HRM Report on Nestlé History The key factor which drove the early history of the enterprise that would become The Nestlé Company was Henri Nestlé's search for a healthy, economical alternative to breastfeeding for mothers who could not feed their infants at the breast.
In the mid-1860s Nestlé, a trained pharmacist, began experimenting with various combinations of cow's milk, wheat flour and sugar in an attempt to develop an alternative source of infant nutrition for mothers who were unable to breast feed. His ultimate goal was to help combat the problem of infant mortality due to malnutrition. He called the new product Farine Lactée Henri Nestlé. Nestlé's first customer was a premature infant who could tolerate neither his mother's milk nor any of the conventional substitutes, and had been given up for lost by local physicians. People quickly recognized the value of the new product, after Nestlé's new formula saved the child's life and within a few years, Farine Lactée Nestlé was being marketed in much of Europe. Henri Nestlé also showed early understanding of the power of branding. He had adopted his own coat of arms as a trademark; in Swiss S wiss German, Nestlé means 'little nest'. One of his agents suggested that the nest could be exchanged for the white cross of the Swiss flag. His response was firm: "I regret that I cannot allow you to change my nest for a Swiss cross .... I cannot have a different trademark in every country; anyone can make use of a cross, but no-one else may use my coat of arms." Meanwhile, the Anglo-Swiss Condensed Milk Company, founded in 1866 by Americans Charles and George Page, broadened its product line in the mid-1870s to include cheese and infant formulas. The Nestlé Company, which had been be en purchased from Henri Nestlé by Jules Monnerat in 1874, responded by launching a condensed milk product of its own. The two companies remained fierce competitors until their merger in 1905. Nestlé is today the world’s leading food company, with a 135-year 135-year history and operations in virtually every country in the world. Their principal assets are n ot office buildings, factories, or even brands. Rather, it is the fact that they th ey are a global organization comprised of many nationalities, religions, and ethnic backgrounds all working together in one single unifying corporate culture. Their culture unifies people on a ll continents, with roughly half their factories and people located in the developing world. A qualified workforce, trained by Nestlé or emerging from a strong educational and industrial context, strongly influences the company’s ability to be globally competitive. The fair treatment and development of company compan y staff and the strengthening of the local workforce a re essential long-term investments. They reinforce the conditions for growth and sustained economic development in the locations where Nestlé operate s. Nestlé’s ability to employ thousands of people each year is an important contribution the company makes towards future generations, providing income to families
who can enhance their chances at better education, healthcare and standard of living for entire families and communities. INTRODUCTION OF NESTLE
Nestlé Corporate Business Principles will continue to evolve and adapt to a changing world, their basic foundation is unchanged from the time of the origins of their Company, and reflects the basic ideas of fairness, honesty, and a general concern for people. Nestlé is committed to the following Business Business Principles in all countries, taking into account local legislation, cultural and religious practices: * Nestlé's business objective is to manufacture and market the Company's products in such a way as to create value that can ca n be sustained over the long term for shareholders, employees, consumers, and business partners. * Nestlé does not favor short-term profit at the ex pense of successful long-term business development. * 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 a dditional guidance to staff in the form of voluntary vo luntary business principles is beneficial in order to ensure that the highest standards are met throughout 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 on going training and development are crucial. c rucial. * Nestlé continues to maintain its commitment to follow and respect all applicable local laws in each of its markets. Mission Statement At Nestlé, we believe that research can help us make better food so that people live a better life. Good Food is the primary source of Good Health throughout life. We strive to bring con sumers 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. Vision statement Nestlé aim is to meet the various needs of the consumer every day by marketing and selling food of a consistently high quality. The confidences that consumers have in our brands is a result of our company’s compa ny’s many years of knowledge in marketing, research and development, as well as continuity – continuity – consumers consumers relate to this and feel they can trust our products. MAIN PRODUCTS Good Food, Good Life: the key to health, nutrition and wellness. With over 140 years of experience and expertise, we take great pride in bringing b ringing you the best products because happy, healthy consumers are important to us. We develop our products keeping your preferences, tastes and needs in mind. We understand that
you, along with millions of other consumers, kno w that you can trust our products to deliver purity, quality, convenience and nutrition. Our products are carefully aligned to Pakistani tastes and needs. We're always trying hard to develop new products and improve existing ones, and serve our consumers better. That's why through constant renovation and innovation we're always testing or launching value added products and making them available in sizes that will suit every requirement. So explore the world of health with Nestlé products, and find out what suits your family's needs!
HUMAN RESOURCE
HR is dedicated to their employees, and ensures that they have all the right people with the right skills, in the right places at the right time. Understanding that their people are the bedrock bed rock of all their business strategies, it is their mandate to enhance their skills with cutting-edge training and provide them with world-standard facilities. They select flexible, innovative people who are ready to confront new challenges and make a difference. Their groundbreaking Management Trainee Programmed aims to develop talented young men and women and help them achieve their potential in a dynamic and enabling environment. Over a hundred people travel out of the country every year to take advantage of their international training and development events.
GETTING STARTED:
Nestlé is the world’s largest and most respe respected cted food company, and their success is built on their people. Their 140 years of experience has taught us that people are more important than systems & processes. They offer you an attractive and dynamic working environment where you'll find constant opportunities for development: a place where you can grow, learn, and fulfill their potential to the utmost. WHAT THEY BELIEVE IN: They are a people company. Their people are their greatest strength, and nothing can be achieved without their commitment and energy. At Nestlé Pakistan their opinion counts. Here you'll fit into a corporate culture that's based on a set of fundamental principles and values. These are: • High commitment to quality products and brands b rands • Respect of other cultures and traditions • Commitment Commitment to strong work ethic • Personal relations based on trust and mutual respect • Proactive cooperation • Being pragmatic rather than dogmatic • Favoring decentralization and networking • Being committed to work and quality
• Preferring the long-term perspective to short-term thinking They're proud of their traditions and heritage, and as times change, these core values keep evolving.
The Nestlé Difference At Nestlé you'll find their self in a dynamic and invigorating environment, surrounded by people who are passionate about their work. You'll feel empathized to contribute to the co mpany's business objectives and to achieve the ir own personal and professional goals. You and their colleagues shape and lead the organization – their energy is its greatest strength. Family & Female-Friendly Organization: Diversity is central to the nature of their business. As a global organization, Nestlé caters to the needs of diverse consumers. This is only possible due to the diverse backgrounds and interests of their people and their firm commitment to embracing diversity at all levels. When they employ staff, they make a commitment to provide them with good working conditions. Female employees and their employees' families know that Nestlé Pakistan has a friendly and caring attitude. They recently set up a day-care centre, and have established a comprehensive Maternity Benefits Scheme for their female employees.
Total Competitive Remuneration: At Nestlé you can be sure you'll get competitive and fair remuneration structures. Their remuneration is benchmarked against other organizations and surveyed on a regular basis to ensure that they remain competitive. Their pay and compensation strategy is tied to the achievement of their business objectives. This linkage helps us define a growth-oriented culture, making us the most preferred employer in the market. The benefits of working at Nestlé go beyond the financial. Here, you'll find a structure to help you fulfill their ambitions and support their lives.
