Nestle Kabirwala Factory Internship Report 2014

INTERNSHIP REPORT 2014
NESTLE KABIRWALA FACTORY LTD PAKISTAN PAGE1
INTERNSHIP REPORT
NESTLE KABIRWALA FACTORY (PVT.) LTD

SUBMITTED TO:
MR. MUSTABSAR AWAIS
IN CHARGE INTERNSHIP PROGRAM
ALFALAH INSTITUTE OF BANKING &
FINANCE B.Z.U MULTAN
SUBMITTED BY:
MUHAMMAD RIZWAN NAWAZ
ROLL NO.52
MBA ( BANKING & FINANCE) 5TH
SEMESTER
AL-FALAH INSTITUTE OF BANKING & FINANCE,
BAHA-UD-DIN ZIKRIYA UNIVERSITY, MULTAN

Table of Contents
Preface............................................................................................................................................ 5
Executive Summary ....................................................................................................................... 6
Nestle .............................................................................................................................................. 7
Mission Statement.......................................................................................................................... 8
Vision Statement ............................................................................................................................ 8
SLOGAN......................................................................................................................................... 8
Introduction of Nestle Kabirwala Factory.................................................................................. 10
Understanding HR Department Working................................................................................... 17
Remuneration............................................................................................................................... 29
Industrial Relations...................................................................................................................... 30
Unions Management in Nestle Kabirwala Factory Limited....................................................... 31
Employee Relations...................................................................................................................... 32
Financial Analys………………………………………………………………………………...33
Swot Analys………………………………………………………………………………… 34
My Assignment on Employee Old Age Benefit Institutions……………………… ……… 35
Celebration of 14 august 2014..................................................................................................... 40
Distribution of Continuous Improvement Award ................................................................... 41
Conclusion.................................................................................................................................... 41

Acknowledgement
I say thanks to ALLAH Almighty who bestowed me the opportunity, courage and confidence to
obtain more knowledge to complete my internship program, which will facilitate me greatly in
my intellectual development and skills capitalization. Then I pay all my respect and praises to the
greatest man of universe, Holy Prophet Muhammad (PBUH) for whom this entire universe was
created.
I would like to submit my deepest gratitude to my parents, whose prayers always supported in
every task of my life. Secondly, I am grateful to my institute, Al-Falah Institute of Banking and
Finance, B.Z.U Multan that made this learning opportunity a part of our education. I am also
thankful to all other teachers as the knowledge imparted by them enables me to gain knowledge
of the organization in a best way.
I am also thankful to Mr.Athar Bukhari, Mr. Liaqat Ali, Mr. Waseem Ahmad, Mr. Awais
Mehmood, Ms. Shazia Parveen, Mr. Kashif Khalil, and Mr. Sohaib. They gave me full
assistance regarding my area of responsibility. They were very cooperative and willing to help
when I faced any problem & asked for help. There was a very good learning environment. I will
always remember their cooperation and support.
I would also thank to all other staff of the Nestle Kabirwala Factory who helped me a lot.

PREFACE
Internship at multinationals has its prime objective to develop trained managers by offering their
broad knowledge in a number of business areas and thus preparing successful management
careers. One step to achieve this objective for students is to exercise internship program in any
recognized organization. So this internship program facilitate the students to gain some
understanding of complete working of the organization and at the same time enables the students
to face challenges in their professional life by sharpening their skills of decision making,
leadership, communication and team work.
Internship at Nestle Pakistan Ltd. (Kabirwala Factory) was an attempt to seek experience of the
corporate lifestyle of a successful multinational company. The idea was to understand the
corporate structure, while developing skills needed to thrive, of one of the leading global
multinationals whereas applying the knowledge and skills acquired during the academic career.
This wonderful experience of just 6 weeks proved to be a high inclination in the graph of my
personal learning.

EXECUTIVE SUMMARY
Nestle is the world’s largest food company. It has operations in many countries. This internship
report is based on Nestle Kabirwala Factory. It is a famous and reputed multinational
organization working in Pakistan. The report contains all activates performed in the Human
Resource department of organization. Similarly my daily assignments and the projects I
performed there. The report contains introduction of the company, and working of Human
Resource Department in specific, ratio analysis and Swot analysis are also there. In my report I
have also stated the activities which I performed during my internship in the Nestle Kabirwala
Factory. The main asset of Nestle Kabirwala Factory is its qualitative human capital. And Nestle
Kabirwala Factory is continuously improving day by day with the help of its qualitative human
capital.

