (d) ◊ Makati City 88.5% PHP 630 000 000 Wyeth Philippines, Inc. Makati City 100% 100% PHP 610 418 100 CPW Philippines, Inc. 1) Makati City 50% 50% PHP 7 500 000

(d) Voting powers amount to 40%

184 Consolidated Financial Statements of the Nestlé Group 2018 Companies of the Nestlé Group, joint arrangements and associates

% capital % ultimate shareholdings capital Companies City by Nestlé S.A. shareholdings Currency Capital

Qatar Al Manhal Water Factory Co. Ltd WLL Doha 51% QAR 5 500 000 Nestlé Qatar Trading LLC Doha 49% 49% QAR 1 680 000

Republic of Korea Galderma Korea Ltd Seoul 100% KRW 500 000 000 Nestlé Korea Yuhan Chaegim Hoesa Seoul 100% 100% KRW 15 594 500 000 Pulmuone Waters Co., Ltd Gyeonggi-Do 51% KRW 6 778 760 000 LOTTE-Nestlé (Korea) Co., Ltd °1) Cheongju 50% 50% KRW 52 783 120 000

Saudi Arabia Al Anhar Water Factory Co. Ltd Jeddah 64% SAR 7 500 000 Al Manhal Water Factory Co. Ltd Riyadh 64% SAR 7 000 000 Nestlé Saudi Arabia LLC Jeddah 75% SAR 27 000 000 Nestlé Water Factory Co. Ltd Riyadh 64% SAR 15 000 000 Pure Water Factory Co. Ltd Madinah 64% SAR 5 000 000 SHAS Company for Water Services Ltd Riyadh 64% SAR 13 500 000 Springs Water Factory Co. Ltd Dammam 64% SAR 5 000 000

Singapore Galderma Singapore Private Ltd Singapore 100% SGD 1 387 000 Nestlé R&D Center (Pte) Ltd Singapore 100% SGD 20 000 000 Nestlé Singapore (Pte) Ltd Singapore 100% 100% SGD 1 000 000 Nestlé TC Asia Pacifi c Pte Ltd ◊ Singapore 100% 100% JPY 10 000 000 000 SGD 2 Wyeth Nutritionals (Singapore) Pte Ltd Singapore 100% 100% SGD 2 059 971 715

Sri Lanka Nestlé Lanka PLC Δ Colombo 90.8% 90.8% LKR 537 254 630 Listed on the Colombo stock exchange, market capitalization LKR 91.3 billion, quotation code (ISIN) LK0128N00005

Syria Nestlé Syria S.A. Damascus 99.9% 99.9% SYP 800 000 000

Thailand Arun Saeng Ltd ° Bangkok 100% 100% THB 250 000 Galderma (Thailand) Ltd Bangkok 100% THB 100 000 000 Nestlé (Thai) Ltd Bangkok 100% 100% THB 880 000 000 Nestlé Trading (Thailand) Ltd ° Bangkok 100% 100% THB 3 000 000 Perrier Vittel (Thailand) Ltd Bangkok 100% THB 235 000 000 Quality Coffee Products Ltd Bangkok 49% 50% THB 500 000 000

Consolidated Financial Statements of the Nestlé Group 2018 185 Companies of the Nestlé Group, joint arrangements and associates

% capital % ultimate shareholdings capital Companies City by Nestlé S.A. shareholdings Currency Capital

United Arab Emirates Nestlé Dubai Manufacturing LLC Dubai 49% 49% AED 300 000 Nestlé Middle East FZE Dubai 100% 100% AED 3 000 000 Nestlé Middle East Manufacturing LLC ° Dubai 49% 49% AED 300 000 Nestlé Middle East Marketing FZE Dubai 100% AED 1 000 000 Nestlé Treasury Centre-Middle East & Africa Ltd ◊ Dubai 100% 100% USD 2 997 343 684 Nestlé UAE LLC Dubai 49% 49% AED 2 000 000 Nestlé Waters Factory H&O LLC Dubai 48% AED 22 300 000 CP Middle East FZCO 1) Dubai 50% 50% AED 600 000

Uzbekistan Nestle Food MChJ ° Namangan 53.9% 100% UZS 46 227 969 Nestle Uzbekistan MChJ Namangan 96.4% 100% USD 38 715 463

