About Nestle - sector, leadership Organization culture - unique characteristics Appraisal system - Performance Evaluation Type of organization structure Managing workforce diversity Training, Learning and development practices Employee friendly practices Cross cultural training if any Other relevant details about the company.

1. Organizational Behaviour and
Culture of Nestlé
 NITESH MALVIYA (H-60)
 PARTH JADIA (H-63)
 RADHIKA RANDAD (H-71)
 SAMYAK JAIN (H-78)
 SUNNY GUPTA (H-95)
 UTKARSH BAFNA (H-111)
PRESENTED BY:

2. “IT IS THE PROMISE WE COMMIT TO EVERYONE,
EVERYWHERE-TO ENHANCE LIVES,THROUGHOUT
LIFE, WITH GOOD FOOD AND GOOD BEVERAGES’’

3. INTRODUCTION
 FMCG is fast moving consumer goods.
 Market share of Nestlé in India is around 60% overall.
 Nestlé is a swiss company, founded in 1866 by Henri Nestlé.
 Nestlé has 449 factories in 86 countries and employs more than
3,28,000 people.
 Nestlé mainly deals in chocolates, milk product, noodles, soup, coffee,
tea etc.
 Its factories in INDIA are in

4. VISION
• Nestlé’s aim is to
meet the various
needs of the
consumer
everyday by
marketing and
selling foods of a
consistently high
quality.
MISSION
• We strive to bring
consumers foods
that are safe, of
high quality and
provide optimal
nutrient to meet
physiological
needs. Nestlé
helps provide
selections for all
individual taste and
lifestyle
preferences
OBJECTIVES
• Nestlé’s objective
is to be the
recognized leader
in Nutrition, Health
and wellness, and
the industry
reference for
financial
performance

5. WHAT IS ORGANIZATIONAL
CULTURE?
ORGANIZATIONAL CULTURE
OF NESTLE
 EMPLOYEE DISCOUNT : employees are
given 10% discount
 PATERNITY & MATERNITY LEAVE : for 6
months
 VACATION AND PAID OFF :they require
employees to make sure that the leaves
are used to relax and unwind”
 HEALTHY WORKING CONDITIONS:
provided with healthy working conditions
 DIFFERENT DIVERSITY OF PEOPLE:
people from different background work
together
 WORK LIFE BALANCE : work life balance
is maintained
 REMMUNERATION: fair remuneration is
structure offering attractive packages
Organizational culture is a
system of shared assumptions,
values, and beliefs, which
governs how people behave in
organizations.

6. APPRAISAL SYSTEM AT NESTLE
 Behavioural check list: It has a list of criteria that a employee should workup
to be a diligent worker .This method is considered favourable as evaluation is
done on basis of induvial employee without comparisons.
 360 degree appraisal: It involves feedback of manager, supervisor, team
members and direct reports. In this method, employees complete profile is
collected and assessed including evaluating the employees work performance
and technical skill.
 Psychological appraisals: This appraisal method evaluates the employees
intellect, emotional stability, analytical skills and other psychological traits. This
method makes it easy for the manager in placing the employees in appropriate
teams.

7. 1. Objective Setting (Individual Objectives – SMART)
• Specific Measurable Achievable Relevant Time bound
2. Interim Review
• Evaluate What and How ?
• Identify issues
• Agree on specific action
• Re-write or introduce new objectives
Performance Evaluation
For Nestlé, it is very important to measure the contribution of each individual based on WHAT they have
achieved and HOW they have achieved results.
P
E
R
A
T
I
N
G

8. 3. Performance Calibration
The calibration meeting is an essential element of the Performance Management cycle and precedes
the individual performance review session.
4. Year End Review
In order to build a high performance culture, it is necessary to close each performance year with a
proper discussion between employees and line managers.
P
E
R C
F H
O A
R R
M T
A
N
C
E

9. Organizational Structure
 An organizational structure defines how job task are formally divided grouped and
coordinated.
 It’s a matrix organizational structure in which the reporting relationship is setup as a matrix,
rather than tradition hierarchy.
 Employee has dual reporting relationship generally to both functional manager and product
manager.
Key Elements:
 Work Specialization
 Chain of command
 Span of control
 Centralization
 Decentralization.

10. Managing Director
Finance &
Admin Manager HR Manager
Factory
Manager
Supply Chain
Manager
Financial control
Legal, VAT
Manager
General service
execute
Human resource
Executive
Cooperate affairs
officer
Purchasing
manager
Engineering
Manager
Quality assurance
manager
Distribution
manager
Training executive Product Officer
Factory HR
manager
Demand & supply
planting manager
Information
system manager
Customer service
manager
Business excellence
manager
Organizational Structure of Nestle

11. Race
Ethnicity
Age
RelationAbility
Gender
Sexual
Orientation
Workforce
diversity

12. Managing Workforce Diversity
 They manage diversity by introduce solution which will help to monitor and retain diverse and
talented workforce.
 They introduce some sought of a platform as DLS (Diversity Leadership Symposium) open
discussion forum or training so they will realise their unconsciousness biases related to culture
and gender sensitivity.
 They usually focus that their entire workforce should work together.

13. Employment at Nestlé
 The Corporate Business Principles outline the Company’s commitment
to fully endorse and to respect a series of principles, employee’s rights
and, the protection of children against child labour.
 Nestlé favours a policy of long-term employment.
 Employees who do not abiding with the Corporate Business Principles
and the Nestlé Management and Leadership Principles are not
maintained in employment and are requested to leave the organisation.
 Any form of harassment, moral or sexual, are not only prohibited but are
actively tracked and eliminated.

14. Work/Life Balance
 At Nestlé the employee’s private and professional life have a good balance
 Nestlé encourages flexible working conditions whenever possible and
encourages its employees to have interests and motivations outside work.
 Nestlé support employees who wish to take an active part in the life of the
community or by assuming responsibilities in professional, cultural,
religious or voluntary organisations
 Nestlé encourages flexible working conditions whenever possible and
encourages its employees to have interests and motivations outside work.

15. Professional Development
 Learning: Adequate training programs are developed at each level.
HR staff are responsibility to assist the management
 Assessing and Developing: Each manager has the duty to act as a
mentor for his employees.
 Promotions is exclusively be based on competence, insight,
performance and potential with the exclusion of any consideration for
origin, race, nationality, gender, religion or age.

16. Cross culture of nestle
Giving written instruction
Making sure people understood
Benefiting From A Multicultural Top Management Team
Encouraging Interaction
Cross culture
communication
Time Considerations
Formal Versus Informal Negotiation Styles
Negotiation Objectives
Eye Contact
Business Card Exchange
Negotiations on Technology Transfer
Cross cultural
negotiation
Rewards &benefits
Performances appraisal
Compensation &benefits
Safety & health measures
Cross culture decision making
Cross cultural
Motivation

17. • In 2006, Nestlé became the first organization to adopt creating share value approach.
• Milking machines were provided to the farmers maintaining large dairy farms.
• Clean Drinking Water Project And Water Education Programme For Children & Famers.
• On the occasion of 150th Anniversary of Nestle they have contributed so much
to CSR activities in India :
 Nestlé India extends support to Girl Child Education in Partnership with Nanhi Kali.
• Three overarching ambitions for 2030 in support of the United Nations Sustainable Development Goals
(SDGs):
 Help 50 million children lead healthier lives
 Help improve 30 million livelihoods in communities directly connected to the business
 Strive for zero environmental impact in its operations
CSR Activities

18. Questions