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PROFILE OF THE COMPANY

Nestlé with headquarters in Vevey, Switzerland was founded in 1866 by Henri Nestlé
and is today the world's biggest food and beverage company. Sales at the end of 2004
were CHF 87 bn, with a net profit of CHF 6.7 bn. We employ around 247,000 people
and have factories or operations in almost every country in the world.

The Company's strategy is guided by several fundamental principles. Nestlé's existing

products grow through innovation and renovation while maintaining a balance in
geographic activities and product lines. Long-term potential is never sacrificed for short-
term performance. The Company's priority is to bring the best and most relevant
products to people, wherever they are, whatever their needs, throughout their lives.
BACKGROUND
Nestle was promoted by Nestle Alimentana, Switzerland, a wholly owned subsidiary of
Nestle Holdings Ltd., Nassau, Bahama Islands. Nestle is one of the oldest food MNC
operating in India, with a presence of over a century. For a long time, Nestle India’s
operations were restricted to importing and trading of condensed milk and infant food.
Over the years, the Company expanded its product range with new products in instant
coffee, noodles, sauces, pickles, culinary aids, chocolates and confectionery, dairy
products and mineral water.
Nestle was incorporated as a limited company in 1959. In 1978, the Company issued
shares to the Indian public to reduce its foreign holdings to 40%. Its name was changed
from Foods Specialties Ltd. to the current name in 1981.The parent held 51% stake in
the company as at 2000 end. It has FIPB approval to hike stake by 10% and has been
gradually acquiring shares from the open market. Parent stake in the company as at
2001 end stood at 53.8%. The parent plans to continue hiking stake through open
market purchases.

Nestle India Ltd, 51% subsidiary of Nestle SA, is among the leading branded food
player in the country. It has a broad based presence in the foods sector with leading
market shares in instant coffee, infant foods, milk products and noodles. It has also
strengthened its presence in chocolates, confectioneries and other semi processed food
products during the last few years. The company has launched Dairy Products like UHT
Milk, Butter and Curd and also ventured into the mineral water segment in 2001.
Nestle’s leading brands include Cerelac, Nestum, Nescafe, Maggie, Kitkat, Munch and
Pure Life.

PLANT LOCATIONS
Nestle started its manufacturing operations with Milkmaid in 1962 at Moga factory.
Manufacturing of Nescafe started in 1964 at the same factory. The company set up
another factory at Cherambadi in Tamil Nadu, for manufacture of infant foods, coffee
etc. For almost two decades there were no new additions of manufacturing facilities due
to restrictive policy environment. The company set up its Nanjangad (Karnataka) factory
in 1989 and the Samlakha (Haryana) factory in 1992. The Ponda (Goa) factory started
operations in 1995. The Company set up its sixth manufacturing unit in 1997 at Bicholim
in Goa

BUSINESS PRINCIPLES
Since Henri Nestlé developed the first milk food for infants in 1867, and saved the life
of a neighbor’s child, the Nestlé Company has aimed to build a business based on
sound human values and principles.
While our Nestlé Corporate Business Principles will continue to evolve and adapt to a
changing world, our basic foundation is unchanged from the time of the origins of the
Company, and reflects the basic ideas of fairness, honesty, and a general concern for
people.