Vietnam La Vie Limited Liability Company Long An 65% USD 2 663 400 Nestlé Vietnam Ltd Bien Hoa 100% 100% KVND 1 261 151 498

186 Consolidated Financial Statements of the Nestlé Group 2018 Companies of the Nestlé Group, joint arrangements and associates

% capital % ultimate shareholdings capital Companies City by Nestlé S.A. shareholdings Currency Capital

Oceania Australia Galderma Australia Pty Ltd Belrose 100% AUD 2 500 300 Nestlé Australia Ltd Sydney 100% 100% AUD 274 000 000 Cereal Partners Australia Pty Ltd 1) Sydney 50% AUD 107 800 000

Fiji Nestlé (Fiji) Ltd Lami 33% 100% FJD 3 000 000

French Polynesia Nestlé Polynésie S.A.S. Papeete 100% 100% XPF 5 000 000

New Caledonia Nestlé Nouvelle-Calédonie S.A.S. Nouméa 100% 100% XPF 64 000 000

New Zealand Nestlé New Zealand Limited Auckland 100% 100% NZD 300 000 CPW New Zealand 1) Auckland 50% NZD —

Papua New Guinea Nestlé (PNG) Ltd Lae 100% 100% PGK 11 850 000

Consolidated Financial Statements of the Nestlé Group 2018 187 Companies of the Nestlé Group, joint arrangements and associates

Technical assistance, research and development units

All scientifi c research and technological development is undertaken in a number of dedicated centres, specialized as follows: Technical Assistance TA Development centres D Research centres R Research & Development centres R&D Product Technology centres PTC

The Technical Assistance centre is Nestec Ltd, a technical, scientifi c, commercial and business assistance company. The units of Nestec Ltd, specialized in all areas of the business, supply permanent know-how and assistance to operating companies in the Group within the framework of licence and equivalent contracts. Nestec Ltd is also responsible for all scientifi c research and technological development, which it undertakes itself or through affi liated companies. The centres involved are listed below:

City of operations

Switzerland Nestec S.A. Vevey TA Nestlé Institute of Health Sciences Ecublens R Nestlé Product Technology Centre Beverage Orbe PTC Nestlé Product Technology Centre Dairy Konolfi ngen PTC Nestlé Product Technology Centre Nestlé Nutrition Konolfi ngen PTC Nestlé Product Technology Centre Nestlé Professional Orbe PTC Nestlé Research Centre Lausanne R Nestlé System Technology Centre Orbe R and PTC CPW R&D Centre 1) Orbe R&D

Australia CPW R&D Centre 1) Wahgunyah R&D

Chile Nestlé Development Centre Santiago de Chile D

Côte d’Ivoire Nestlé R&D Centre Abidjan R&D

France Galderma R&D Centre Biot R&D Nestlé Development Centre Dairy Lisieux D Nestlé Product Technology Centre Water Vittel PTC Nestlé R&D Centre Aubigny R&D Nestlé R&D Centre Tours R&D Froneri Development Center Glaces S.A.S. 1) Beauvais PTC

188 Consolidated Financial Statements of the Nestlé Group 2018 Companies of the Nestlé Group, joint arrangements and associates

City of operations

Germany Nestlé Product Technology Centre Food Singen PTC

Greater China Region Nestlé R&D Centre Beijing R&D

India Nestlé Development Centre Gurgaon D

Republic of Ireland Nestlé Development Centre Askeaton D

Singapore Nestlé Development Centre Singapore D

Sweden Galderma R&D Centre Uppsala R&D

United Kingdom Nestlé Product Technology Centre Confectionery York PTC CPW R&D Centre 1) Staverton R&D

United States Galderma R&D Centre Fort Worth (Texas) R&D Nestlé Development Centre Fremont (Michigan) D Nestlé Development Centre Marysville (Ohio) D Nestlé Development Centre Solon (Ohio) D Nestlé Product Technology Centre Health Science Bridgewater (New Jersey) PTC Nestlé Product Technology Centre Ice Cream Bakersfi eld (California) PTC Nestlé Product Technology Centre PetCare St. Louis (Missouri) PTC Nestlé R&D Centre San Diego (California) R&D Nestlé R&D Centre St. Joseph (Missouri) R&D

Consolidated Financial Statements of the Nestlé Group 2018 189 190 Consolidated Financial Statements of the Nestlé Group 2018 152nd Financial Statements of Nestlé S.A.

