Nestlé in Malaysia Nestlé’s foundation was built in 1867 on humanitarian needs and social responsibility when Henri Nestlé, a trained pharmacist, developed a healthy and economical alternative source of infant nutrition to save the life of an infant who could not be breastfed !oday, !o day, more than 1"# years later, Nestlé continues with its founder’s le$acy to improve lives Nestlé%s commitment to providin$ &uality products to Malaysians dates bac' almost 1## years a$o Nestlé be$an in Malaysia in 1(1) as the *n$lo+wiss -ondensed Mil' -ompany in .enan$ and later, $rowth $rowth and e/pansion made a move to 0uala umpur necessary in 1(2( ince 1(6), with its first factory in .etalin$ 3aya, Nestlé Malaysia now manufactures its products in 7 factories and operates from its head office in Mutiara 4amansara !he -ompany was publicly listed on the 05 now 'nown as ursa Malaysia erhad on 12 4ecember, 1(8( !oday, the -ompany employs more than ### people and manufactures as well as mar'ets more than th an 2# 2## # Ha Halal lal pr prod oduc ucts ts in Ma Malay laysi sia a t tss br bran and d na name me su such ch ha hass M M9 9 :, N5N5-*;< *;<:, M* M*== ==:, N5.>*?: and 0! 0*!: have become trusted household names and en@oyed for $enerations Corporate Philosophy •
Be the leading multinational company in food, nutrition, health and wellness.
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Manufacture and produce world-class products of the highest consistent quality, reliability and convenience based on business excellence principles throughout our operations.
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Maximise the use of good quality local raw materials .
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Be an exemplary employer with a progressive human resource and social policy with a management style that is based on !Management !Manag ement Commitment and People "nvolvement!
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Be a responsible corporate citi#en, fulfilling all obligations to $overnment, shareholders, customers, communities and consumers.
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Protect the environment by being committed to environmentally sound business practices, and ta%ing into account the need to preserve natural resources and save energy.
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$uarantee that all products manufactured, imported and distributed by &estl' Malaysia are certified ()*)* by authorised "slamic certification bodies.
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+eliver shareholder value through the achievement of sustainable and profitable longterm growth.
Hr polices of Nesltle
( is dedicated to their employees, and ensures that they have all the right people with the right s%ills, in the right places at the right time. &estle is the worlds largest and most respected food company, and their success is built on their people. heir /01 years of experience has taught us that people are more important than systems 2 processes. Company wor%s on employee3s development and ma%e them productive wor%ers.
Nestle Recruitment Process
4evelopment )t &estl', it is the employee who will set apart and spur their success year after year. &estle is only able to hit the targets because of the employees. )nd this is why &estle has created a high performance culture that puts the emphasis on diversity, innovation and growth. his enables the development of the employees.
)s professional employees, they will find that they have a wider sphere of influence and more freedom with &estle than at anywhere else. his is how the employee will broaden or deepen their existing 4ob responsibilities, and gain the opportunity to progress upwards. here are three factors that will shape the caree r growth at &estl'5 •
Core factors. hese are non-negotiable they are the qualities the employees must have
if they are to ma%e the most of all the opportunities &estle has to offer. "t includes sustainable performance, the %nowledge and s%ills they have about the function, the business and themselves, along with the leadership s%ills and critical experience. •
Accelerators. his is the name given to the qualities that will determine how far and
how fast you progress and develop. hese include mobility, flexibility to move between functions and categories and how open you are to new experiences. •
Opportunities. hese are the factors that are more dependent on circumstances and
activities elsewhere in the business. 6pportunities can spring from new roles, new positions and new assignments overseas.
Talent Assessment and Succession Planning 7uccession Planning is the way in which &estle plans career development and fills middle and senior-level 4obs. hey are very methodical about how they plan this process. &othing is left to chance. he succession plans cover all the %ey 4obs in &estl' and include a list of forecasted potential successors for those roles. )t any one time, they %now exactly how well these successors are performing and how close they are to ta%ing on the next role in their development. "mportantly, the succession plans are created with input from multiple sources. "n other words, &estle ta%e a very rounded view of development. hey loo% at the career history and alent )ssessments, Performance 8valuation results and other relevant development data.
he Corporate Mentoring Programme will help to accelerate the development through relationship-based support, the transfer of experience, %e y insights and unwritten rules, as well as exposure to areas beyond the current role.
otal ewards )s the worlds leading &utrition, (ealth and 9ellness Company, &estl's name is instantly recognisable throughout the world. 9hat attracts new hires and %eeps current employees engaged, though, goes beyond our competitive remuneration and attractive benefits that are based on solid performance. "t is about the hard-earned value and trust that our name brings to those who wor% with &estle, and the strong relationships with line managers and fellow wor%ers. "t is also about the recognition and experience that comes with wor%ing for a diverse global company, and the room to learn and grow. hese are, as a whole, the otal ewards that the employees receive. he otal ewards Policy is designed to give both the business and the people a clear understanding of otal ewards and the principles behind them. hese guiding principles are5 •
Provide a globally consistent framewor% with the flexibility for each Mar%et to create competitive programmes that comply with local legislation.
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:ocus on attracting and retaining talented employees, building a high-performance culture and ensuring a highly engaged wor%force that achieves sustainable business results. hey are also able to attract, retain and engage talented employees with these specific elements, which are valued by employees within each Mar%et5
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:ixed Pay
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;ariable Pay
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Benefits
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Personal $rowth 2 +evelopment
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9or%-*ife 8nvironment
"t is &estl's expectation that every employee has a full understanding of the specific characteristics of otal ewards and how they are established and maintained throughout the $roup. &estl' otal ewards Policy aims to explain how &estl' is committed to giving each employee the opportunity to grow, evolve and contribute.
Performance Culture ) high-performance culture supported by differentiated rewards and development is %ey to the delivery of individual and business ob4ectives. his is driven by the alignment of clear and challenging responsibilities and priorities, and through ensuring that the employees are aware of how the wor% impacts on &estl'. he performance is the most important factor in determining the opportunities within &estl'. "f the employees are %een to ta%e on new and bigger responsibilities, they have to show that they are able to do so. hey have to demonstrate through their performance evaluation process that they have performed strongly and consistently over a number of years. his does not 4ust mean hitting the results they have to show that they have achieved them in the right way.
&estle should stress the words 3strongly3 and 3consistently3. "t is important that the employees are able to ma%e a significant impact by what they do they need to point to great results < not once, but again and again. )nd to do that, they need to stic% with a role and show that the results they have achieved in it can be sustained. )t &estl', the end and means are equally important. hey value people who achieve results in the &estl' way.