You are on page 1of 28


Nestlé is a multinational packaged food company founded and headquartered in Vevey,

Switzerland. It results from a merger in 1905 between the Anglo-Swiss Milk Company
for milk products established by the Page Brothers in Cham, Switzerland, in 1866 and the
Farine Lactée Henri Nestlé Company set up in 1867 by Henri Nestlé to provide an infant
food product. Several of Nestlé's brands are globally renowned, which made the company
a global market leader in many product lines, including milk, chocolate, confectionery,
bottled water, coffee, creamer, food seasoning and pet foods. The company stock is listed
on the SWX Swiss Exchange. Some of Nestlé's business practices have been considered
unethical, especially the manner in which infant formula has been marketed in
developing countries, which led to the Nestlé boycott from 1977.

Since Henri Nestlé developed the first milk food for infants in 1867, and saved the life of
a neighbor’s child, the Nestlé Company has aimed to build a business based on sound
human values and principles.

While Nestlé Corporate Business Principles will continue to evolve and adapt to a
changing world, its basic foundation is unchanged from the time of origin which reflects
the basic ideas of fairness, honesty, and a general concern for people.
History in Pakistan
1988: Started operations with MilkPak Ltd owned by Syed Babur
Ali by entering in a joint venture. At this point Syed Babur Ali was
running the company.

1992: Nestle Milkpak Ltd was the new identity of the firm after a
memorandum of understanding and the Swiss management moved

1998: First ever “Egron” operations in Pakistan as powdered milk.

1998: Pure life drinking water started under the direct tag of

2001: Two companies bought AVA Bottlers and Fontalia.

2005: Name changed to Nestle Pakistan Ltd.

2007: Operations in Afghanistan. At this point “Nestle Pakistan

Ltd” operates in both Pakistan and Afghanistan.
Mission Statement

”At Nestlé, our research makes it possible for everyone to enjoy better food for a better

Good Food is the primary source of Good Health throughout life. We strive to bring
consumers foods that are safe, of high quality and provide optimal nutrition to meet
physiological needs. In addition to nutrition, health and wellness, Nestlé products bring
consumers the vital ingredients of taste and pleasure.

As consumers continue to make choices regarding foods and beverages they consume,
Nestlé helps provide selections for all individual taste and lifestyle preferences.

Research is a key part of our heritage at Nestlé and an essential element our future. We
know there is still much to discover about health, wellness and the role of food in our
lives, and we continue to search for answers to bring consumers Good Food for Good

Business Principles

Nestlé is committed to the following Business Principles in all countries, taking into
account local legislation, cultural and religious practices:

• Nestlé recognizes that its consumers have a sincere and legitimate interest in the
behavior, beliefs and actions of the Company behind brands in which they place
their trust, and that without its consumers the Company would not exist.

• Nestlé believes that, as a general rule, legislation is the most effective safeguard
of responsible conduct, although in certain areas, additional guidance to staff in
the form of voluntary business principles is beneficial in order to ensure that the
highest standards are met throughout the organization.

• Nestlé is conscious of the fact that the success of a corporation is a reflection of

the professionalism, conduct and the responsible attitude of its management and
employees. Therefore recruitment of the right people and ongoing training and
development are crucial.
• Nestlé continues to maintain its commitment to follow and respect all applicable
local laws in each of its markets.

Creating value for society while creating value for our shareholders…. this is Nestlé's
approach to the community and, on a wider view, to the attainment of the U.N.
Millennium Development Goals. Nestle regard these Goals as highly important
objectives for improving the state of the world.

The Millennium Development Goals are, among other things, a bold attempt to prioritise
what is needed to address the most pressing needs of people in developing countries in
particular. They focus on poverty reduction, education, health for women, children and
the reduction of pandemics like HIV/AIDS and malaria. They address environmental
sustainability; and they stress the importance of partnership in order to achieve results.
SWOT Analysis
Nestle Pakistan Limited is one of the leading branded processed food companies in the
country with a large market share in products like instant coffee, weaning foods, instant
foods, milk products, etc. It also has a significant share in the chocolates and other semi-
processed foods market.