NESTLE
Henri Nestle, the founder of “Nestle” created the trade-mark of the Nest, a translation of his last
name. In German, Nestle means “Little Nest.” The symbol showing 2 young birds being fed by
their mother perched in a nest on an OAK tree depicts in the motherhood, the arm, and loving,
caring, protective and sincere feelings of a mother for her younger ones. So, this symbol helps to
give a visual sign that nobody other than Nestlé can care about its consumers friendly. It shows
that the Nestle provides the purest food product to its consumers because it is as sincere with
them as a mother. It is universally understood that this reflects the maternity and affection, and
thus helps to draw a visual link between the name, “Nestle” and its products.
Nestlé is the world’s leading nutrition, health and wellness company. The company employs
more than 280,000 people and has 456 factories in 84 countries. Nestlé products are sold in
almost every country in the world. Founded in 1866 in Vevey, Switzerland, where it is still
based, Nestlé has often been called “the multinational among multinationals”. Only about
1.5percent of its sales are generated in its home country, and all but 12 of its factories are
situated abroad. The CEO is Paul Bulcke, and the General Management includes a Belgian, two
Canadians, one Dutch, a Frenchman, a German, a South African/British, three Spaniards, one
Swiss, one American and one Swiss American. Nestlé is a truly public company with over
250,000 shareholders of which around one third are Swiss. As the world’s leading nutrition,
health and wellness company, Nestlé is the worldwide leader in product categories such as

soluble coffee, infant nutrition, bottled water, condensed and evaporated milk, ice cream, as well
as chocolate and malt drinks, and culinary. The Group is also a co-leader in pet care. The
Company is committed to delivering shareholder value through sustainable, capital efficient and
profitable long-term growth. Over the past years it has concentrated on furthering organic growth
and performance improvement.
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
The vision of Nestle Group is,
“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”.
SLOGAN
“Good food, Good life”

A LITTLE ABOUT HISTORY OF NESTLE
The credit for the foundation of Nestlé entirely goes to a real
man Henry Nestle.
He said:
“The thought that my invention could save the lives of so many
children encounter enormously the financial gain was not the prime motivation”.
(Henry Nestle 1869)
Nestle Pakistan Limited
(Formerly Nestle Milkpak Limited)
Nestle Pakistan is a subsidiary of Nestle S. A. –a company of Swiss origin headquartered
in Vevey, Switzerland. It is a food processing company, registered on the Karachi and Lahore
stock exchanges. For five years in a row, the company has won a place among the top 25
companies of the Karachi Stock Exchange.
Headquartered in Lahore, the Company operates five production facilities. Two of its
factories in Sheikhupura and Kabirwala are multi product factories. One factory in Islamabad
and two in Karachi produce bottled water. Through its effective marketing and a vast sales and
distribution network throughout the country, it ensures that’s its products are made available to
consumers whenever, wherever and however.
Nestle has the unique ability to provide a complete range of food products, services and well-
known brands to meet the needs of consumers around the world. It is not a faceless corporation
catering to faceless consumers, but a human company providing a response to individual human
needs. It respects the cultures of the countries it operates in and recognizes the need for quality
of life of their people.

In line with Nestlé’s global philosophy, Nestle Pakistan is proud of its commitment to excellence
in product safety and quality and to providing value and services to its consumers. On the social
front it acts very responsibly when it comes to environmentally sound business practices and
corporate social responsibility.
Nestle Pakistan operates in many ways but people, products and brands are the main flag bearers
of the Company’s image.
On the one hand, it has brought prosperity to farmers through an assured and growing income
resulting from sale of their milk, and on the other, it has enabled Nestle Pakistan to collect better
quality milk in the quantities it needs.
Realizing that rural women play an important role in animal husbandry and milk production,
Nestle Pakistan has pioneered the concept of inducting women milk promoters in its team to
educate and encourage rural women to increase per animal yield. Four teams comprising three
women each are currently working in the field. Results being very encouraging, more teams are
planned.
By taking this professional help and guidance to the farmers’ doorsteps, that they otherwise
would find difficult to access, coupled with incentives for increased milk production and a good
and prompt return for their milk, the company is playing an important role in creating
opportunities of economic growth for dairy farmers.
INTRODUCTION OF NESTLE KABIRWALA FACTORY
Kabirwala is situated near Khanewal city and Nestle` factory is located at 4 Km
Khanewal Road Kabirwala. The distance of Nestle factory from Khanewal is 6 Km. It has
beautiful and clean building.
Kabirwala factory was established in 1983. Located in the heart of Punjab province,
Kabirwala Dairy Limited (its then name) started its Operations with the production of UHT milk
in1984. It was taken over by Milkpak Ltd in 1990. Maggi 2 minutes noodles and milk powder
plant started their productions in 1992 and 1996 respectively.