152nd Financial Statements of Nestlé S.A. 191 193 Income statement for the year ended December 31, 2018

194 Balance sheet as at December 31, 2018

195 Notes to the annual accounts 195 1. Accounting policies 196 2. Income from Group companies 3. Profi t on disposal of assets 4. Financial income 5. Expenses recharged from Group companies 6. Write-downs and amortization 197 7. Financial expenses 8. Taxes 9. Cash and cash equivalents 10. Other current receivables 11. Financial assets 198 12. Shareholdings 13. Intangible assets 14. Interest-bearing liabilities 199 15. Other current liabilities 16. Provisions 17. Share capital 200 18. Changes in equity 19. Treasury shares 201 20. Contingencies 21. Performance Share Units and shares for members of the Board and employees granted during the year 22. Full-time equivalents 23. Events after the balance sheet date 202 24. Shares and stock options

204 Proposed appropriation of profi t

206 Statutory Auditor’s Report – Report on the Audit of the Financial Statements

192 152nd Financial Statements of Nestlé S.A. Income statement for the year ended December 31, 2018

In millions of CHF Notes 2018 2017 Income from Group companies 2 15 285 12 316 Profi t on disposal of assets 3 2 144 155 Other income 110 96 Financial income 4 202 407 Total income 17 741 12 974

Expenses recharged from Group companies 5 (2 543) (2 514) Personnel expenses (146) (107) Other expenses (196) (155) Write-downs and amortization 6 (1 847) (889) Financial expenses 7 (68) (93) Taxes 8 (673) (631) Total expenses (5 473) (4 389)

Profi t for the year 12 268 8 585

152nd Financial Statements of Nestlé S.A. 193 Balance sheet as at December 31, 2018 before appropriations

In millions of CHF Notes 2018 2017 Assets

Current assets Cash and cash equivalents 9 262 339 Other current receivables 10 942 724 Prepayments and accrued income 65 32 Total current assets 1 269 1 095

Non-current assets Financial assets 11 7 857 7 761 Shareholdings 12 28 693 32 006 Property, plant and equipment 1 1 Intangible assets 13 2 518 95 Total non-current assets 39 069 39 863

Total assets 40 338 40 958

Liabilities and equity

Current liabilities Interest-bearing liabilities 14 2 023 2 734 Other current liabilities 15 2 107 2 162 Accruals and deferred income 12 17 Provisions 16 596 514 Total current liabilities 4 738 5 427

Non-current liabilities Interest-bearing liabilities 14 1 635 138 Provisions 16 496 507 Total non-current liabilities 2 131 645

Total liabilities 6 869 6 072

Equity Share capital 17/18 306 311 Legal retained earnings – General legal reserve 18 1 929 1 924 Voluntary retained earnings – Special reserve 18 19 299 23 319 – Profi t brought forward 18 6 480 5 111 – Profi t for the year 18 12 268 8 585 Treasury shares 18/19 (6 813) (4 364) Total equity 33 469 34 886