Nestlé's leading brands include Cerelac, Nescafe, Maggie, Kitkat, Munch and Milkmaid.
To strengthen its presence, it has been the company's endeavor to launch new products at
a brisk pace and has been quite successful in its launches.

Parent support - Nestle Pakistan has a strong support from its parent company, which is
the world’s largest processed food and beverage company, with a presence in almost
every country. The company has access to the parent’s hugely successful global folio of
products and brands.

Brand strength - In Paksitan, Nestle has some very strong brands like Nescafe, Maggi
and Cerelac. These brands are almost generic to their product categories.

Product innovation - The company has been continuously introducing new products for
its people on a frequent basis, thus expanding its product offerings.

Supply chain - The company has a complex supply chain management and the main
issue for Nestle Pakistan is traceability. The food industry requires high standards of
hygiene, quality of edible inputs and personnel. The fragmented nature of the Indian
market place complicates things more.

Expansion - The company has the potential to expand to smaller towns and other
geographies. Existing markets are not fully tapped and the company can increase
presence by penetrating further. With Pakistan’s demographic profile changing in favour
of the consuming class, the per capita consumption of most FMCG products is likely to
grow. Nestle will have the inherent advantage of this trend.

Product offerings - The company has the option to expand its product folio by
introducing more brands which its parents are famed for like breakfast cereals, Smarties
Chocolates, Carnation, etc.

Competition - The company faces immense competition from the organised as well as
the unorganised sectors. Off late, to liberalise its trade and investment policies to enable
the country to better function in the globalized economy, the Pakistan Government has
reduced the import duty of food segments thus intensifying the battle.

Changing consumer trends - Trend of increased consumer spends on consumer

durables resulting in lower spending on FMCG products. In the past 2-3 years, the
performance of the FMCG sector has been lackluster, despite the economy growing at a
decent pace. Although, off late the situation has been improving, the dependence on
monsoon is very high.

Sectoral woes - Rising prices of raw materials and fuels, increasing packaging and
manufacturing costs. But the company’ may not be able to pass on the full burden of
these onto the customers.
Degree of Formalization
Decentralization: Decentralization is a basic principle of Nestlé. Their policy is to adapt
as much as possible to regional circumstances, mentalities and situations. By
decentralizing operational responsibility, Nestle create strength and flexibility and are
able to make decisions that are better attuned to specific situations in a given country.
Policies and decisions concerning personnel, marketing and products are largely
determined locally. This policy creates stronger motivation for Nestlé's executives and
employees and a greater sense of identification with Nestlé's business. It is not Nestlé's
policy to generate most of its sales in Switzerland, supplemented by a few satellite
subsidiaries abroad. Nestlé strives to be an "insider" in every country in which it operates,
not an "outsider." Nestlé is as decentralized as possible, within the framework imposed
by fundamental policy and strategy decisions requiring increasing flexibility. Operational
efficiencies, as well as the group-wide need for alignment and people development, may
also set limits to decentralization. Nestlé is committed to the concept of continuous
improvement of its activities, thus avoiding more dramatic one-time changes as much as

Uniformity: A very important concern at Nestlé has to do with uniformity: how

consistent Nestlé's principles, policies, rules of conduct and strategies should be, and to
what extent they should differ depending on the country, subsidiary, region, branch or
group of products. In general, Nestlé tries to limit the uniformity of its policy to a
requisite minimum. This minimum is then systematically enforced, unless there are
compelling reasons in a given market that justify deviation from policy.

