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 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 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 history
and operations in virtually every country in the world. Their principal assets
are not office buildings, factories, or even brands. Rather, it is the fact that
they 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 all 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
staff and the strengthening of the local workforce are essential long-term
investments. They reinforce the conditions for growth and sustained
economic development in the locations where Nestlé operates. 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 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 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 consumers 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 many years of knowledge in marketing, research and
development, as well as continuity – 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 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,
know 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 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 respected 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
• Respect of other cultures and traditions
• 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 company's business objectives
and to achieve their 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
creativity, 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.

SAFETY 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 our 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 stakeholders.
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 organizations
worldwide presented applications to the jury. Each country or market
organized an internal safety award competition and 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
Conference.

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 monitoring 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
communities 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 all levels to ensure that they are employed to avoid
unsafe situations and to respond rapidly to unexpected events; setting targets
and monitoring performance to drive continuous improvement of our
achievements, while providing the needed resources to ensure a safe
working environment. Further, 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, they 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 and 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 be 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 our 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
and 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 they’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 principle 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 commercial application.
For example, when communicating with consumers about balanced diets,
the knowledge gained by Nestlé employees through the NQ program will
help make nutrition and wellness tangible to consumers, ensuring that Nestlé
is regarded as a knowledgeable 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 encourage 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 manuals 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 awareness-raising 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
employment opportunities after you have completed their studies.

The Nestlé Human Resource Policy

This policy encompasses those guidelines which constitute 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 context. 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 and 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 advises 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 hire 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
beginning 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 that 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 person. No consideration will
be given to a candidate’s origin, nationality, religion, race, gender or age.
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 company’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 endorse and to respect a series of principles and international
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 Business
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, suggestions 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 possible 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 employees 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 valuable 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 avoid
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 been 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 conducted 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 monthly 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
imperatives 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 Company.
In the same spirit, Nestlé provides flexible working Conditions whenever
possible and provides its employees to have interests and motivations
outside work.

PROFESSIONAL DEVELOPMENT:

Learning:
Learning is part of the Company culture. Each 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-negotiable 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 proposed 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 management 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 programs 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 Company 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 reality 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 manager 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
objectives and their level of achievement.
Efficient performance management emphasizing the achievement of 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 apply 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,
nationality, 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 move to
other locations. International experience and participation in group
development 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 be
practiced with caution. Whilst job rotation might be useful under certain
circumstances, it should not 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 and other representative associations, to sustain
the long-term development of the Company, 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 local 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 management 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 according 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 her/his colleagues. Whereas the HR function
should indeed 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
performance 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 and 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 short-term 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 dramatic, 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 expect 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 providing 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 products 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 anything
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, 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 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 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 anything contained in this document 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 on 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 inappropriate use of the
product;
– do not portray competitors’ products inaccurately, nor denigrate
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 complies
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 nor
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 governments 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 ill-
considered policies and commercial measures can make the situation worse
for children.
Therefore, Nestlé:
– is against all forms of exploitation of children. The Company does not
provide employment to children before they have reached the age to have
completed their compulsory education, as defined by the appropriate
authorities, and expects 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 and 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 to
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
audited 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 economy. 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 the 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 Policy: 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 operations 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
concerning 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
consumer.
Agricultural Raw Materials
Agricultural raw materials, principally milk, coffee, cocoa, cereals,
vegetables, fruit, herbs, sugar and spices, are vital factors affecting the
quality and 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, new 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 political institutions regulate farming and the trade of
farm products. Because 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 acceptable 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 economic 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 &
economic 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
Social 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 deeply 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 quality products & communicate
with them responsibly.
v Adhere to environmentally safe industrial practices
v Actively involved in several social action programs (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 technical support they offer them.
v During our manufacturing process they are careful to minimize
environmental impact and value employee welfare highly.
v Finally, they try to benefit our consumers by spreading awareness about
healthy 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
playing its role in helping to protect the environment. They 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
using 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 elaborate 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 environment
issues and review performance. Environmental impact assessment is done in
advance for every new project and measures are adopted to minimize
adverse impacts on the environment. Our employees regularly undergo
training to inculcate awareness about environment-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 and 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 by other
agencies around the affected areas.
As a result of our swift and carefully planned action, 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 ensured 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
collect medicines worth Rs 175,000. Our parent company, Nestlé SA has
donated an additional Rs 16 million for reconstruction and rehabilitation
work.