Total liabilities and equity 40 338 40 958

194 152nd Financial Statements of Nestlé S.A. Notes to the annual accounts

1. Accounting policies Income statement In accordance with Swiss law dividends are treated as an General appropriation of profi t in the year in which they are ratifi ed Nestlé S.A. (the Company) is the ultimate holding company at the Annual General Meeting rather than as an of the Nestlé Group, domiciled in Cham and Vevey which appropriation of profi t in the year to which they relate. comprises subsidiaries, associated companies and joint ventures throughout the world. Taxes The accounts are prepared in accordance with This caption includes taxes on profi t, capital and accounting principles required by Swiss law (32nd title of withholding taxes on transfers from Group companies. the Swiss Code of Obligations). They are prepared under the historical cost convention and on an accrual basis. Where Shareholdings and fi nancial assets not prescribed by law, the signifi cant accounting and The carrying value of shareholdings and loans comprises valuation principles applied are described below. the cost of investment, excluding the incidental costs of acquisition, less any write-downs. Foreign currency translation Shareholdings located in countries where the political, Transactions in foreign currencies are recorded at the rate of economic or monetary situation might be considered to exchange at the date of the transaction or, if hedged carry a greater than normal level of risk are carried at forward, at the rate of exchange under the related forward a nominal value of one franc. contract. Non-monetary assets and liabilities are carried at Shareholdings and loans are written down on historical rates. Monetary assets and liabilities in foreign a conservative basis, taking into account the profi tability of currencies are translated at year-end rates. Any resulting the company concerned. exchange differences are included in the respective income statement captions depending upon the nature of the Property, plant and equipment underlying transactions. The aggregate unrealized exchange The Company owns land and buildings which have been difference is calculated by reference to original transaction depreciated in the past. Offi ce furniture and equipment are date exchange rates and includes hedging transactions. fully depreciated on acquisition. Where this gives rise to a net loss, it is charged to the income statement whilst a net gain is deferred. Intangible assets Trademarks and other industrial property rights are written Hedging off on acquisition or exceptionally over a longer period, not The Company uses forward foreign exchange contracts, exceeding their useful lives. options, fi nancial futures and currency swaps to hedge foreign currency fl ows and positions. Unrealized foreign Provisions exchange differences on hedging instruments are matched Provisions include present obligations as well as and accounted for with those on the underlying asset or contingencies. A provision for uninsured risks is constituted liability. Long-term loans, in foreign currencies, used to to cover general risks not insured with third parties, such as fi nance investments in shareholdings are generally not consequential loss. Provisions for Swiss taxes are made on hedged. the basis of the Company’s taxable capital, reserves and The Company also uses interest rate swaps to manage profi t for the year. A general provision is maintained to cover interest rate risk. The swaps are accounted for at fair value possible foreign tax liabilities. at each balance sheet date and changes in the market price are recorded in the income statement. The positive fair values of forward exchange contracts and interest rate swaps are included in prepayments and accrued income. The negative fair values of forward exchange contracts and interest rate swaps are included in accruals and deferred income.

152nd Financial Statements of Nestlé S.A. 195 2. Income from Group companies

This represents dividends and other income from Group companies.

3. Profi t on disposal of assets

This represents mainly the net gains realized on the sale of fi nancial assets, trademarks and other industrial property rights previously written down. In 2018, the net gain of CHF 1431 million on the sale of the US confectionery business is included.

4. Financial income

In millions of CHF 2018 2017 Income on loans to Group companies 202 407 202 407

5. Expenses recharged from Group companies

Expenses of central service companies recharged to Nestlé S.A.

6. Write-downs and amortization

In millions of CHF 2018 2017 Shareholdings and loans 1 481 735 Trademarks and other industrial property rights 366 154 1 847 889

196 152nd Financial Statements of Nestlé S.A. 7. Financial expenses

In millions of CHF 2018 2017 Expenses related to loans from Group companies 51 6 Other fi nancial expenses 17 87 68 93

8. Taxes

In millions of CHF 2018 2017 Direct taxes 241 191 Withholding taxes on income from foreign sources 432 440 673 631

9. Cash and cash equivalents

Cash and cash equivalents include deposits with maturities of less than three months.

10. Other current receivables

In millions of CHF 2018 2017 Amounts owed by Group companies (current accounts) 903 693 Other receivables 39 31 942 724

11. Financial assets

In millions of CHF 2018 2017 Loans to Group companies 7 842 7 752 Other investments 15 9 7 857 7 761

152nd Financial Statements of Nestlé S.A. 197 12. Shareholdings

In millions of CHF 2018 2017 At January 1 32 006 31 175 Net increase/(decrease) (2 621) 1 527 Write-downs (692) (696) At December 31 28 693 32 006

A list of direct and signifi cant indirect Group companies held by Nestlé S.A. with the percentage of the capital controlled is included in the Consolidated Financial Statements of the Nestlé Group.

13. Intangible assets

This amount represents the unamortized balance of the trademarks and other industrial property rights capitalized in relation with the acquisition of Atrium and of the acquired perpetual rights to market, sell and distribute certain Starbucks’ consumer and foodservice products globally, except the United States of America.

14. Interest-bearing liabilities

Current interest-bearing liabilities are amounts owed to Group companies.