Diversification: Nestlé does not want to become either a conglomerate or a portfolio

manager. Nestlé wants to operate only those businesses about which it has some special
knowledge and expertise. Nestlé is a global company, not a conglomerate hodgepodge. It
regards acquisitions and efforts at diversification as logical ways to supplement it’s
business, but only in the context of a carefully considered corporate marketing policy.
Nestlé is in favour of and implements pragmatically:
 Flat and flexible organization with few levels of management and broad spans of
control, including project teams and task forces. Networking and horizontal
communication are encouraged with clear accountability of the managers and the
 Clear levels of responsibility and well defined objectives are a must. Teamwork
and networking do not affect the manager’s responsibility: a team has always a
responsible leader.
 A structure which assures operational speed and personal responsibility with
strong focus on results, reducing bureaucracy as much as possible.
Organizational Structure

Nestlé is more people, product and brand oriented than systems oriented. While systems
are necessary, they should never be an end in themselves.
Nestle has a structure which assures operational speed and personal responsibility with
strong focus on results, reducing bureaucracy as much as possible.
Nestlé, over its long historical development from a small village operation to the world’s
leading food Company, has demonstrated an enviable capability to adjust to an ever
changing external environment, without losing its fundamental beliefs and core values, so
important for long-term success.
Over the years to come, this capability will continue to be challenged even more as
Nestlé is growing in size and complexity up to a dimension which demands a continuous
evolution of its organization and of the way in which it is run.
This permanent transformation will be driven by the need to manage complexity with a
high level of efficiency, leveraging all the intangibles which enhance our competitive
edge. Our personal motivation based on willingness to learn and to question what we are
doing and why we are doing it, combined with our longstanding respect for certain Nestlé
values, will assure our success.
The public's sense of the power and size of a corporation is often inaccurate, for a
company's power is limited by a host of factors including legislation, competition,
regulatory bodies and publicity. From a business point of view, it is desirable for a firm to
achieve the size best suited to a specific industry or mode of production. To be
competitive internationally and make significant investments in research and technology,
a larger company has an advantage. From a strictly organizational point of view, flexible,
simple structures work best and excessively large units should be avoided whenever
possible. In both respects Nestlé has a natural advantage: Although it is a big company, it
is spread out over many countries and each of Nestlé's factories has its own management
and responsibility.
In such a setting, every employee of Nestlé has both an individual and complementary
role to play in building the Company of tomorrow. Hence the organizational structure is
very much in accordance to the organizational strategy.

HR Policy

Joining Nestlé

The long-term success of the Company depends on its capacity to attract, retain and
develop employees able to ensure its growth on a continuing basis. This is a primary
responsibility for all managers.

The Nestlé policy is to hire staff with personal attitudes and professional skills enabling
them to develop a long-term relationship with the Company.

Therefore the potential for professional development is an essential standard for


Recruiting process

Applying for a current job / graduate programme / internship

Please look through the vacancies and choose which you are interested in.

Create your CV by filling out the online form.

Once the application is complete, you will receive a confirmation message telling you
that it has been received and is being processed.

Receiving an answer

Nestle will review and select CVs that best match open jobs. Please note that only
completed CVs will be taken into account.

Only selected candidates will be contacted.

In any case, you will receive an e-mail telling you when the job you applied for has been

Register for our talent pool

If there is no job opening suitable for you, you can still register your details in our
database. You will then be considered as a potential candidate for new up coming

Nestle regularly review CVs and jobs to try to match registered candidates with job
openings. Please note that only completed CVs will be taken into account.

You will only be contacted if Nestle find a suitable match.

The interview process

Graduate Programme Applicants

Regular group interview sessions are held throughout the year for most of the Graduate

This is a one-day sessions that consists of discussions about potential jobs and career
developments, individual interviews with HR and line managers, group and/or individual
case studies.

If you are successful at the group stage, you will be invited for an individual interview
day with HR and line managers.
Professional applicants

You should expect a series of individual interviews with HR and line managers. These
will generally focus on your background and motivation as well as how you likely fit
Nestlé's culture and values.

Internships applicants

You will be interviewed by HR as well as a line manager. These interviews will generally
focus on your background and motivation as well as how you likely fit Nestlé's culture
and values.