Growth: New employees are given responsibility at an early stage, and high performers can develop fast. Their international and multicultural working climate is conducive to c reativity, innovation and personal development. And you'll get competitive working conditions, a compensation package and social benefits in line with their company's high standards. Here, you'll get the room to add value and make a real difference. If you're qualified and ready to confront new horizons, you'll have the chance for a truly international career. Learning: If you want to keep learning and improving every day of their working life, you might fit in very detail at Nestlé Pakistan.
From their very first day, you will start to acquire new skills that may take you to the very top, and to the furthest corners of the world. Here, you'll thrive in an environment of lifelong knowledge enrichment, where learning is a continuous process rather than an occasional programme or event. That's why you'll find their self working with people who want to know more, do more and achieve more – for themselves., and for the organization.
SAF ETY AT WORK
Nestlé is committed to being a leader in workplace safety and health. The Nestlé Occupational Health and Safety Management System (NSMS) was revised in line with the 2007 edition of the international standard OHSAS 18001 and reissued to all Nestlé operations, reinforcing our commitment that “Safety is non-negotiable”. They are also working towards external certification of ou r factories against OHSAS 18001. This will provide a common language around our health and safety management systems, and make it easier to demonstrate implementation of these standards to our stakeholde rs. The number of workplace injuries has been reduced. For example, in 2007 the number of injuries leading to one or more days away from work in Nestlé decreased to almost one quarter of that seen in 2001. Major focus on preventing accidents: Over the years, Nestlé has developed a strong network of local Safety, Health and Environment functions that develops and shares best practices in accident prevention across the world. Involving employees: Employees at all levels are employed to assume ownership of workplace safety. Behavior based safety programs are being implemented in all operational sites (including factories and distribution centers). Safety observations made by those most concerned are gathered and analyzed and measures to eliminate or manage risks are implemented. Tools to manage safety performance: Custom-made tools have been put in place to track workplace safety key performance indicators. Safety practitioners and managers have access to reports about their local performance and those of other sites, enabling easy internal benchmarking and identification of best practices. Safety at Work Award: In order to reinforce a culture of safety in the company Nestlé has created a 'Nestlé Safety at Work Award' 2008. Nestlé country or market o rganizations worldwide presented applications to the jury. Each country or market organized an internal safety award competition an d designates one champion team to participate in the Nestlé Safety Award. Local winners are recognized with Gold, Silver and Bronze awards and the global winners will be announced at the end of March. The winners are presented with their trophies at the Nestlé Market C onference. Nestlé Policy on Health and Safety at Work: Nestlé regards its people as its most valuable asset and places the highest priority on protecting
them. The Nestlé Policy on Health and Safety at Work is based on the Nestlé Corporate Business Principles, which are binding for the whole Nestlé Group. Prevention of work-related injury and illness Nestlé believes that work-related injuries and illnesses can be prevented. They integrate health and safety into management of the business by establishing local safety organizations that proactively advance a strong safety culture. Further, they implement worldwide our mandatory Nestlé.
Operational Safety, Health and Risk – Management Strategy, which meets or surpasses the requirements of the health and safety laws applicable in the countries in which they operate conduct risk assessments and take appropriate corrective action to minimize threats to human health and safety. Furthermore, they establish emergency and contingency plans to deal with residual risks. This approach also minimizes threats to the business, protecting our shareholders’ interests; continuously improve our performance by adapting processes, work practices and systems as a result of mo nitoring safety performance and analyzing accidents or occupational health problems.
Nestlé and third parties Nestlé understands the responsibility of the community and third parties in managing safety. Therefore, they communicate with relevant local c ommunities and their emergency services, providing them with adequate health and safety information on our operations. They encourage joint training and exercises with local emergency services where appropriate ensure that all third parties entering Nestlé sites have sufficient relevant information and training and are properly equipped to safely execute their tasks on our sites; regard health and safety management as an important consideration in supplier and contractor selection. Nestlé enforces this policy on third parties operating on our sites and encourages our suppliers and contractors to apply similar standards of Nestlé sites. Management leadership and employee involvement Nestlé recognizes the critical role of our 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. They 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 a ll levels to ensure that they are employed to avoid unsafe situations and to respond rapidly to une xpected events; setting targets and monitoring performance to drive continuous improvement of our achievements, while providing the needed resources to ensure a safe working environment. F urther, 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 programs to improve health and safety performance in the workplace.
Implementation Nestlé implements this policy through the Nestlé Operational Safety, Health and Risk – Management Strategy to ensure a consistent and coherent standard worldwide. However, the specific methods of managing health and safety at work depend on local social norms, practices and regulations. Local management is accountable to implement an adapted safety organization to comply with this policy.
The Nestlé Operational Safety, Health and Risk Management System, supports the Nestlé Operational Safety, Health and Risk – Management Strategy by guiding managers on the most effective implementation approach. Key Figures:
Tracking workplace injuries: Five-year Evolution: Nestlé started tracking injuries that lead to days away from work and/or to medical treatment at corporate level in 1998. This tracking covers approximately 275,000 employees and 50,000 contractors (those that work at Nestlé sites) across the world. Since then, significant progress has been achieved. In the period 2003-2007, the number of injuries with time away from work (for employees and contractors) per million hours worked reduced by 65%. RECRUITMENT WHAT THEY LOOK FOR: It takes a special sort of person to come and work at Nestlé Pakistan. That's why, when selecting candidates, the y 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 their intelligence, commitment an d 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. They 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 their studies, previous jobs, assignments, language theses and any other significant extracurricular activities and achievements, are also given the right. They look for candidates who can identify a problem, analyze it, look at different options, and come to reasoned conclusions. They 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.
Personality: To succeed at Nestlé Pakistan, you need more than professional knowledge. You need a flair for the field of activity of their choice, an open mind, and a willingness to dig in and learn new skills and ideas. They're 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. They want people who like to negotiate, even with very different partners, and to solve problems in complex situations. They 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.They seek people who can be objective in their assessment of themselves and of others.
Motivation: While they expect loyalty to their company, they expect their people to be critical and suggest improvements wherever necessary. They like people who are motivated themselves & can motivate others. What Will Make You Right for Nestlé? A Nestlé employee is characterized by creativity and dynamism. They don't only look for specialists, but people who have knowledge and skills in more than one field, with broad interests. To sum up, they want people with purpose and ambition, though not at the expense of others. They want people who take responsibility for their actions, who consider Nestlé their own business, and who show an entrepreneurial spirit. If you think you fit the Nestlé profile, you might b e just the person they're looking for!
Recruiting process: Applying for a current job / graduate program / 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 CVs:
They 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 filled. Register for our talent pool: If there is no job opening suitable for you, you can still register your details in o ur database. You will then be considered as a potential candidate for new up coming positions. They regularly review CVs and jobs to try to match registered candidates with job openings. You will only be contacted if they find a suitable match.