In millions of CHF

Issuer Face value in millions Coupon Effective interest rate Year of issue/ maturity 2018 2017 Nestlé S.A., Switzerland CHF 600 0.75% 0.69% 2018–2028 603 – CHF 900 0.25% 0.26% 2018–2024 899 – Total carrying amount 1 502 –

Non-current interest-bearing liabilities concern two bonds issued by Nestlé S.A. on June 28, 2018, and one amount owed to a Group company. As of December 31, 2017, they concern one amount owed to a Group company.

198 152nd Financial Statements of Nestlé S.A. 15. Other current liabilities

In millions of CHF 2018 2017 Amounts owed to Group companies 1 897 1 847 Other liabilities 210 315 2 107 2 162

16. Provisions

In millions of CHF 2018 2017

Swiss and Uninsured Exchange foreign risks risks taxes Other Total Total At January 1 475 207 203 136 1 021 1 261 Provisions made in the period — — 289 82 371 244 Amounts used — — (114) (62) (176) (240) Unused amounts reversed — (73) (49) (2) (124) (244) At December 31 475 134 329 154 1 092 1 021 of which expected to be settled within 12 months 596 514

17. Share capital

2018 2017 Number of registered shares of nominal value CHF 0.10 each 3 063 000 000 3 112 160 000 In millions of CHF 306 311

According to article 5 of the Company’s Articles of Association, no person or entity shall be registered with voting rights for more than 5% of the share capital as recorded in the commercial register. This limitation on registration also applies to persons who hold some or all of their shares through nominees pursuant to this article. In addition, article 11 provides that no person may exercise, directly or indirectly, voting rights, with respect to own shares or shares represented by proxy, in excess of 5% of the share capital as recorded in the commercial register. At December 31, 2018, the share register showed 157 457 registered shareholders. If unprocessed applications for registration, the indirect holders of shares under American Depositary Receipts and the benefi cial owners of shareholders registered as nominees are also taken into account, the total number of shareholders probably exceeds 250 000. The Company was not aware of any shareholder holding, directly or indirectly, 5% or more of the share capital.

152nd Financial Statements of Nestlé S.A. 199 18. Changes in equity

In millions of CHF

General Share legal Special Retained Treasury capital reserve reserve earnings shares Total At January 1, 2018 311 1 924 23 319 13 696 (4 364) 34 886 Cancellation of 49 160 000 shares (ex-Share Buy-Back Program) (5) 5 (4 112) — 4 112 — Profi t for the year — — — 12 268 — 12 268 Dividend for 2017 — — — (7 124) — (7 124) Movement of treasury shares — — — — (6 561) (6 561) Dividend on treasury shares held on the payment date of 2017 dividend — — 92 (92) — — At December 31, 2018 306 1 929 19 299 18 748 (6 813) 33 469

19. Treasury shares

In millions of CHF 2018 2017 Number Amount Number Amount Share Buy-Back Program 78 741 659 6 173 41 578 764 3 487 Long-term incentive plans 9 778 854 640 8 789 045 567 For trading purposes --4 238 445 310 88 520 513 6 813 54 606 254 4 364

The share capital has been reduced by 49 160 000 shares from CHF 311 million to CHF 306 million through the cancellation of shares purchased as part of the Share Buy- Back Program. The purchase value of those cancelled shares amounts to CHF 4112 million. During the year 86 322 895 shares were purchased as part of the Share Buy-Back Program for CHF 6799 million. The Company held 9 778 854 shares to cover long-term incentive plans. During the year 3 248 636 shares were delivered as part of the Nestlé Group remuneration plans for a total value of CHF 237 million. All treasury shares are valued at acquisition cost. The total of own shares of 88 520 513 held by Nestlé S.A. at December 31, 2018, represents 2.9% of the Nestlé S.A. share capital (54 606 254 own shares held at December 31, 2017, by Nestlé S.A. representing 1.8% of the Nestlé S.A. share capital).

200 152nd Financial Statements of Nestlé S.A. 20. Contingencies

At December 31, 2018, the total of the guarantees mainly for credit facilities granted to Group companies and commercial paper programs, together with the buy-back agreements relating to notes issued, amounted to a maximum of CHF 51 969 million (2017: CHF 47 771 million).