What Nestle wants?

It takes a special sort of person to come and work at Nestlé Pakistan.

That's why, when selecting candidates, Neslte look for a set of interrelated characteristics
encompassing three key areas: knowledge, personality and motivation.

Professional Knowledge

Do you have a great academic record that demonstrates your intelligence, commitment
and hard work? Can you show us you have a sharp analytical mind, and the drive
necessary to succeed in a competitive environment?

If you think you fit the bill, you may be right for Nestlé Pakistan.

Nestle look for good academic results at university or equivalent qualifications. However,
the class of the degree you have obtained, though very important, is not the only criterion
for selection.
Other experiences during your studies, previous jobs, assignments, language courses and
any other significant extracurricular activities and achievements, are also given weight.

Nestle look for candidates who can identify a problem, analyse it, look at different
options, and come to reasoned conclusions.

Nestle want people with drive and tenacity, energy and enthusiasm, who can initiate a
project and follow through to the end.

All these skills are vital during a career at Nestlé Pakistan.


To succeed at Nestlé Pakistan, you need more than professional knowledge. You need a
flair for the field of activity of your choice, an open mind, and a willingness to dig in and
learn new skills and ideas.

Nestle is looking for applicants who are dynamic and communicative. People, who can
listen, understand and integrate the opinion of others, people who can express their ideas
clearly, both verbally and on paper.

We want people who like to negotiate, even with very different partners, and to solve
problems in complex situations.

Nestle like candidates who show leadership, inspire others, and are self-confident, yet
realistic. People who have a positive attitude to work and are willing to work hard, even
under pressure.

Nestle seek people who can be objective in their assessment of themselves and of others.


While we expect loyalty to our company, we expect our people to be critical and suggest
improvements wherever necessary. We like people who are motivated themselves & can
motivate others.
What Will Make You Right for Nestlé?

A Nestlé employee is characterised by creativity and dynamism. Nestle don't only look
for specialists, but people who have knowledge and skills in more than one field, with
broad interests.

To sum up, Nestle want people with purpose and ambition, though not at the expense of

Nestle want people who take responsibility for their actions, who consider Nestlé their
own business, and who show an entrepreneurial spirit.

Do you want to keep improving and learning throughout your working life? If so, you
might fit in very well at Nestlé Pakistan.

From your very first day, you will start to acquire new skills that may take you to the
very top of our business, and to the furthest corners of the world.

Our approach to career development is simple and focused: we encourage you to:

• Take responsibility of your own career development

• Be proactive, open minded and credible

• Be self-aware and honest about your aspirations, strengths and weaknesses

• Think in context and make choices about your own career

At Nestlé anybody can be promoted and rise to greater things. If you make an exceptional
contribution to the business & uphold our values and principles, you'll find yourself
pushed upwards on sheer merit.
The Nestlé Spirit
Nestlé is not like other companies. It has a unique set of values and guiding principles
that have been built up over time. To try to summarize them in a sentence or two would
make them meaningless. It believes in people, rather than systems and is as decentralized
as its basic policy and strategy decisions will allow.

Do you look forward to change?

Nestlé is proud of its traditions and heritage. But that doesn't mean it stuck in the past. To
keep it ahead in the ever-changing food industry, Nestle is constantly driving forward the
boundaries of their industry. Nestle people must be:

• creative
• excited by the future
• flexible

Are you open minded and ready to learn - every day of your career?

• Nestle is committed to the continual training and personal development of their

people. A world of opportunities quite literally awaits those who are prepared to:
• learn something new every day
• adapt to new environments
• develop multi-lingual skills

Do you have courage in your convictions and keep your cool under stress?

Then you could have what it takes to be a Nestlé manager. The development of Nestle
business depends on finding people who are ambitious for themselves and for their
company, who can:
• communicate and innovate
• motivate and inspire
• delegate without abdicating responsibility

Do you want to explore new countries and adopt new cultures?