The Interview Process
Graduate Program Applicants Regular group interview sessions are held throughout the year for most of the Graduate Programs. This is a one-day sessions that consists of discussions about potential jobs an d 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 they’ll as how you likely fit Nestlé's culture and values.
Internships applicants: You will be interviewed by HR as the y’ll as a line manager. These interviews will generally focus on your background and motivation as they’ll as how you likely fit Nestlé's culture and values.
TRAINING Management Trainee Programmed: If you're young, bright and hard working, the Management Trainee Program may be the place for you. They hire fresh graduates as potential managers to develop new competencies and skills through on-the-job development. You'll be hired in one of various departments at inductee level on a 12-month training program. Once you've completed the program, you will be assigned independent responsibilities supporting the company's business needs. They begin sourcing Management Trainees in January. Preliminary interviews and screening is organized according to the graduation schedules of Pakistani and foreign universities, and are followed by interviews with senior management. Employee Nutrition Training Building a continuous nutrition learning culture within Nestlé is a key element in our journey to become a nutrition, health and wellness company, to provide profitable growth in the future. To support this objective, they have developed the NQ (Nutritional Quotient) training program for employees, based on the princi ple that nutrition is everybody’s business at Nestlé, irrespective of the area in which employees work. Nestlé’s expert nutrition knowledge is long-established, centered on the activities of Nestlé Nutrition and our R&D network. The NQ program is designed to widen and increase the knowledge base among employees in other job functions, giving everyone the confidence to apply this knowledge in their work. The program combines nutritional knowledge with co mmercial application. For example, when communicating with consumers about balanced diets, the knowledge gained by Nestlé employees through the NQ program will help mak e nutrition and wellness tangible to consumers, ensuring that Nestlé is regarded as a knowledgeab le partner in nutrition matters. Not only this - a major aim of the program is also to help employees make informed and healthy nutrition choices for themselves and their own families. A modular program NQ training comprises engaging modules suitable for all employees, from the Executive Board to plant operators, and leverages the nutrition expertise of Nestlé scientists and health marketing specialists. Implementation began in 2007, with Nestlé nutrition experts and marketing specialists taking part in "train the trainer" sessions across our zones to support the cascade of knowledge to all employees. Key to the success of the NQ training are interactive, customized modules designed to encou rage people to participate and put knowledge into action. These are tailored to specific needs:
Foundation module: a stand-alone program of learning and development for Nestlé employees whose jobs are principally non consumer or customer facing. Advanced module: core learning for staff who are engaged with external bodies and consumers/customers.
Specialist modules: place particular emphasis on understanding the consumer and application of the Nestlé nutrition and wellness strategy in specific product categories.
A complete toolkit The NQ program toolkit comprises a suite of materials for trainers, including training manu als and slide sets. For trainees themselves, learning takes place in an engaging way using a variety of media and formats, including interactive games, motivational video content and an on-line quiz. This is used to measure collective progress and to allow each trainee to evaluate, in an entirely confidential way, his or her personal lifestyle choices. The toolkit also comprises awarenessraising and motivational material that can be used and adapted to meet local needs, including posters, questionnaires and certificates. Ongoing development As nutrition and our insights into nutrition evolve, so too will our NQ Nutrition training, helping Nestlé employees to keep abreast of new developments and maintain a high level of credibility through the breadth and depth of our nutrition expertise. Internships: Internships are a great way to apply the knowledge and skills you are developing at university and get experience in a leading corporation. They offer project-based internship positions in various departments at Nestlé Pakistan. You may be hired as an intern at various points during their academic career: during undergraduate study or graduate school. Most internship assignments are offered during the summer months and generally run for 6 to 8 weeks. At the end of the internship you will be required to submit a project or program report to the company on the topic assigned to you at the beginning of the internship program. If you impress us with their talent & hard work, you may be considered for emp loyment opportunities after you have completed their studies.
The Nestlé Human Resource Policy This policy encompasses those guidelines which con stitute a sound basis for efficient and effective HR Management in the Nestlé Group around the world. They are in essence flexible and dynamic and may require adjustment to a variety of Circumstances. Therefore its implementation will be inspired by sound judgment, compliance with local market laws and common sense, taking into accounts the specific contex t. Its spirit should be respected under all circumstances. As Nestlé is operating on a worldwide basis, it is essential that local legislation and practices be respected everywhere. Also to be considered is the degree of development of each market and its capacity to advance in the management of their human resource. Should any HR policy conflict with local? Legislation, local legislation will prevail. These policies are addressed to all those who have a responsibility in managing? People as they will as to HR professionals??
The Nestlé Management and Leadership Principles include the guidelines inspiring all the Nestlé employees in their action and in their dealings with others. The Corporate Business Principles refer to all the basic principles which Nestlé endorses an d subscribes to on a worldwide basis. Both these documents are the pillars on which the present policy has been built. A SHARED RESPONSIBILITY: HR managers and their staff are there to provide professional support in handling people matters but should not substitute themselves to the responsible manager. Their prime responsibility is to contribute actively to the quality of HR management throughout the organization by proposing adequate policies, ensuring their consistent application and coherent implementation with fairness. Acting as business partners, the HR manager ad vises and offers solutions which results in positive impact on the organization’s effectiveness. Furthermore, she/he proposes best practices and provides state-of-the-art support and counseling to her/his colleagues. Together they act as co-responsible partners for all HR matters. This partnership is the key for efficiency in people management. The communication skills of the HR staff must be appropriate to deal with all delicate matters as they occur frequently in human relations issues. They gain their credibility not only from their professional contribution but also through the care and the excellence of their communication skills. CAREER MANAGEMENT JOINING NESTLE: The Nestlé Human Resource Policy 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 h ire 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 recruitment. Each new member joining Nestlé is to become a participant in developing a sustainable quality culture which implies a commitment to the organization, a sense for continuous improvement and leaves no place for complacency. Therefore, and in view of the importance of these Nestlé values, special attention will be Paid to the matching bettheyen a candidate’s values and the Company culture. Hence, a clear communication of these principles and values from the very beginnin g of the recruitment process is required. Moreover, for managerial positions specific leadership qualities and business acumen will be required. Nestlé wishes to maintain and develop its reputation as an employer of high repute. Contacts with universities, attendance at recruitment events and other contacts are to be undertaken so as to ensure good visibility of the Company vis-à-vis relevant Recruitment sourcing. Particular care will be given to the treatment of each Candidacy regardless of the outcome of the selection process. Even when promoting employees intensively from within the organization, it is the role of management and HR to keep an eye on valuable candidates from outside and to Benchmark internal skills with external offers. Whilst adequate recruitment tools may improve the hiring process, it is understood tha t the decision to hire a candidate remains in the hands of the responsible manager Supported by the
HR staff. Under no circumstances should the decision to hire or not to hire be left in the hands of an outside consultant or expert. As mentioned in the Nestlé Management and Leadership Principles, only relevant skills and experience and the adherence to the above Principles will be considered in employing a pe rson. No consideration will be given to a candidate’s origin, nationality, religion, race, gender or ag e. It is as important to hire the right person as it is to integrate newcomers in the organization so that their skills and behavior can merge smoothly with the Company culture. Whereas from new employees it is expected to respect their compan y’s culture, it is accordingly required from all employees to show an open mind towards new ideas and proposals coming from outside. EMPLOYMENT AT NESTLE The Corporate Business Principles outline the Company’s commitment to fully endo rse and to respect a series of principles and inter national conventions concerning employee’s rights, the protection of children against child labor and other important issues. These principles are to be respected everywhere and under all circumstances. The management will implement the necessary processes to ensure that these principles are enforced at all levels. Employees who are not abiding with the Corporate Business Principles and the Nestlé Management and Leadership Principles cannot be maintained in employment and will be requested to leave the organization. Also their main suppliers and providers of out sourced services should be informed of the Corporate Bu siness Principles and should comply with those. Nestlé provides a working environment which