Nestle Case Study V13

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.

Conclusion

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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