In 1996 UHT production was shifted to SKP while production of Nestle Culture Butter started in
2000.
Dry mixing line was installed in 2002 to produce Every Day tea whitener, while Desi Ghee
line was installed in 2003. On February 7, 2005 nestle KBF joined GLOBE GO LIVE that
performs as a facilitator to achieve long-term business growth.
As a result of management commitment and dedicated effort and hard work of Kabirwala factory
staff at all levels it got the high status in milk powders category amongst all the Nestle factories
around the world in 2007
Kabirwala Factory has got the potential of expansion in existing and extension in the new
categories in the future.
Location:
 Middle of Pakistan
 East of Multan
 7 Km. from Khanewal direction Kabirwala.
Factory Area:
 Total Land 84.46 Acres
 Building (Covered) 17.34 Acres
This Factory Fact book was created with the modest aim to provide the Reader with a flavor of
this factory’s growth over the years and the present role.
The brief history of the development of Nestle` Kabirwala
factory is as under:
1980: Established locally By Mr. Syed Fakhar Imam as Faisal Dairies.
1990: Merge with Nestle`
1992: Maggie Noodle’s Plant was installed
1996: Powder milk Plant was installed (IST Egron)
2002: D.C. (Distribution Center) Establishment

2003: Desi Ghee Plant was installed
2004: N2 Self Generation Plant
2006: Installation of Liquid Dairy Plant
2007: Powder Milk Plant (2nd
Egron)
2008: UHT Cream Plant
2009: Commission of Probiotic& EVAP 3
2010: Production of Eight new products
2011: Production of three new products, extension of RP Store & fuel storage tank,
Installation of CAT Engines and two new Wolf Machines
2012: Wet tipping 2 Confectionery plant in process.
Product History:
1984: LIQUID MILK BASED PRODUCTS UHT MILK
NESTLE MILKPAK LTD:
1990: JOINT VENTURE WITH NESTLE
1992: MAGGI NOODLES LOCAL
1995: MAGGI NOODLES EXPORT
1996: UHT PRODUCTION STOPPED AND SHIFTED TO SKP
1996: MILK POWDER BULK
1997: COFFEE PACKING
1999: NIDO 1000 gm.
1999: MILO PACKING
2000: MAGGI YAKHANI DISCONTINUED
2000: WHITE BUTTER
NESTLE CULTURED BUTTER
NIDO
2002: PACKING OF MILO AND COFFEE DISCONTINUED

EVERYDAY
2003: DESI GHEE
NIDO MQV-14
2006: Liquid Milk
2007: E.Day 04g
2008: E.Day Mixed Tea (1000g, 400g, 40g, 25g)
Milkpak Cream 200 ml
2009: Nido Bunyad
2010: Nido 1+ and 3+ probiotic.
2011: Nesvita
2012: Crunch chocolate
Some other products

Nestle Kabirwala Factory Hierarchy Structure

Departments of Kabirwala Factory:
Nestlé Kabirwala is headed by the Factory Manager of the company. Presently Mr. Raheel Afzal
is performing the services of the Factory. Directly reporting to the Factory Manager are the
fourteen major Departments i.e.;
 Finance & control Department
 Human Resource Department
 Logistics Department
 Safety health & Environment Department
 Industrial Performance Department
 Engineering Department
 IT Department
 Application Group
 Rec. & Standardization Department
 Liquid Dairy Department
 Powder & Noodle Department
 Quality Assurance Department
 Technical Training Department
 Nestlé Distribution Channel
Nestle System:
Nestle has best systems but others are also consulted. Following are the own systems of Nestle
 Nestle quality management system-NQMS
 Nestle good manufacturing practices-NGMP (production, environment,
building, designs)
 Safety, health environment-SHE
 Total performance management-TPM (make policies to support business)