protects the health and there welfare of the employees according to the highest? Affordable standards of safety, hygiene and security. Each employee should not only Care for her/his own safety but also that of her/his colleagues. Therefore, sug gestions for improvement are they come and will be given prime consideration. In the same way that no discrimination for reason of origin, nationality, religion, race, Gender or age will be tolerated when joining Nestlé, no such discrimination will be tolerated towards Nestlé’s employees. Furthermore, any form of harassment, moral or sexual, will not only be prohibited but actively tracked and eliminated. Internal Rules and regulations will explicitly deal with discrimination and harassment issues so as to obtain the best po ssible prevention. Nestlé considers that it is not enough to avoid discrimination or harassment. It is essential to build a relationship based on trust and respect of emplo yees at all levels. Therefore, it is indispensable for each manager to know how her/his employees feel in their work. In larger units it may be necessary to organize such feedback on a regular basis, using internal surveys or other v aluable approaches. Nestlé favors a policy of long-term employment. Whenever, an operation activity cannot be maintained within the Nestlé sphere, reasonable steps will be undertaken to a void overall loss of employment by identifying an external Business willing to take over activity from Nestlé, whenever this is possible. If this is not possible, a closing down may be unavoidable. It will be handled in full respect of local legislation and of the Corporate Business Principles. A social plan will be elaborated taking into account the legitimate interests of the concerned staff. Reasonable efforts will be deployed to reduce, as much as possible, the negative Social impact of such a situation.
Knowledge transfer:
Knowledge Transfer is about making the very best out of our huge intellectual assets and resources and ensuring that this information is shared with our partners and within our communities. The research and business models that have proved of great success within Nestlé have b een taken on into communities and used to enable and their other businesses and initiatives. The most recent example of this is the participation of Nestlé in donating funds for the drilling of deep wells and the installation of 22 community water supplies to provide clean and safe water for some 40 000 people. The funds are also be used to train community structures on maintaining the pumps and improve overall hygiene practices. The project is under the umbrella of the International Federation’s Global Water and Sanitation Initiative (GWSI) launched in 2005, which has set a framework for scaling-up action and partnership to contribute to the UN Millennium Development Goals, in particular the goal to reduce by half the number of people without sustainable access to safe water and sanitation by 2015. Listening and responding to employee views Businesses throughout Nestlé listen and respond to employees. Nestle globally cond ucted an independent survey, which provided constructive feedback from employees on a range of topics. A clear finding was that Nestle employees wanted the business to take a fresh look at internal communication. Nestle responded firstly by running structured workshops to help translate opinions into action. Various initiatives they are implemented as a result. These range from new opportunities to meet and share ("mystery lunches" and mon thly departmental meetings) to improved information sources (intranet and publications library). Nestlé is conducting a global employee survey. This is currently underway, and they will be able to report on it in future publications. Work/Life Balance: At Nestlé they believe that the employee’s private and professional life should have a good balance. Not only because it reinforces employee’s satisfaction, loyalty and enhances Productivity but also because it positively reflects on the Company’s reputation. It helps attracting and retaining people and reconciles economical imper atives with they’ll being. Nestlé is willing to support employees who wish to take an active part in the life of the community or by assuming responsibilities in professional, civic, cultural, religious or voluntary organizations it being understood that any activity during working theirs be first approved by the Comp any. In the same spirit, Nestlé provides flexible working Conditions whenever po ssible and provides its employees to have interests and motivations outside work. PROFESSIONAL DEVELOPMENT: Learning: Learning is part of the Company culture. Ea ch employee, at all levels, is conscious of the need to upgrade continuously her/his knowledge and skills. The willingness to learn is therefore a non-ne gotiable condition to be employed by Nestlé. First and foremost, training is done on-the-job. Guiding and coaching is part of the responsibility of each manager and it is crucial to make each one progress in her/his position. When formal
training programs are organized they should be purpose oriented and designed to improve relevant skills and competencies. Therefore they are p roposed in the framework of individual development programs. As a consequence, Attending: A program should never be considered as a reward. Adequate training programs are developed at the level of each operating company capitalizing on the availability of local, regional or global resource of the Group. It is the responsibility of HR staff to assist the mana gement in the elaboration of training programs. Great importance will be attached to programs enhancing the language skills of the employees. Training programs organized at the International Training Centre Rive-Reine aim at developing and sharing best practices of the various management disciplines practiced in the Group. They also strive to strengthen corporate cohesion as they’ll as to promote networking throughout the Group. Training pro grams should, as much as possible, be based on action learning and reduce ex-cathedra teaching to the strict minimum. It is necessary to make optimal use of e-learning programs as a complement to or a substitute for formal training programs. According to needs they should be made available at shop floor level and enlarge the access to training. It is the role of each manager to assess progress achieved as a result of training Programs. Assessing and Developing each employee is in charge of her/his own professional development. However, the Company endeavors to offer the opportunity to progress for those having the determination and the potential to develop their capabilities. Such opportunities should take into account the potential of each employee and be discussed with transparency. They will be based on defined possibilities, concentrate on the next career step and not on vague promises or remote hypotheses. The Compan y provides its employees to express their objectives and expectations in an open dialogue. The objective is to retain and motivate employees by offering attractive but realistic career moves allowing them to develop their skills over a long-term period within the framework of economic rea lity and a changing environment. Whereas succession plans forecast the Company needs, they will be reconciled, inasmuch as possible, with individual development plans. HR management provides the support for implementing the necessary planning tools, having in mind the necessary flexibility to cope with unforeseen situations. However, it is understood that each man ager is co-responsible for preparing. The resource necessary to the development of the Company as this is also part of his accountability. Regular counseling and guidance are the best tools for improving performance and for helping people develop their skills. It also allows to correct errors swiftly and to transform them into a positive learning experience. In an organization with flat structures this supports better delegation. Direct personal contact should always been given preference over written communication whenever possible. Each manager has the duty to act as a mentor for his employees. Formal assessment should take place on a regular basis, preferably once a year. Its purpose is to provide feedback on past performance and future potential as they’ll as on other relevant aspects concerning a staff member’s work including the development of his skills and competencies. Both the positive and negative aspects of individual performance should be frankly addressed. Assessment of performance should be based on facts rather than opinions. For managerial positions, assessment will be based essentially on agreed obj ectives and their level of achievement. Efficient performance management emphasizing the achievement o f agreed Objectives is a prime
responsibility for each manager. The necessary time should be dedicated to the monitoring and the follow-up of the progressive achievement of objectives during the year. This feedback is meant to stimulate performance and should take place through an open dialogue based on mutual trust and willingness to progress. It is requested to provide written evidence of such meetings. Focus should be essentially on continuous improvement, appropriate training measures but also on shaping a Stimulating working environment. In case of serious underperformance, a termination of employment should be envisaged. Such termination should be handled with due respect of the person and should include, where appropriate, separation terms that take into account the employee’s personal situation. When assessing potential it should be kept in mind that the best indicator of talent is achievement. Therefore responsibility should be given as early as reasonable to allow people to prove themselves. Candidates for managerial positions should clearly have demonstrated their willingness and ability to appl y the Nestlé Management and Leadership Principles. Promotions will exclusively be based on competence, insight, performance and potential with the exclusion of any consideration for origin, race, na tionality, gender, religion or age. Flexibility is a requirement for ensuring a positive professional evolution. Staff may be requested to move to other positions. Managers, especially international staff, may be asked to m ove to other locations. International experience and participation in group d evelopment initiatives such as GLOBE, SMPT and others can be acquired in all countries of the Group and are a requirement for holding high-level positions. The development of expertise in specific areas of competence is determinant for the Company’s success. Therefore job rotation should b e practiced with caution. Whilst job rotation might be useful under certain circumstances, it should n ot result in threatening their expertise in key areas of Professional Development.