Nestlé has been an international company since its very beginning. Food is intrinsically
linked with local eating and social habits, and Nestlé endeavours to integrate itself as
much as possible into the cultures and traditions of the countries where it operates. To
deliver products that meet the needs of individual consumers, Nestle need people who:

• respect other cultures

• embrace diversity
• never discriminate on any basis

Are you ready to be the best?

Whether Nestle is creating a product to fulfill a nutritional need, or a chocolate bar that's
purely for pleasure, Nestlé is only satisfied with the best. Nestle expect that same
commitment to quality from their people. So get in touch with Nestle if you are:

• enthusiastic
• dedicated
• ready to be part of our success

Many other companies say that people are their most precious asset. Nestle know that
what makes their company unique is their staff: the people who share their beliefs and
principles and who work constantly to keep Nestlé in its leadership position. Nestlé is not
a faceless company selling to faceless consumers. It is a human company providing
response to individual human needs the world over.
Organizational Development:

Each year Corporate Human Resources rolls out a company-wide training agenda. Nestle
feel this is one of their competitive advantages in the marketplace.

As an organisation Nestle strongly believe:

• Training and development at Nestlé Pakistan Ltd. is an organisational concern and is a

responsibility shared by the employees, the management and the organisation. The
success of the company’s training and development programmes lies in the committed
efforts of both the employees and the management.

• Although training is designed to facilitate learning, learning can take place even
without formal classroom training. Learning should occur in many ways throughout the
organisation. Every opportunity, such as watching role models, reading books and
articles, conducting research, analysing failed projects, and host of other avenues should
be explored

• Training is always a process, not just a programme. It takes place over time and
requires intensity and frequency. Through training, skills are developed, information is
provided and attitudes are nurtured.

• Some organisational & individual issues cannot be addressed through training.

Training is appropriate if employee’s performance can be improved by a change in
attitude or an enhancement of knowledge & skills. Training may not be appropriate if
performance can be improved through better organisational policies, methods, structures

• Training helps the organisation. The learning that occurs should benefit the
organisation and more importantly its customers; it should enhance our sales, services
and management
International Exposure

Nestle have always believed in the importance of training. Nestle’s determination to have
a learning attitude is spelled out in the Nestlé Management and Leadership Principles.
We feel that our attitude of lifelong learning has contributed to our ongoing success.

International training opportunities, whether as courses, seminars, workshops,

conferences or mission assignments, are the most important part of our commitment
towards training our people.

Nestle international training programmes are innovative and focus on corporate values,
functional know-how and on the development of the right management attitudes.


From the factory floor to the top management, training at Nestlé is continuous. And
because it is mainly given by Nestlé people, it is always relevant to your professional

Throughout the world, each country runs its own training programmes (e-Le@rning,
classroom courses, external courses), and it has five training centres in France, UK,
Spain, Mexico and Brazil.

Nestle International Training and Conference Centre in Switzerland is where Nestlé

people from all over the world meet to exchange information and ideas in seminars and
training courses. Its closeness to our Vevey headquarters means that our general
managers actively participate as speakers and are available for Q&A and discussions with
the participants.

Rive-Reine offers a wide variety of courses, all aimed at creating leaders who will prove
to be the 'agents of change' to keep Nestlé not just in tune with but ahead of the times -
and the competition!
The opportunities never end

Nestle hope the training you receive at Nestlé will form the basis of a successful local or
international career.

Nestle can't guarantee you'll ever know everything about working at Nestlé. But they
hope you'll always want to learn more

Each new member joining Nestlé is to become a participant in developing a sustainable

quality culture which implies a commitment to the organisation and a sense for
continuous improvement leaving no room for complacency.

