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Getting to Know Nestlé

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Group members

Group leader: Sarmad Khan

Other members: Javaria Jabir Saima Ubaid Salman Ali Haider Rana M Amir Aziz Hassan

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Swiss company - global reachSwiss company - global reach

Nestlé is today the world’s leading food companyNestlé is today the world’s leading food company

With a 135-year history With a 135-year history

Nestlé HistoryNestlé History

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Around 254,000 people working.

Operating in more than 83 countries

People, brands & products are its key

Runs 509 factories all over the World

Nestlé Today

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Mission and Vision statement

Mission:

“Nestlé strives to be a leader in nutrition, health and wellness, with the belief that  good food is central to health and wellness.”

Vision:

“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.”

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People – our source of energy

Continous training and improvement of skills

Respect and cultural diversity

Nestlé Core Values

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Nestlé Products

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Nestlé In Pakistan

Nestlé has been serving Pakistani consumers since 1988.

Today Nestlé is recognised as producers of safe, nutritious and tasty food.

Nestlé Pakistan ensures that our products are made available to consumers wherever in the country they might be.

Convenience is at the heart of the Nestlé philosophy.

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Branches In Pakistan

Lahore (Head Office) Islamabad ( Water Plant) Kabirwala (factory) Sheikhupura (factory) Karachi (Water Plant)

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Management At Nestlé KBF

Factory Manager

StandardizationManager

Liquid Dairy Manager

Finance & control

Manager

Logistics Manager

Powder & noodle

Manager

Engineering Manager

Human Resource Manager

Quality Assurance Manager

SHE Manager

IP Manager

Technical Training

Application Group

Business Support

ITManager

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Nestle culture & HR Policy

Nestlé culture unifies people on all continents.

The most important parts of Nestlé’s culture is the development of human capacity.

“Learning is an integral part of Nestlé’s culture” is firmly stated in The Nestlé Human Resources Policy.

HR policy have includes clear principles on non-discrimination, the right of collective bargaining as well as the strict prohibition of any form of harassment.

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Training at Nestle

The willingness to learn is therefore an essential condition to be employed

by Nestle.

Mostly training is done on-the-job

Guiding and coaching is part of the responsibility of each manager.

Formal training programs are generally purpose-oriented and designed to improve relevant skills and competencies.

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Orientation & Training Programs at Nestle

1. Formal Orientation

2. Literacy Training

3. Nestlé Apprenticeship Program

4. Local Training

5. International Training

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Orientation

Formal orientation:

“Formal orientation is defined as the program of learning, including business rules and policies and job specific information which are required

by employees to perform their jobs.”

A successful orientation program promotes the employees’ confidence in: – Their own ability to perform the job

– The organization in general

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Orientation at Nestle

Line managers are responsible for orienting new employees into positions within Nestle Pakistan Ltd.

This policy ensures all new employees receive a complete orientation, encompassing:

Nestlé Management and Leadership Principles Terms & conditions of employment Business policies & procedures Site-specific information Information on the requirements of their job so that they can become

proficient as soon as possible On-the-job information critical to the employees health, safety & security Nestlé Code of Good Conduct

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Orientation at Nestle

First day: At first day newly hired employees have given information about:

– safety and security issues.

– Workplace rules and policies including guidelines about smoking, dress requirements and confidentiality issues.

Second day: At second day forth coming employees are introduced to HOD of each department of the whole organization. They introduced them about:

– Terms and conditions of employment

– Leaves including sick leaves, annual leaves and other leaves

– Wages/salaries, pay date and method for payments

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Cont..

Third day: employees have given all necessary information required to perform their jobs.

– Familiarization of work place

– Employees’ position including roles, duties and outline about how the position fits in overall workplace and organization structure

– workplace protocols

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Literacy training

Nestle Offer employees the opportunity to upgrade their essential literacy skills

This program is for those who had missed a large part of their elementary schooling

These programs are especially important as they introduce increasingly sophisticated production techniques

Much of this is on-the-job training to develop the specific skills to operate more advanced equipment

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Nestlé Apprenticeship Program

Basic Definition

Apprenticeship is a system of training a new generation of practitioners of a skill. Most of their training is done on the job while working for an employer who helps the apprentices learn their trade, in exchange for their continuing labor for an agreed period after they become skilled. Theoretical education may also be involved, informally via the workplace and/or by attending vocational schools while still being paid by the employer.

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Nestlé Apprenticeship Program

An essential part of Nestlé training where the young trainees spent three days a week at work and two at school.

At the end of training, many students were hired away by other companies which provided no training of their own.

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Local Training

Two-thirds of all Nestlé employees work in factories they need continuous training to meet their specific needs.

So many facilities run their own residential training centers.

Result is that local training is the largest component of Nestlé’s training programs.

Substantial majority of the company’s 240000 employees receive training every year.

The manager is personally involved in the teaching.

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Local training continues

They start with continuation training for ex-apprentices who have the potential to become supervisors or section leaders.

Through several levels of technical, electrical and maintenance engineering as well as IT management.

The degree of specialists varies considerably, reflecting the availability of trained people on the job market in each country.

The scope of local training is expanding. So many Nestlé companies have appointed corporate training assistants in this area.

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International Training

Nestlé’s success in growing local companies in each country has been highly influenced by the functioning of its international Training Centre, Switzerland.

Its providing services for over 30 years.

Managers from around the world to learn from senior Nestlé managers and from each other.

Country managers decide who attends which course.

Classes are carefully composed to include people with a range of geographic and functional backgrounds.

Typically a class contains 15–20 nationalities.

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Intl training cont…

The Centre delivers some 70 courses. Attended by about 1700 managers each year from over

80 countries. Only 25% of the teaching is done by outside

professionals, as the primary faculty is the Nestlé senior management.

The programs can be broadly divided into two groups:1. Management courses

2. Executive courses

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Intl training cont…

1. Management courses

These account for about 66% of all courses. The participants have typically been with the company

for four to five years. The intention is to develop a real appreciation of Nestlé

values and business approaches. These courses focus on internal activities

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Intl training cont...

2. Executive courses

these classes often contain people who have attended a management course five to ten years earlier.

The focus is on developing the ability to represent Nestlé externally and to work with outsiders.

It emphasizes industry analysis, often asking: “What would you do if you were a competitor?”

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Conclusion

Nestlé do this because they believe it pays off in the long run in their business results, and that sustainable long-term relationships with highly competent people and with the communities where they operate enhance their ability to make consistent profits.

It is important to give people the opportunities for life-long learning as at Nestle that all employees are called upon to upgrade their skills in a fast-changing world. By offering opportunities to develop, they not only enrich themselves as a company, they also make themselves individually more autonomous, confident

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