Industrial relations: Nestlé upholds the freedom of association of its employees and the effective recognition of the right to collective bargaining. Nestlé wishes, also through its relationship with unions an d other representative associations, to sustain the long-term development of the Co mpany, both to the benefit of the employees and of the Company, by maintaining a level of competitiveness adapted to its economic environment. Industrial relations are a clear responsibility of local management and will be handled at the appropriate level: first at site level (factories, warehouse) subsequently at regional or national level, according to lo cal law and practices. Nestlé will ensure that direct and frequent communication is established with its employees, both union members and non-members, as mentioned in the Nestlé Management and Leadership Principles. Relations with unions will be established under strict observation of national law, local practices as they’ll as those international recommendations to which Nestlé has adhered to on a voluntary basis as stated in the Corporate Business Principles. Contacts with union delegates should create a further opportunity to provide information allowing their members and other representative associations to acquire a full understanding of the business activities and the goals of Nestlé. In accordance with local legislation, Nestlé will refrain from any action restricting the employee’s right to be or not to be affiliated to a union. Nestlé will not engage with any union or other representative association in activities or discussions other than those relating to employment and working conditions as they’ll as issues relating to the workplace. Whenever negotiations take place, they will be duly prepared with the full involvement of line management and take into account both the Company’s and the
employees’ legitimate interest. In dealings with unions, it will be ensured that mana gement prerogatives be properly maintained. The fact that Nestlé is more people and product than systems oriented is reflected in the way HR is functioning and is organized. Processes and systems as they’ll as professional HR tools are there to support HR management but never to the detriment of the human dimension. The human perspective should be present at all times and under all circumstances. The HR function should report to the manager responsible for a defined operation (Region, Market, Country, and Factory) with a functional relation to the market HR ac cording to the size of that operation. The HR manager should not only have the skills and competencies from a purely professional standpoint but also have the charisma and the credibility to be a trustworthy partner to h er/his colleagues. Whereas the HR function should ind eed provide flawless administrative support, its main role is to add value to the business and to play a proactive role in every situation where HR action is required. Specific HR KPI’s are useful in assessing the p erformance of an HR unit. However, it should be kept in mind that the HR contribution aims in the first place at optimizing the overall company performance through improving people performance. With the evidence that the human capital is of increasing importance, HR plays indeed a pivotal role in the conception and implementation of the people strategies that impact financial results an d the organization’s overall reputation and effectiveness. The Nestlé Spirit: You could be forgiven for expecting to see a mission statement here, summing up our beliefs and principles in a few slick phrases. But that's not the approach they take. Nestlé is not like other companies. They have 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. To engender the unique spirit that permeates the entire Nestle Group:
They believe in people, rather than systems They are committed to creating value for our shareholders, but they will not favor shortterm profits at the expense of long-term business development They are as decentralized as our basic policy and strategy decisions will allow They are committed to continuous improvement rather than d ramatic, one-off changes Above all, they are pragmatic and not dogmatic If these are values that strike a chord with you, spare a few minutes to read through the questions below. If you can tell them all with 'yes', they'd like to hear from you.
Do you look forward to change? Nestlé is proud of its traditions and heritage. But that doesn't mean they are stuck in the past. To keep us ahead in the ever-changing food industry, they are constantly driving forward the boundaries of our industry. Our people must be:
creative excited by the future
flexible
Are you open minded and ready to learn - every day of your career?
They are committed to the continual training and personal development of our 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 our business depends on finding people who are ambitious for themselves and for our 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 endeavors 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, they need people who:
respect other cultures embrace diversity never discriminate on any basis
Are you ready to be the best? Whether they are creating a product to fulfill a nutritional need, or a chocolate bar that's purely for pleasure, Nestlé is only satisfied with the best. They exp ect that same commitment to quality from our people. So get in touch with us if you are:
enthusiastic dedicated ready to be part of our success
Many other companies say that people are their most precious asset. They know that what makes our company unique is our staff: the people who share our 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 provid ing response to individual human needs the world over.