People first
Employees, people and products are more important at Nestlé than systems. Systems
and methods, while necessary and valuable in running a complex organization, should
remain managerial and operational aids but should not become ends in themselves. It is
a question of priorities. A strong orientation toward human beings, employees and
executives is a decisive, if not the decisive, component of long-term success.
Quality products
Our focus is on products. The ultimate justification for a company is its ability to offer
products that are appealing because of their quality, convenience, variety and price --
products that can stand their ground even in the face of fierce competition.
Long-term view
Nestlé makes clear a distinction between strategy and tactics. It gives priority to the
long-range view. Long-term thinking defuses many of the conflicts and contentions
among groups -- this applies to employment conditions and relations with employees as
well as to the conflicts and opposing interests of the trade and the industry. Of course,
our ability to focus on long-term considerations is only possible if the company is
successful in the struggle for short-term survival. This is why Nestlé strives to maintain a
satisfactory level of profits every year.
Decentralization
Switzerland is home to Nestlé's Swiss subsidiary, its international headquarters and the
registered office of Nestlé's holding company, but Nestlé does not regard its Swiss
headquarters as the center of the universe. Decentralization is a basic principle of
Nestlé. Our policy is to adapt as much as possible to regional circumstances,
mentalities and situations. By decentralizing operational responsibility, we create
strength and flexibility and are able to make decisions that are better attuned to specific
situations in a given country. Policies and decisions concerning personnel, marketing
and products are largely determined locally. This policy creates stronger motivation for
Nestlé's executives and employees and a greater sense of identification with Nestlé's
business. It is not Nestlé's policy to generate most of its sales in Switzerland,
supplemented by a few satellite subsidiaries abroad. Nestlé strives to be an "insider" in
every country in which it operates, not an "outsider."
Uniformity
A very important concern at Nestlé has to do with uniformity: how consistent Nestlé's
principles, policies, rules of conduct and strategies should be, and to what extent they
should differ depending on the country, subsidiary, region, branch or group of products.
In general, Nestlé tries to limit the uniformity of its policy to a requisite minimum. This
minimum is then systematically enforced, unless there are compelling reasons in a
given market that justify deviation from policy.
Diversification
Nestlé does not want to become either a conglomerate or a portfolio manager. Nestlé
wants to operate only those businesses about which it has some special knowledge and
expertise. Nestlé is a global company, not a conglomerate hodgepodge. We regard
acquisitions and efforts at diversification as logical ways to supplement our business,
but only in the context of a carefully considered corporate marketing policy.
Nestlé is committed to the following 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 be sustained over the long
term for shareholders, employees, consumers, and business partners.
• Nestlé does not favor short-term profit at the expense 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 guidance to staff in
the form of voluntary business principles is beneficial in order to ensure that the
highest standards are met throughout the organization.
• Nestlé is conscious of the fact that the success of a corporation is a reflection of
the professionalism, conduct and the responsible attitude of its management and
employees. Therefore recruitment of the right people and ongoing training and
development are crucial.
• Nestlé continues to maintain its commitment to follow and respect all applicable
local laws in each of its
Research and development
The Nestlé research and development centers have two main tasks: to create new
products and manufacturing processes and to improve those that already exist. These
centers play a key role in product safety and quality and also have their role in
conserving resources and protecting the environment. Environmental concerns are an
integral part of any development process to ensure that our future commercial
operations meet the desired criteria.
The Nestlé Research Center provides the scientific support needed to prevent and
solve environmental problems arising in the development groups as well as
manufacturing. In addition, studies are carried out to find new ways of using industrial
residues to create valueadded byproducts. This will reduce total emissions and
effluents.
The Nestlé development centers prepare environmental impact studies for new
products and manufacturing processes. These cover all aspects, from raw materials,
through processing, to the final packed product. These analyses provide additional
elements for use in deciding whether to commercialize a new product, or to introduce a
new or modified process.
Foresight
At present, the world faces daunting questions about its ability to provide enough
wholesome food for everyone. Malnutrition and poor eating habits are still serious
problems in many developing countries. By 2100, the world's population will double. Will
it be possible to feed a world with so many inhabitants? At Nestlé, the big picture is all
about feeding the world and providing food and nutrition for an ever-growing population.
Our response to this situation is to intensify research, strive for innovations and improve
quality.
Flexibility and simplicity
The public's sense of the power and size of a corporation is often inaccurate, for a
company's power is limited by a host of factors including legislation, competition,
regulatory bodies and publicity. From a business point of view, it is desirable for a firm to
achieve the size best suited to a specific industry or mode of production. To be