21. Performance Share Units and shares for members of the Board and employees granted during the year

In millions of CHF 2018 2017 Number Amount Number Amount Performance Share Units granted to Nestlé S.A. employees (a) 225 780 14 272 418 15 Share plan for short-term bonus Executive Board (b) 54 641 4 112 515 7 Share plan for Board members (c) 81 040 5 85 919 5 361 461 23 470 852 27

(a) Performance Share Units are disclosed at fair value at grant which corresponds to CHF 59.96 in 2018 (2017: CHF 55.96). Includes 180 355 Performance Share Units granted to Executive Board (2017: 193 280). (b) Shares are valued at the average closing price of the last ten trading days of January, discounted by 16.038% to account for the blocking period of three years. (c) Shares are valued at the closing price on the ex-dividend date, discounted by 16.038% to account for the blocking period of three years.

22. Full-time equivalents

For Nestlé S.A., the annual average number of full-time equivalents for the reporting year, as well as the previous year, did not exceed 250.

23. Events after the balance sheet date

There are no subsequent events which either warrant a modifi cation of the value of the assets and liabilities or any additional disclosure.

152nd Financial Statements of Nestlé S.A. 201 24. Shares and stock options

Shares and stock options ownership of the non-executive members of the Board of Directors and closely related parties

2018 2017

Number of Number of Number of Number of shares options shares options held (a) held (b) held (a) held (b) Paul Bulcke, Chairman 1 391 207 — 1 263 185 420 000 Henri de Castries, Vice Chairman, Lead Independent Director 23 829 — 18 940 — Beat W. Hess 45 649 — 41 429 — Renato Fassbind 27 141 — 22 921 — Jean-Pierre Roth 13 875 — 14 531 — Ann M. Veneman 19 305 — 16 961 — Eva Cheng 15 783 — 12 769 — Ruth K. Oniang’o 7 619 — 5 743 — Patrick Aebischer 4 659 — 2 315 — Ursula M. Burns 4 196 — 1 852 — Kasper B. Rorsted 1 876 — — — Pablo Isla 1 876 — — — Kimberly A. Ross 2 545 — — — Members who retired from the Board during 2018 — — 285 762 — Total as at December 31 1 559 560 — 1 686 408 420 000

(a) Including shares subject to a three-year blocking period. (b) The ratio is one option for one Nestlé S.A. share.

202 152nd Financial Statements of Nestlé S.A. 24. Shares and stock options

Shares and stock options ownership of the members of the Executive Board and closely related parties

2018 2017

Number of Number of Number of Number of shares options shares options held (a) held (b) held (a) held (b) Ulf Mark Schneider, Chief Executive Offi cer 23 234 — 7 795 — Laurent Freixe 36 191 — 17 587 — Chris Johnson 78 362 — 62 376 104 100 Patrice Bula 181 894 — 159 121 101 800 Wan Ling Martello 115 048 80 800 101 507 121 100 Marco Settembri 40 620 — 31 837 — François-Xavier Roger 29 393 — 14 544 — Magdi Batato 13 288 — 9 152 — Stefan Palzer 2 616 — — — Maurizio Patarnello 16 533 — 13 043 — Grégory Behar 3 611 — 1 188 — David P. Frick 52 731 — 53 199 — Members who retired from the Executive Board during 2018 — — 60 307 — Total as at December 31 593 521 80 800 531 656 327 000

(a) Including shares subject to a three-year blocking period. (b) The ratio is one option for one Nestlé S.A. share.

For the detailed disclosures regarding the remunerations of the Board of Directors and the Executive Board that are required by Swiss law, refer to the Compensation report of Nestlé S.A. with the audited sections highlighted with a blue bar.

152nd Financial Statements of Nestlé S.A. 203 Proposed appropriation of profi t

In CHF 2018 2017 Retained earnings Profi t brought forward 6 479 867 098 5 111 232 705 Profi t for the year 12 267 820 563 8 584 500 298 18 747 687 661 13 695 733 003

We propose the following appropriation: Dividend for 2018, CHF 2.45 per share on 2 984 258 341 shares (a) (2017: CHF 2.35 on 3 070 581 236 shares) (b) 7 311 432 935 7 215 865 905 7 311 432 935 7 215 865 905

Profi t to be carried forward 11 436 254 726 6 479 867 098

(a) Depending on the number of shares issued as of the last trading day with entitlement to receive the dividend (April 12, 2019). No dividend is paid on own shares held by the Nestlé Group; the respective amount will be attributed to the special reserve. (b) The amount of CHF 92 336 146 representing the dividend on 39 291 977 own shares held at the date of the dividend payment, has been transferred to the special reserve.