Corporate Business: Nestlé is committed to the following Business Principles in all countries, taking into account local legislation, cultural and religious practices: Nestlé's business objective, and that of management and employees at all levels, is to manufacture and market the Company’s pr oducts in such a way as to create value that can be sustained over the long term for shareholders, employees, consumers, business partners and the large number of national economies in which Nestlé operates; Nestlé does not favor short-term profit at the expense of successful long-term business development, but recognizes the need to generate a healthy profit each year in order to maintain the support of our shareholders and the financial markets, and to finance investments; 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 operates in many countries and in many cultures throughout the world. This rich diversity is an invaluable source for our leadership. No single document can capture every legal obligation that may be required in each of these countries. Indeed, there may be conflicting legal requirements. Nestlé continues to maintain its commitment to follow and respect all applicable local laws in each of its markets. If an interpretation of an ything contained in this document is construed as contrary to local laws, such interpretation should not be followed in that country Nestlé Corporate Business Principles: Nestlé is committed to the following Business Principles in all countries, taking into account local legislation, cultural and religious practices: – Nestlé’s business objective, and that of management and employees at all levels is to manufacture and market the Company’s products in such a way as to create value that can be sustained over the long term for shareholders, employees, consumers, busines s partners and the large number of national economies in which Nestlé operates. – Nestlé does not favor short-term profit at the expense of successful long-term business development, but recognizes the need to generate a healthy profit each year in order to maintain the support of our shareholders and the financial markets band to finance investments; Nestlé recognizes that its consumers have a sincere and legitimate interesting 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 o f 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 on going training and development are crucial;
Nestlé operates in many countries and in many cultures throughout the world. This rich diversity is an invaluable source for our leadership. No single document can capture every legal obligation that may be required in each of these countries. Indeed, there may be conflicting legal requirements. Nestlé continues to maintain its commitment to follow and respect all ap plicable local laws in each of its markets. If an interpretation of anything contained in this d ocument is construed as contrary to local laws, such interpretation should not be followed in that country. National Legislation and International Recommendations: Nestlé emphasizes that, as a minimum, its employees must comply with the laws applicable in the countries in which it operates. Nestlé ensures that the highest standards of responsible conduct are met throughout the organization, by complying in a responsible way with the Nestlé Corporate
Business Principles: That guide Company activities and relationships worldwide in each sector of business interest. Nestlé supports and publicly advocates the United Nations Global Compact and its nine principles, an initiative of the United Nations Secretary-General. The Global Compact asks companies to embrace, support and enact, within their sphere of influence, a set of core values in the areas of human rights, labor standards and the environment. Nestlé recognizes that increasing globalization is leading to the development of more and more international recommendations. Although, as a general rule, these recommendations are addressed to governments, they inevitably impact o n business practices. Among others, Nestlé has incorporated relevant International Labor Organization Conventions. Nestlé endorses relevant commitments and recommendations for voluntary self regulation issued by competent secretarial organizations, provided they have been developed in full consultation with the parties concerned. These include the International Chamber of Commerce (ICC) Business Charter for Sustainable Development. Also, Nestlé uses the revised Organization for Economic Co-operation and Development (OECD) Guidelines for Multinational Enterprises, for its Corporate Business Principles. Consumers: Nestlé aims to create value that can be sustained over the long term by offering consumers a wide variety of high-quality, safe food products, at affordable prices. The Nestlé Seal of Guarantee is its basic promise to the consumer. Nestlé believes that consumer communications such as advertising play an important function in enabling consumers to exercise their right to informed choice. The Company is committed to responsible consumer communications that: do not mislead as to the benefits derived from use of the product; – do not exploit violence, sex or profanity; – do not depict discriminatory or offensive attitudes to religious, political, ethnic, cultural or social groups; – avoid demonstrations that encourage dangerous or inapp ropriate use of the product; – do not portray competitors’ products inaccurately, nor deni grate competitors’ products; – avoid the exploitation of media events that could be in bad taste. In addition to the above
principles, Nestlé does not sponsor consumer communication vehicles such as television and radio programs or magazines whose strategy of attracting readers is to exploit violence, sex or offensive attitudes to consumers. When collecting consumer data, Nestlé co mplies with applicable data protection regulations and applies Nestlé standards where specific legislation is not yet in place.
Children as Consumers Nestlé has developed the following principles for advertising to children: – Advertising to children should not attempt to undermine the authority, responsibility or judgment of parents or care providers; – Advertising to children should not portray children in unsafe situations no r encourage them to accept invitations from people they do not know; – Communications should not demonstrate either unsafe or irresponsible consumption. As programming is increasing in importance as a marketing communications vehicle, the principles applied to other forms of communication will be applied here.
Human Rights: Nestlé fully supports the United Nations Global Compact’s two guiding principles on human rights. Nestlé therefore: Supports and respects the protection of international human rights within its sphere of influence (Principle 1) And ensures that its own companies are not complicit in human rights’ abuses (Principle 2) Nestlé aims to provide an example of good human rights’ practices throughout its business activities and has an interest in encouraging the improvement of social conditions, which are an important factor for sustainable development. Nestlé also recognizes that gov ernments are ultimately responsible for the establishment of a legal framework for protecting human rights within their markets. Nestlé expects each market to respect and follow the local laws and regulations concerning human rights’ practices. Child Labor: It is generally acknowledged that the causes of child labor are complex and include poverty, differing stages of economic development, social values and cultural circumstances. Nestlé believes policy development must take into account the social and legal situation of individual countries. Action to eliminate child labor must be guided by the best interests of the child, as illconsidered policies and commercial measures can make the situation worse for children. Therefore, Nestlé: – is against all forms of exploitation of children. The Company do es not provide employment to children before they have reached the age to have completed their compulsory education, as defined by the appropriate authorities, and ex pects its business partners and industry suppliers to apply the same standards; – abides by national laws in all countries which it has operations and complies with the International Labor Organization (ILO) Convention 138 on the Minimum Age for Employment and the ILO Convention 182 on the Worst Forms of Child Labor. The ILO recommendations are based on the United Nations Convention of the Rights of the Child (Article 32); – offers its co-operation with the relevant United Nations agencies, governments an d the
business community in their efforts to deal with the problem of child labor, which include the encouragement of universal primary education and all aspects of economic development worldwide. Business Partners: Nestlé insists on honesty, integrity and fairness in all aspects of its business and expects the same in its relationships with all business partners and suppliers of materials, goods and services. Nestlé therefore supports and applies: – The International Chamber of Commerce revised rules on extortion and bribery in international business transactions, which recommend governments to prohibit extortion and bribery for any purpose (adopted by the ICC Executive Board on March 26, 1996); – OECD Recommendations on Bribery and International Business Transactions of May 1994 and the OECD Convention to counteract corruption, which was signed by all the member countries and by Argentina, Brazil, Bulgaria, Chile and Slovakia in 1997 (the signatories undertake to consider corruption of foreign officials a penal act under their national law); – Nestlé also supports OECD efforts to have non-member nations adhere t o the OECD recommendations for fighting against corruption. RELATIONSHIPS