competitive internationally and make significant investments in research and
technology, a larger company has an advantage. From a strictly organizational point of
view, flexible, simple structures work best and excessively large units should be avoided
whenever possible. In both respects Nestlé has a natural advantage: Although it is a big
company, it is spread out over many countries and each of Nestlé's factories has its own
management and responsibility.
Handling of raw materials
The Nestlé Group is in principle not directly involved in primary production of raw
materials and other food ingredients. In general we use locally available raw materials
and purchase them either directly from producers or through existing trade channels.
Raw materials have to meet clearly established quality criteria and are checked for
possible contaminants including environmental contaminants. Our purchasing
specifications comply not only with legal requirements but go further to ensure highest
safety and wholesomeness of our products.
Whenever possible we give preference to those goods for which environmental aspects
have been taken into consideration. In those cases where the required agricultural raw
materials are not available locally, but the natural production conditions exist, we
encourage local production and provide assistance for cultivation and dairy farm
management.
We support plant growing and livestock husbandry methods which:
 • preserve and improve natural soil productivity and economize and protect water
resources
• allow the lowest, most appropriate and safe use of agro-chemicals
• use the least energy.
Packaging
Manufacturing comprises all unit operations necessary to transform perishable raw
materials into finished products, with the aim to make them safe and convenient for the
consumers. The manufacturing activities of the Nestlé Group:
• respect natural resources by efficient use of raw materials and energy
• minimize waste generation and emissions
• ensure environmentally safe disposal of all waste which cannot be recycled.
Regular assessments of processing practices are carried out. These assessments
include:
• evaluation of individual plant performance with regard to operations which have
an impact on the environment
• definition of targets for improvement
• review of plant compliance with local government regulations, company
environmental standards, as well as results achieved in comparison with targets
for improvement
• full investigation of incidents which may affect the environment.
Information on developments in environmental protection technology and practices is
disseminated as required to ensure that all plants are using the most effective
environmental practices for their type of processing. This applies also for co packers.
Marketing and distribution
Marketing is based on the principle of satisfying consumer needs. This is the foundation
also for the environmental marketing approach of Nestlé.
Environmental product claims in advertising, promotional material and on packaging are
in accordance with legal requirements, based on solid scientific evidence and used in a
serious and reasonable manner.
Our aim is to minimize wastage in communication, publicity and promotional material, in
particular through more precise targeting of marketing activities.
Consumer promotions and merchandising material such as consumer offers, instore
promotions, display material, leaflets, printed matter, etc. take environmental aspects
into account.
This means due consideration of environmental impact in selecting both materials and
printing methods.
In distribution, energy efficient and pollution controlled methods are encouraged
wherever possible.
Information, communication and education
Nestlé's policy is designed to provide correct and coherent information on the activities
of the Group.
Activities related to the environment benefit from the same treatment and their
communication is secured through all currently available means inside and outside the
Group.
It is furthermore Nestlé's duty to create awareness, to train and motivate employees on
their personal responsibility with regard to the protection of the environment.
Legislation and regulations
It is the policy of the Nestlé Group to strictly comply with all laws and regulations
relevant to our activities. We participate in discussions on food legislation and
regulations between international organizations, government representatives, industry,
the scientific world and consumer associations. We also apply this policy to environment
related matters.
In doing so, we cooperate with legislators through local industry associations in order to
promote laws and regulations in the field of environment which are reasonable, rational,
realistic, applicable and enforceable. We oppose unjustified bans and any other
discriminatory measures.
We favor the harmonization of food regulations in order to remove existing trade
barriers and to avoid the creation of new ones. This applies also to environmental
issues. We favor the exchange of information, of experience and of knowledge between
the various interested parties.
Thanks to all these synergies, we can contribute to valuable discussions and be
recognized as an active partner in helping authorities to formulate comprehensive
strategies in the field of the environment.
THE NESTLÉ POLICY ON THE ENVIRONMENT
Nestlé respects the environment and is committed to environmentally sound business
practices throughout the world, thus taking into account the need to preserve natural
resources and save energy.
This commitment is put into practice by considering local legal requirements as a
minimum standard. If these do not exist, our internal rules, adjusted to local conditions,
apply. Research and Development and new investments include an evaluation to
ensure environmentally appropriate products, packaging and processes.
Management and personnel within the Nestlé organization worldwide are encouraged to
help resolve environmental problems within their own sphere of influence.

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