Therefore, and in view of the importance of these Nestlé values, special attention will be
paid to the matching between a candidate's values and the Company culture.
Nestle Pakistan Ltd started its operation in Pakistan in 1988 with MilkPak Ltd and its
name was changed to Nestle Pak Ltd in 2005. Nestlé Company has aimed to build a
business based on sound human values and principles while Nestlé Corporate Business
Principles will continue to evolve and adapt to a changing world, our basic foundation is
unchanged from the time of the origins of our Company, and reflects the basic ideas of
fairness, honesty, and a general concern for people. Now Nestle seeks a pro-active result
oriented professional with established credibility and performance record, who can take
challenging assignments. The candidate we require should have strong leadership,
exceptional unter-personal and communication skills and have a high drive for achieving
management objectives.

Sr. General Manager HR

Job Profile:
This position requires a highly competent HR Professional with diversified experience in
large organizations/corporate sector. The candidate will be responsible for framing HR
policies, formulating organizational structures, developing career management plans,
competency up gradation/re-training, executive development, search and recruitment
methodology and standards, revising compensation structures, formulating incentive and
motivational plans etc for Nestle. He will work closely with the HR heads of the
companies on above matters and ensure implementation and monitoring of all HR
Masters in HR, MBA or related subject from HEC recognized University, Minimum
experience of 15years in large organization/ corporate sector as head of section/ senior
position. Overseas qualifications and experience would be a significant additional
advantage. Membership of professional HR, OD, IR and management bodies would be a
A market based remuneration package will be provided along with a company maintained
car or conveyance allowance thereof, and other admissible benefits, including
comprehensive medical coverage for self and family from well structured systemed
Hospital. A market based remuneration package will be given. A company maintained
car or equivalent allowance will be provided. Full medical for self and family will be
provided, the initial contract will be for 2 years, extendable to 1 or more years as per job
requirement and based on performance and qualifications.
The Initial contract shall be for a period of three years extendable on satisfactory
performance as per requirement. Applications enclosing a detailed CV with two each
personal and work references and a recent photograph should reach by 17-4-2008 to the
Managing Director Nestle, 21-A Nestle Building Lahore. Only short-listed candidates
will be invited for interviews/selection process. All candidates will be treated in strict
confidence and EEO compliance.
Career Development

All careers are unique; however, one factor that cuts across most of them at Nestlé
is international exposure and travel as well as assignments in different countries.

Based at Nestlé headquarters, you will often have the opportunity to travel widely as part
of your job. This might be in the form of a short business trip in the marketing and sales
area, or a longer assignment in the context of the GLOBE or FitNes projects, which can
last some months.

Nestlé's business is based on respect for different cultures - we know that tastes and
eating and drinking habits differ throughout the world, for instance. We also expect our
staff to be comfortable in different settings, and that they should not be adversely affected
by the strains of frequent foreign travel and the pressure to meet tight deadlines. Indeed,
coping well with such conditions will have a positive impact on your career.

The same is true for those who are chosen for our graduate programmes. For instance, as
a member of the audit function, you will be part of teams that travel the world on
assignment, typically three months at a time, at Nestlé locations. This phase generally
lasts for four years.

In other areas, e.g. in technical & production or marketing & sales, you can also commit
to a career of long-term expatriation, which means that you will be re-locating about
every three years.

Not only does working at Nestlé headquarters mean a unique exposure to a multicultural
environment; it also means frequent travel to all parts of the world.
Leadership at Nestle

Members of the Nestlé Management at all levels are more concerned with continuously
adding value to the Company than exercising formal authority. This can only materialise
with a high involvement of each employee and a common mindset geared to results.
Contributing to results through project work and special assignments becomes more
frequent, reaching beyond conventional boundaries in order to contribute to wider group
The broader the responsibility of a Nestlé Manager, the more the following specific
criteria should be considered, in addition to professional skills, practical experience
and result focus:
 Personal commitment and courage. This includes the capacity and the willingness
to take initiatives and risks as well as to maintain composure under pressure.
 Ability to motivate and to develop people, addressing all those issues that allow
others to progress in their work and to develop their capabilities.
 Curiosity and open-mindedness as well as a high level of interest in other cultures
and life-styles. This also includes a commitment to continuous learning and
improving, as well as to sharing knowledge and ideas freely with others.
 A taste for initiative together with the ability to create a climate of innovation and
to think outside the box. This implies the right to make a mistake but also the
readiness to correct it and to learn from it.
 Willingness to accept change and the ability to manage it.
 Adaptability of thought and deed, taking into account the specificity and the
complexity of the environment.
 Credibility as a result of coherent action, leadership and achievement.
 International experience and understanding of other cultures.
In addition, broad interests, a good general education, responsible behaviour as well as
fostering a balanced lifestyle are required to hold high-level management positions.
Motivational Methods used by Nestle