Relationship with Suppliers Nestlé aims to deal only with reputable suppliers who are willing to apply Nestlé quality standards. Supplier relationships are benchmarked and evaluated with the objective of striving for continued improvement in the areas of quality, service, etc. As a relationship between a supplier and Nestlé strengthens and progresses, it may evolve into one of preferred supplier status. Key suppliers with which Nestlé has a contractual relationship are aud ited in order to ensure that they comply with the Nestlé Corporate Business Principles or that they are working actively to achieve compliance. Whenever instances of non-compliance are brought to the Company’s attention, Nestlé will demand that corrective measures be initiated. Nestlé personnel will maintain the highest standards of integrity and professional competence in all business relationships. Sanctions will be applied in the event of misconduct or abuse of established corporate standards and guidelines. Competition: Nestlé supports free enterprise and therefore competes fairly and recognizes other companies’ equal rights to do so. The Company supports the development of competition laws to protect this principle. In particular: – Nestlé sets its commercial policy independently and does not fix prices in agreement or collusion with competitors; Nestlé does not allocate customers, territories or product markets in agreement or collusion with competitors; – Nestlé deals fairly with its customers and suppliers, in accordance with competition laws; – Nestlé will look towards mergers and acquisitions as a means to improve its effectiveness, not to restrict competition;
– Nestlé’s trade payments are based on customer efficiencies and services provided. External Relations Authorities: Nestlé supports ongoing dialogue between all industry sectors in which it is active and the appropriate government and regulatory authorities at both national and international levels, in order to promote and implement relevant legislation, regulations and/or agreements which protect the rights of the consumer while ensuring a healthy, competitive environment. Business Relations: Nestlé’s business relations are based on the principles of mutual trust, fairness and professionalism in the context of a free-market econom y. Academic/Professional Relations: Nestlé encourages two-way communication and co -operation with academic and professional bodies to foster continual updating of knowledge for mutual benefit, leading to the constant improvement of the Group’s products, policies and services. Financial: Nestlé communicates openly, directly and accurately and takes advantage of appropriate communication tools to ensure that information is available simultaneously to the financial community and general public. No individual or institution is given preferential treatment. Local Communities: In addition to the direct investment and employment provided throughout the world, Nestlé contributes in many countries to th e well-being of local communities in other ways. The personal involvement of Nestlé people in many projects, together with financial assistance and sharing of know -how with local organizations helps to develop long-term community relations and mutual understanding. Non-Governmental Organizations: Nestlé engages in dialogue with non-governmental organizations that have a record of constructive engagement and principled behavior. They encourage discussion that can result in improved understanding and collaboration in the economic, social and environmental betterment of the community. Nestlé is involved in project partnerships with a significant number of non-governmental organizations. Internet Privacy Polic y: The Internet is changing the way of doing business. It concerns business-to- business relations and also the Company’s interaction with consumers. In this respect Nestlé S.A. has an Internet Privacy Policy which is available on the Corporate They site. This policy aims to protect the privacy of the users; it covers, for instance, the accessing, deleting or correcting of information, the security of information, and relates also to tracking technologies. Nestlé supports industry self-regulation and respects the local laws of the markets it serves in this domain. Protection of the Environment Since its early days Nestlé has been committed to environmentally sound business practices throughout the world and continues to make substantial environmental investments. In this way Nestlé contributes to sustainable development by meeting the needs of the present without compromising the ability of future generations to meet their own needs. The Nestlé
Policy on the Environment underlines this commitment. Nestlé also adheres to the International Chamber of Commerce (ICC) Business Charter for Sustainable Development. This Charter requires the establishment of policies, programs and practices for conducting ope rations in an environmentally sound manner. Nestlé fully supports the United Nations Global Compact’s three guiding principles on environment. Nestlé therefore:
Supports a precautionary approach to environmental challenges (Principle 7) Undertakes initiatives to promote greater environmental responsibility (Principle 8) Encourages the development and diffusion of environmentally friendly technologies (Principle 9) Nestlé: – integrates environmental policies, programs and practices into each business as an element of management in all its functions; – develops, designs and operates facilities and conducts its activities taking into consideration the efficient and sustainable use of renewable resources, the minimization of adverse environmental impact and waste generation, and the safe and responsible disposal of residual wastes; – respects and complies with existing laws and regulations in local markets c oncerning environmental issues; – applies Nestlé internal standards suitable to local conditions in those regions where specific environmental legislation is nonexistent or insufficient; – improves environmental protection relevant to its activities on a continuous basis; – provides appropriate information, communication and training to build internal and external understanding about its environmental commitment and action; – supports professional associations such as the International Chamber of Commerce and the World Business Council for Sustainable Development in their work relative to environmental protection, as they’ll as efforts to set up environmental management guidelines; – establishes environmental objectives, monitors progress, checks results and defines future actions. This activity, carried out by Nestlé specialists, ensures the continuous improvement of environmental performance throughout the supply chain, from producing and purchasing of raw materials, to manufacturing, packaging, distribution and finally to the consu mer. Agricultural Raw Materials
Agricultural raw materials, principally milk, coffee, cocoa, cereals, vegetables, fruit, herbs, sugar and spices, are vital factors affecting the quality an d costs of Nestlé manufactured food products and, as a consequence, the Company’s business performance. Sourcing strategies and production methods are subject to an ever-changing environment. New technological developments in the field of agriculture, changes in agricultural policies or trade regulations, ne w technologies in food processing, and evolving consumer preferences, mean that Nestlé must adapt its sourcing strategies accordingly. This is a continuous process. Governments and/or p olitical institutions regulate farming and the trade of farm products. B ecause of the effect of such regulation on pricing, availability, domestic and international trade, and on the economic, social and ecological aspects of farming and consequently on food safety and quality aspects, Nestlé engages in constructive dialogue with government institutions (primarily through professional organizations), and co-operates with local authorities. In this context Nestlé: – supports farming practices and agricultural production systems that are sustainable; that is those practices and systems that satisfy long-term economic, ecological and social requirements; – sources its agricultural raw materials either through trade channels or directly from farmers and is not engaged itself in its own commercial farming activities; – supports mechanisms that contribute to a more regular income for farmers; – Where appropriate, provides agricultural assistance to farmers in order to:
- transfer know-how - ensure ongoing supply at competitive conditions - obtain raw materials that meet quality and safety specifications – supports an agricultural production system that is economically viable, socially accep table and ecologically sound and therefore encourages sustainable farming practices; – supports the application of new technologies and advances in agricultural science, including the opportunities offered by today’s bioscience when their positive effect on food safety, environment, agricultural practices and production efficiency are scientifically confirmed and accepted by consumers; – recognizes the importance of genetic diversity as a pillar for future developments in agriculture and life science, and supports its preservation as a public good.
Agricultural services: Nestlé has a long tradition of helping the farmers who provide our raw material. Nestlé Pakistan is committed to continuing this tradition; they consider it a way of engaging in a mutually profitable partnership with our suppliers. Thus, ever since they took over the milk collection system in 1992, our Agricultural Services have endeavoured to help the farmers of the milk district with their husbandry. Better animals means there will be better milk. They gain a reliable supply of high quality milk, but the greatest benefits, both immediate and long-term, are to the farmers themselves.
Agricultural raw materials procured directly from farms The decision to establish or maintain a direct procurement system depends on a number of factors. They include: – Company requirements in terms of quality, safety, quantity and cost; – Proprietary characteristics of individual raw materials; – Reliability in supply and the local conditions for sustainable production. Direct procurement provides the following benefits to farmers and co-operatives: – An understanding of Nestlé’s quality and safety requirements; – Objective and transparent evaluation of raw material quality; – transparent price policy providing farmers a reference level of prices for their raw materials, thus leaving them with the choice as to where to sell their produce; – Quality premiums that encourage farmers to achieve and maintain high quality standards. If warranted, Nestlé may assist farmers to improve their quality, yield and eco nomic competitiveness. Corporate Social Responsibilities
They believe that every single company, no matter where in the world it operates, ought to be fully integrated into the local social, cultural & econ omic life. They must be good corporate citizens, and give back to the societies to which they belong. There are two ways of fulfilling our responsibility and practicing corporate S ocial Responsibility: v Through social investments: giving to charities, leading and supporting cultural or welfare initiatives.