Provided that the proposal of the Board of Directors is approved by the Annual General Meeting, the gross dividend will amount to CHF 2.45 per share, representing a net amount of CHF 1.5925 per share after payment of the Swiss withholding tax of 35%. The last trading day with entitlement to receive the dividend is April 12, 2019. The shares will be traded ex-dividend as of April 15, 2019. The net dividend will be payable as from April 17, 2019.

The Board of Directors

Cham and Vevey, February 13, 2019

204 152nd Financial Statements of Nestlé S.A. 152nd Financial Statements of Nestlé S.A. 205 Statutory Auditor’s Report

To the General Meeting of Nestlé S.A., Cham & Vevey

Report on the Audit of the Financial Statements

Opinion We have audited the financial statements of Nestlé S.A., which comprise the balance sheet as at December 31, 2018, and the income statement for the year then ended, and notes to the financial statements, including a summary of significant accounting policies. In our opinion the financial statements (pages 193 to 203) for the year ended December 31, 2018, comply with Swiss law and the Company’s Articles of Association.

Basis for Opinion We conducted our audit in accordance with Swiss law and Swiss Auditing Standards. Our responsibilities under those provisions and standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of our report. We are independent of the entity in accordance with the provisions of Swiss law and the requirements of the Swiss audit profession and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Report on Key Audit Matters based on the circular 1/2015 of the Federal Audit Oversight Authority Key audit matters are those matters that, in our professional judgment, were of most significance in our audit of the financial statements of the current period. We have determined that there are no key audit matters to communicate in our report.

Responsibility of the Board of Directors for the Financial Statements The Board of Directors is responsible for the preparation of the financial statements in accordance with the provisions of Swiss law and the Company’s Articles of Association, and for such internal control as the Board of Directors determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the Board of Directors is responsible for assessing the entity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Board of Directors either intends to liquidate the entity or to cease operations, or has no realistic alternative but to do so.

Auditor’s Responsibilities for the Audit of the Financial Statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Swiss law and Swiss Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

206 152nd Financial Statements of Nestlé S.A. As part of an audit in accordance with Swiss law and Swiss Auditing Standards, we exercise professional judgment and maintain professional skepticism throughout the audit. We also: — Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. — Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of internal control. — Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made. — Conclude on the appropriateness of the Board of Directors’ use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the entity’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the entity to cease to continue as a going concern. We communicate with the Board of Directors or its relevant committee regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit. We also provide the Board of Directors or its relevant committee with a statement that we have complied with relevant ethical requirements regarding independence, and to communicate with them all relationships and other matters that may reasonably be thought to bear on our independence, and where applicable, related safeguards. From the matters communicated with the Board of Directors or its relevant committee, we determine those matters that were of most significance in the audit of the financial statements of the current period and are therefore the key audit matters. We describe these matters in our auditor’s report, unless law or regulation precludes public disclosure about the matter or when, in extremely rare circumstances, we determine that a matter should not be communicated in our report because the adverse consequences of doing so would reasonably be expected to outweigh the public interest benefits of such communication.

Report on Other Legal and Regulatory Requirements

In accordance with article 728a para. 1 item 3 CO and the Swiss Auditing Standard 890, we confirm that an internal control system exists, which has been designed for the preparation of financial statements according to the instructions of the Board of Directors. We further confirm that the proposed appropriation of available earnings complies with Swiss law and the Company’s Articles of Association. We recommend that the financial statements submitted to you be approved.

KPMG SA

Scott Cormack Lukas Marty Licensed Audit Expert Licensed Audit Expert Auditor in Charge

Geneva, February 13, 2019

KPMG SA, 111 Rue de Lyon, P.O. Box 347, CH-1211 Geneva 13

KPMG SA is a subsidiary of KPMG Holding AG, which is a member of the KPMG network of independent firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss legal entity. All rights reserved.

152nd Financial Statements of Nestlé S.A. 207 Notes

208 152nd Financial Statements of Nestlé S.A.