 Nestle continuous excellence-NCE
Nestle Certifications
Certifications of nestle Pakistan Ltd. are as under
 ISO 14001(safety)
 OSHAS 18001(safety)
 HACCP (operation prerequisite, critical control point, pre-requisite programmed)
 Integrated pest management (IPM)
 ISO 2200 granting
(Combination of HACCP related to safety and ISO 9000 related to quality and many more
things)
 A successful GLOBE system that works for Nestle around the world in order to communicate
confidential data
 As a result of management commitment and dedicated effort and hard work Of Kabirwala
factory staff at all levels KBF got the high status in milk powders category amongst all the
Nestle factories around the world in 2001. It was achieved because of continuous
improvement drive and passion to become best in the World.
Kabirwala Factory has got the potential of expansion in existing and extension in the new
categories in the future.
Executive Hierarchy and Job levels at Nestle
Management has the following job grades
G1: Entry level management post
G2: Managerial level
G3: Senior Manager
G4: Board of Directors
Non-management has the following job levels
L3: Process Operators
L2: Senior Process Operators

L1: Process Specialists
Every plant has a plant manager supported by a team and a team leader. So the operators report
to the team leader and team leader reports to the plant manager.
UNDERSTANDING HR DEPARTMENT WORKING
Nestle Hr Policy, Theory into Practical
The policy encompasses those guidelines which constitute a good sound basis for efficient and
effective HR management in Nestle 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 Nestle is operating 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
local legislation, local legislation will prevail. These policies are addressed to all those who have
a responsibility in managing people as well as to HR professionals.
A Shared Responsibility
Each employee has a distinct responsibility in dealing with people be it as a leader of a team or
as a peer.
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 result
in positive impact on the organization’s effectiveness. Furthermore he /she proposes best
practices and provides state of the art support and counseling to his/her 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 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 excellence of their communication skills.
People Dealing in Nestle
The Nestle Management and Leadership Principles describe the management style and the
corporate values of the Nestle Group, especially in the area of interpersonal relations. Their
respect calls for specific attitudes which deserve to be outlined in the present policy.
Respect and trust- A prerequisite for dealing with people is respect and trust. There can be no
room for intolerance, harassment or discrimination of any kind as they are the expression of an
elementary lack of respect. This principle suffers no exception and is to be applied at all levels
and under all circumstances.
Transparency and honesty- Transparency and honesty in dealing with people are a sine queue
for efficient communication. Based on facts and on a sincere dialogue, such transparency is the
only solid basis for boosting continuous improvement.
Open communication- This is to be complemented by open communication with the purpose of
sharing competencies and boosting creativity. It is particularly relevant in a flat organization to
convey systematically all information to those who need it to do their work properly. Otherwise
no effective delegation or knowledge improvements are possible.
Listen- to communicate is not only to inform. It is also to listen and to engage in dialogue. Every
employee has the right to an open conversation with superiors or colleagues.
Cooperate- The willingness to cooperate and to help others is a required basis for assessing
potential candidates in a view of a promotion.
Conflict resolution- In case of discord between an employee and his/her superior or another
employee, the possibility must be offered for a fair hearing. The HR staff will provide assistance
to ensure that the disharmony is dealt with impartially and that each party has the opportunity to
explain his/her viewpoint regardless of hierarchical position.
Recruitment Policy and Joining Nestle
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 Nestle 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 Nestle is to become a participant I developing a sustainable quality
culture which implies a commitment to the organization, a sense for continuous improvement
and leaves no place for complacency, and in view of the importance of these Nestle values,
special attentions paid to the matching between candidate’s values and the company culture.
Hence, a clear communication of these principles values from the very beginning of the
recruitment process is required.
Personality of the Candidate
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.
Are you Right for Nestle?
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
Generating Candidates:
Through following means the candidate are generated
o Career Website
o Generating candidates overview
o Employee Referral Program
o Graduate Trainee Programs
o Internships
o Job fairs
o Job Posting Portals
o Media Selection Guidelines
o Partnering with Universities (CEMS)
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 only and only those CVs out of all, that best match open jobs,
Similarly, only selected candidates are contacted for that purpose. In any case, you will receive
an e-mail telling you when the job you applied for has been filled.
Registering for Nestle Pakistan (PVT) Ltd talent pool:
If there is no job opening suitable for someone, one can still register his/her details in Nestlé
database. He/she 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.
The person is 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 someone is successful at the group stage, he/she 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
The candidate is interviewed by HR as they’ll as a line manager. These interviews generally
focus on the candidate’s background and motivation as they’ll as how you likely fit Nestlé’s
culture and values.
Recruitment Process
Purpose
This policy applies to all personnel involved in recruiting staff. This policy:
 Ensures all recruitment activities are conducted in full recognition of, and
maximum regard for, the principles of equal employment opportunity
 Establishes minimum standards of recruitment
 Seeks to maximize opportunities to recruit the best person for each job
 Recognizes & complies with current legislation governing all aspects of
recruitment
 Will be reviewed regularly and modified as required, to reflect Company policy,
best practice in recruitment and compliance legislation