v Through the realization that businesses create social and environmental impacts, both positive & negative, through the daily operations of their value chain. Our operations throughout the world are committed to making full use of these tools. Thus Nestlé people everywhere are involved in the many programs and projects they have designed to strengthen local communities and nations. They are heavily involved in projects relating to our own areas of expertise, such as nutrition education & research, health projects, and agricultural assistance. In times of crisis they are often amongst the first on the scene to help with humanitarian relief aid and food donations. To help culture & society flourish, they do our best to encourage a host of other activities: they support charities, education and training initiatives, art and cultural events, sport events and HIV/AIDS prevention. Responsibility to society: Taking the Nestlé concept of corporate Social Responsibility to heart, they are deepl y involved in social investment and humanitarian aid. v They are committed to Pakistan's long-term betterment, and strictly follow the code of corporate governance: v They deal fairly with stakeholders. v Serves our consumers through safe, high qu ality products & communicate with them responsibly. v Adhere to environmentally safe industrial practices v Actively involved in several social action p rograms (SAPs) to improve the lives of our country's under-privileged people. v They adhere to the global Nestlé philosophy of Creating Shared Value. Our dairy suppliers in the Punjab's milk district can attest to the agricultural and techni cal support they offer them. v During our manufacturing process they are c areful to minimize environmental impact and value employee welfare highly. v Finally, they try to benefit our consumers by spreading awareness about health y nutrition and lifestyles as they’ll as constantly developing or improving existing products for health, nutrition and wellness.
Responsibility to environment: In line with Nestlé's global commitment, Nestlé Pakistan is dedicated to pl aying its role in helping to protect the environment. The y comply with the Environmental Act (1997), and try to ensure that at every stage of our operations, the environmental impact is minimal. Thus, at the raw materials stage, they support sustainable agricultural and dairy farming practices, including environmental protection. When it comes to production, all our factories try to maximize eco-efficiency, i.e. increase production while minimizing resource consumption, waste and emissions. Our factories are equipped with complete testing and monitoring facilities for waste and air emissions. To eliminate air pollution, they have stopped u sing heavy fuel oil in our factories, which are now run on clean natural gas. This has reduced our emissions into the atmosphere to they’ll below the legal limits. Our Sheikhupura & Kabirwala factories have elab orate water treatment systems to prevent
wastewater from polluting the environment. Natural gas incinerators at our Sheikhupura & Kabirwala factories are used to safely dispose of material that cannot be recycled & dumped. Our factories have environment committees to manage routine en vironment issues and review performance. Environmental impact assessment is done in advance for every new project and measures are adopted to minimize adverse impacts o n the environment. Our employees regularly undergo training to inculcate awareness about en vironment-friendly practices. Earthquake Relief
In October 2005, the biggest natural calamity in our history struck Pakistan. Thousands died and millions they are left homeless after a massive earthquake hit our mountainous northern areas. In step with the rest of the nation, Nestlé Pakistan responded immediately, putting its infrastructure and resources to work in the affected areas. First response: When the earthquake struck, Nestlé Pakistan responded instantly, even before the magnitude of the disaster had dawned upon the nation. They immediately donated food and beverage items. Within two days, they had established a crisis committee under the supervision of our Managing Director. The same day, the management team left to visit the affected areas, and by 11 October, the first six Nestlé trucks left our factories, bearing bottled water, powdered an d UHT milk and ready-to-cook MAGGI noodles. Instead of burdening the government and relief agencies, they aggressively reactivated our own shattered distribution channels to bring supplies to the people who needed them most and established six camps to distribute relief goods. Despite blocked roads, grave logistical challenges & an atmosphere of fear and suffering, our teams, consisting of about forty Nestlé employees and distributors, they went out and distributed Nestlé products to the affecters. Within two days our teams reached the worst-hit areas around Muzaffarabad, Bagh and Mansehra. They worked in collaboration with the Pakistan Air Force and arranged for supplies to be airdropped to the most inaccessible areas. Other teams of Nestlé volunteers supported relief work undertaken b y other agencies around the affected areas. As a result of our swift and carefully planned a ction, they are able to distribute 80 trucks of goods, worth Rs 20 million. Two 10-ton trucks of drinking water they are dispatched to Muzaffarabad Hospital, and our volunteer teams en sured that goods they are distributed fairly and efficiently to those who needed them most. After a month: After the crisis comes a time for rebuilding shattered lives. Among our reconstruction efforts are the following initiatives: v They have allocated an amount of Rs 20 million, raised through employee contributions, matching grants and contributions from other Nestlé markets. This amount will be used to adopt and reconstruct a model village in Azad Kashmir. v They are thankful that no Nestlé employee was personally affected, though a few lost family members and property. They have compensated all employees, distributors and their staff for
homes destroyed, to the tune of Rs 4.1 million. v They intend to build an orphanage in the affected areas for the hundreds of children who lost their parents in this disaster. v They are initiating a livestock health improvement program to help the locals rebuild their shattered lives. v Our parent company, Nestlé SA has donated an additional Rs 16 million for reconstruction and rehabilitation work.
Pitching in: Nestlé employees worked tirelessly to bring aid to earthquake victims. They are immeasurably proud of our people for their contributions: Nestlé employees donated Rs 3.3 million from their own salaries. Nestlé employees in other countries also stepped forward and donated to the Nestlé relief fund. Five teams of staff volunteers worked day and night in the affected areas to ensure that relief goods got where they are needed. A medical detailing team worked with the students of King Edward Medical University, Lahore, to co llect medicines worth Rs 175,000. Our parent company, Nestlé SA has donated an additional Rs 16 million for reconstruction and rehabilitation work. References Mr. M. Hussain Bhatti Union Chairman Nestle Mr. Capt. Sajjid HR Manager Miss Shazia Parveen OD Executive Tel : 92-65-111 637853 Nestle Kabbirwala Pakistan. Email ThisBlogThis!Share to TwitterShare to Facebook 8 comments:
1. Anonymou s27 November 2010 14:45 Recently I was turned down for a position in Nestle( Not Pakistan)because apparently I was too "OLD". A younger less experienced person was picked over me. Ensure you specifiy this "age factor" to applicants as no-one wants to go all the way in an interview only to be turned down at the last minute on this account Reply
2. Anonymou s12 December 2010 21:50 report format was not maintained Reply
3. Anonymou s10 January 2011 23:53 not a hard work on this project!!! sorry 5/10 Reply
4. Anonymou s19 February 2011 15:03 its so crude...wish u guys had put in some real effort Reply
5. Engr. M.Salman6 April 2011 17:02 This is really an informative assignment about the culture and trends in Nestle' Pakistan. Reply
6. Anonymou s10 May 2011 16:50 I want Lanco Training & Development report. Reply
7. Anonymou s26 October 2011 11:19 i want production process of Nestle pakistan & abou t the suppliers, plz send me information
[email protected],,, thanx Reply
8. Anonymou s1 March 2012 10:45 Very strange? If picture is so rosy then what is root cause of labour problem/unrest at Kabirwala Factory. Who is responsible for this worse labour situation. Company polices or the HR team Reply Load more... Newer Post Older Post Home Subscribe to: Post Comments (Atom) Search
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