events. Nestlé also used competitions, particularly for young chefs. It sponsors the 'School Chef of the Year
Award'. This is important since schools provide an estimated 30% of children's daily nutrition.
Carefully researched and launched, Maggi 'A Natural Choice' is designed to give customers more of what they
want in a healthy convenient product.
People Development at Nestlé
Each employee is in charge of her/his own professional development. However, the organization endeavours 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 organization encourages 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 organization needs, they will be reconciled, in as
much as possible, with individual development plans.
HR management provides the flexibility to cope with unforeseen situations. However, it is understood that each
manager is co-responsible for preparing the resources necessary to the development of the organization as this is
also part of his accountability. Regular counselling 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 be given preference over written communication whenever possible.
Nestlé: Corporate Citizenship and the Value Chain
Nestlé's recently unveiled Latin America corporate social responsibility report is its bear hug attempt to
understand its operational impacts across a vast sourcing, production and distribution chain. It is also a stab at
defining a new corporate responsibility model, one that sits more comfortably with the firm's defiantly
unapologetic corporate culture. The organization's operational reach or "footprint" is huge, involving sourcing
from close to 275,000 farmers (for its three principal raw materials - 218,000 coffee farmers, 35,000 milk farmers and
22,000 other farmers), who supply some 4 billion Swiss francs worth of goods and services, for 72 factories
domiciled in South America. These have more than 38,000 workers, producing products for more than 400 million
consumers in the region. Nestlé’s milk producing district in Brazil alone is larger than Switzerland. 1
1 – Article by Ken Stier (2006)
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