Policy
It is the policy of Nestlé Pakistan Ltd. to promote from within the Company; provided its
employees have the appropriate skills and professional level of performance. Nestlé Pakistan
Ltd.’s approach to recruitment and development is to hire men and women with the appropriate
professional background and personality, and then support them in a long-term career with the
organization. The policy covers both internal & external recruitment activities designed to fill
permanent and contract staffing vacancies, regardless of how the vacancy has arisen.
Human Resources’ Responsibilities
The Human Resources (HR) function is responsible for ensuring line management, and any
agency engaged to recruit on our behalf, adheres to this policy and uses current recruitment
practices.
Identifying vacancies
It is the responsibility of each line manager to identify vacancies within their department. Where
necessary, the line manager, their manager and the Corporate Recruitment Manager discuss
whether the vacancy should be filled, and if so, whether by a full time, part time or contract
employee.
Authorizing recruitment
A Recruitment Requisition form, signed by the line manager and the Division Head/
NPL HRM / MD, is the only acceptable authorization for initiating recruitment for any position.
Recruitment Requisition Form
A current position profile and organization chart should be included with the
Requisition form. The form may be completed in consultation with the Corporate Recruitment
Manager.
Finding the right applicant
Preference will be made to fill vacancies with suitably qualified and / or experienced current
employees. In the first instance, succession plans (where applicable) will be used to attempt to
fill the vacancy. 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.

External recruitment
Vacancies which cannot be filled internally shall be advertised externally, after approval is given
by the HRM. All external advertising will be coordinated through the HR function.
Updating this policy
The Corporate Recruitment Department is responsible for ensuring this policy is updated as
necessary.
How to Select an Applicant
This Procedure covers:
 all level recruitment in the Corporate office
 all level recruitment for the Regional Sales offices
 Executive and up recruitment in Factories and Milk Collection
1) Recruitment Requisition Form (RRF)
Recruitment Requisition Forms are available from Corporate Recruitment and from Divisional
Secretaries for the use of Line management and Division Heads. It’s updating from time to time
is the responsibility of the Corporate Recruitment Manager.
a) Approvals:
For all budgeted hiring, the Division Head must endorse the RRF, initiated by a functional
manager in order to activate the process. This authorization is required for all levels of hiring
(Supervisors to Key Managers) covered by this procedure; ensuring hiring is consistent with
changing business needs. The approval of the NPL HRM and MD is required for recruitment of
manager and above positions, new positions and unbudgeted recruitment.
b) Job Profile:
To be completed by the functional or divisional manager in consultation with the Corporate
Recruitment Manager to ensure that a focused and, practical profile is agreed. A targeted job
profile on the RRF will also help HR and Line Management in screening applicants before
validating their candidacy for the position.
2) Sourcing
a) CV Database:

On receiving the completed RRF form, the Corporate Recruitment Manager, in consultation with
Line management, will review the database of CVs and profiles to find suitable applicants.
b) Placement offices:
In the case of Management Trainee hiring, the Corporate Recruitment Manager will liaise with
Placement offices of targeted educational institutions to generate a suitable pool of applicants.
c) Recommendations:
Suitable applications recommended by NPL Management may also be considered. Their details
should be forwarded to HR through the appropriate Line Manager or Division Head for merited
consideration. HR will not always interview or screen recommended applicants who don’t meet
the minimum standard, or for positions that are not vacant. However, their CVs will be
acknowledged and kept on file for future reference.
d) Advertising:
If an appropriate resource pool is not generated from the above activities, the Human Resources
Manager may authorize advertising the position(s) through print media. The Corporate
Recruitment Manager will prepare the advertisement incorporating key functions from the job
profile. A standard format incorporating the statement “Nestlé Pakistan Ltd. is an Equal
Opportunity Employer” will be used.
e) Consultants:
For low-applicant availability or highly technical management positions, the HRM and
Corporate Recruitment Manager may use HR authorized consultants to support Line
Management objectives in recruitment.
3. Screen the applicant
The Corporate Recruitment Manager, with support from the line manager, screens the applicants
to assist in obtaining a short list of potential candidates. Screening may consist of face-to-face
interview, telephone interview, screening test or scrutiny of the employment application /
résumé.
Screening should determine whether the applicant has the skills, attitude, knowledge, behavior,
ability and experience required for the position.
4. Interview the short-listed applicants

