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By 2014, Nestle Pakistan aims to be a Rs. 100 billion Company. Nestle is the largest food and
beverage company in the world. Marketing more than 9000 brands in 85 countries with a global
workforce of 250,000. Nestle is a human company and offers tremendous opportunities for caree r
growth and teaming at domestic and international levels. Nestle Pakistan Ltd. Is a standard -
bearer of Nestle SA's global performance; registered on the Karachi and Lahore stock exchanges,
for the past five years and have been declared one of the top 25 c ompanies on the Karachi Stock
Exchange.

Nestle Pakistan Limited has posted Rs 1,805,212 million as profit after tax in 2007 as compared to
Rs 1,363,920 million earned in the corresponding period last year.

The board of directors of the company in its meeting declared that the earning per shark stood at
Rs 39.01 in the period under review against Rs 30.06 in the same period last year.

SALES TURNOVER

Nestle Pakistan recorded excellent sales turnover for last 4 year, driven by its focused business
strategies and expanded distribution and consumer reach.

The portfolio of Nestle products also grew by new product launches including 'Maggi Atta' noodles,
Maggi recipe mixes, Nido yogurt, Ceralac baby biscuits, and a new mango addition to the Nestle
juices range.

The company continued its dairy development initiatives in collaboration with the government and
other institutions to accelerate fresh milk production in the country and to boost the ability to
collect incremental quality milk.

The company 's net profit surged to Rs. 1,805 million in 2007 as compared to Rs. 1,363 million in last
year.

Total sales of the company increased to Rs. 28,235 million in this period, against Rs 22,031 million
previously. Sales for the year exceeded Rs. 6 million, recording a growth o f 78 percent, with
contribution coming from each of the company's main product categories. In particular, excellent
growth came from milks, baby food.
Hiring & Recruitment

Hiring and requirement is the most important task performed by Centre of Expertise. It is the process on
which the entire company’s future and performance relies upon. The Business Partners are supposed to
communicate the staff requirements of different departments, and set the job description and
requirements. Contacts with universities and recruitment events are maintained to have good visibility
of the Company and recruitment sources.

The recruitment office looks for three key characteristics: knowledge, personality and motivation. For
managerial positions, specific leadership qualities and business acumen is required. Even when
promoting employees from within the organization, it is their role to keep an eye on valuable
candidates.

Those who meet the essential requirements are then evaluated through a series of screening tests,
interviews and group discussion sessions to gauge their suitability for the job. It is extremely important
to hire the right person, not just for Company’s objectives, but to help integrate newcomers in the
organization so that their skills and behavior can merge smoothly with the company culture.

At Nestlé the recruitment is done keeping the objective of diversification in mind. The organization has a
global mindset which involves diversity to encourage and foster creativity and new ideas, which forms
the unique selling proposition of a business.

Training Programs

Training is seen as an ongoing process. It doesn’t only involve training sessions and lectures, but day-to-
day interactions with the superiors and fellow employees, absorbing their knowledge and ideas:
guidance and coaching by managers is a given. Knowledge also comes through the tasks assigned:
simple learning-by-doing and on-the-job training.

Apart from that, Nestlé is committed to enhancing employee skills and competencies through formal
training programs. These are selected according to individual requirements and the job they are working
for. The candidates are selected based on their performance, potential and personal development goals
and recommendations come from the Head of Human Resource Department and the Business Partners
of respective departments. The Centre of Expertise is responsible for designing and providing the
requisite training once the candidate and his needs are identified.

The programs are not just limited to functional specific training, for example sales training, but also for
augmenting interpersonal skills and image building, in short, the ‘softer skills’.

The training could be local, regional or international, based on need and performance. At the
International Training Centre in Switzerland, the trainee has the opportunity to meet managers and
leaders from all over the globe, getting training sessions from even the CEO, Peter Brabeck-Letmathe.

Training & Development of Employees

Mr Janjua placed special emphasis on the need for training in an organization so that the employees can
handle their delegated responsibilities well. Training can be seen as a tool to support them in their tasks
and responsibilities and to motivate them to perform outstandingly. The Organization Development
Department is responsible directly for the training needs of the employees. They hire trainees and then
Mr Janjua communicates the objectives of the training plan to the trainees. For example, should the
training be provided in interpersonal skills or should it be provided in specific functional skills. He then
helps in identifying and nominating a pool of people who can benefit and implement the training
practically in the near future so that the benefits are maximized for the organization as a whole.

RECOMMENDATIONS
 Nestle should promote external hiring
o Differentiation
 Training implication
o Cultural Integration
o Standardization
 In expatriates, proper training and awareness
 Diversified Projects
o Judgmental method
 Balance between Internal & external Pay equity