Nestlé regards its personnel as its most valuable asset. Involvement at all levels starts
with open communication, whether on specific aspects of the business, or about the
activities of the Company in general. Suggestions for changes and proposals for
improvements of Nestlé’s practices are encouraged which are a great source of

The Company’s business practices are designed to:

 establish staff relations based on trust, integrity and honesty;
 maintain respect for basic human values, attitudes and behaviour;
 respect employees’ privacy;
 comply with applicable data protection regulations and apply Nestlé standards in
those countries where specific legislation is not yet in place;
 promote a sense of integrity among all employees all over the world, and apply a
number of common rules while at the same time adapting the expression of these
rules to local customs and traditions;
 encourage continuous improvement through training, and the improvement of
professional skills at all levels in the organisation;
 offer career opportunities based upon merit, irrespective of colour, age, national
origin, religion, gender, disability, veteran status, or any other protected class as
defined by local law. Professional skills, experience, and the capacity and willing-
ness to apply The Nestlé Basic Management and Leadership Principles are the
main criteria for promotion;
 offer competitive salaries and benefits. Working hours, wages and overtime pay
comply with applicable local laws and are competitive with those offered by
similar companies;
 limit overtime to a reasonable level;
 create a safe and healthy working environment for each employee;
 respect the right of employees to form representative organisations and to join –
or not to join – trade unions, provided this right is freely exercised, and establish a
constructive dialogue with these unions;
 refrain from any action restricting the employee’s right to be, or not to be, affili-
ated to a union;
 treat every employee with respect and dignity, and not tolerate any form of mob-
bing, harassment or abuse;
 forbid the use of forced labour or involuntary prison labour.
Management leadership and employee involvement
Nestlé recognises the critical role of people to ensure a safe and healthy work
environment. As an integral part of managing the business, all Nestlé managers are
accountable for managing workplace health and safety with strong leadership
and credibility.
Nestle build a proactive safety culture by:
– actively engaging our employees and other relevant stakeholders to drive
implementation of all elements of our Nestlé Operational Safety, Health and Risk –
Management Strategy through consultation and communication with staff at all levels;
– educating, training and equipping staff at all levels to ensure that they are empowered
to avoid unsafe situations and to respond rapidly to unexpected events;
– setting targets and monitoring performance to drive continuous improvement of
company’s achievements, while providing the needed resources to ensure a safe working
Further, employees at all levels are accountable to work in a safe manner to prevent
injury to themselves and fellow workers, and to become actively involved in programmes
to improve health and safety performance in the workplace. This all results in very high
level of motivation of employees at all levels.

Employees, people and products are more important at Nestlé than systems. Systems and
methods, while necessary and valuable in running a complex organization, should remain
managerial and operational aids but should not become ends in themselves. It is a
question of priorities. A strong orientation toward human beings, employees and
executives is a decisive, if not the decisive, component of long-term success.

Recommendations & Suggestions

We would like to suggest Nestle about its leadership to follow the rule of reinforcing
success and starving failure. Smart leaders know when to put further assets into products
and markets that are performing well and when it would be better to retreat from them.
Nestlé has a well-established management structure that is support by a strong reputation
in the industry. This, along with the fact that Nestlé is introducing many products into
many markets gives them the edge and flexibility to further fine-tune their management
in terms of Human Resources as well.