All short-listed applicants will be required to complete an Employment Application form prior to
any interview. Screened candidates will initially be interviewed by R & D staff. The short-listed
applicants will be further interviewed as follows:
Positions Group 1: by HR + Dept. Head
then by HR + Division Head(if required by Div.)
From Group 2 up & all by HR + Dept. Head + Div. Head
Management Trainees then by HR + MD
Interview panels: May be formed for recruitment of positions entailing diverse or multi-faceted
functions. Expert views of different functional Managers may be required at such points. The
Corporate Recruitment Manager will establish interview panels in consultation with the
recruiting Line Manager.
A standard interview guide will be used for each interview so that all applicants are reviewed
against the same criteria. Behavioral interviewing techniques are the preferred method of
conducting interviews.
5. Check references
Carry out and document a minimum of 2 verbal reference checks for the preferred short-listed
applicants. No employment offer will be made prior to the completion of these reference checks.
The applicant’s highest academic qualification will be confirmed with the issuing academic
institution prior to any employment offer.
6. Choose the successful applicant
The recruiting line manager is responsible for making the final hiring decision. On Division
Head / recruiting Line Managers selection of the successful candidate, the remuneration, job
conditions and an appropriate commencement date will be decided by the Division Head
supported by HR. A Status Change Form must be completed by the recruiting Line Manager and
approved by the Division Head and NPL HR Manager for successful candidates.
7. Notify the successful applicants
Successful applicants will receive a written offer of employment from the Company prior to
commencing work. The offer will detail the following:

a) Commencement date (agreed between applicant and NPL)
b) Remuneration
c) Major conditions of employment
Any offer of employment for executive positions with the Company must be supported by an
approved Status Change Form. The required approvals are the Division Head and NPL HR
Manager. In addition, Group 3 and above job offers also require the approval of the MD. These
written approvals are required prior to job offer.
The Appointment letter / Contract will be prepared by R & D and signed by the NPL HR
Manager.
All other pre-employment requirements including academic and professional documentation and
medical checks must be completed by the R&D Manager prior to issuing Appointment Letters to
successful applicants. In exceptional circumstances an Appointment Letter may be issued before
receipt of the official medical report. However the employment offer remains subject to a
satisfactory medical clearance.
The Corporate Recruitment Manager will manage the recruitment process, obtain approval on
the Status Change Form from the approving authorities and discuss employment offer/conditions
with the prospective employee. The Remuneration Manager will support the Corporate
Recruitment Manager by providing sufficient information regarding the total compensation offer
based on the job, candidate’s experience, and internal relativities. This offer will be detailed on
the Status Change Form.
8. Notify unsuccessful candidates
Job applicants not selected will have their applications acknowledged within ten working days of
receipt of the application by HR. Those applicants interviewed by the Company and not selected
during recruitment will receive a letter of regret within one week of the decision.
Details of unsuccessful job applicants will be kept in the database file for a period of 12 months.
9. Medical clearance
The successful applicant’s appointment to the Company will be confirmed subject to medical
clearance by the Company’s appointed doctor. The cost of this pre-employment medical will be
borne by the Company.

10. Recruitment in Factories & Milk Collection
Points 1-8 are procedurally applicable for all recruitment in the Factories and Milk Collection.
However, recruitment of Supervisors and Clerks in the factories or milk collections to be
completed by the Functional / Division Heads directly. Appointment letters / Contracts will also
be issued, (after approval from the relevant Division Head) directly to the new employee by the
Human Resources Department of the Factory.
If required by line management, HR may facilitate this recruiting by advising on reference
checks, or the credibility of academic and professional documentation of the applicant.
11. Induct the new employee
The line manager is to ensure that an appropriate orientation is arranged and completed for the
new employee.
What you need
 Recruitment Requisition Form & Position profile
 Organization Chart
 Employment Application Form (for Management Staff & Non-Management staff)
 Interview Evaluation Form
 Status Change Form
Professional Development
Learning
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.
Training

Management Trainee Program
If you're young, bright and hardworking, 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.
Performance Evaluation
The performance evaluation (PE) is an annual cycle which aligns your individual objectives with
the business priorities in a given performance year. On-going feedback discussions with your
manager to make sure you are on right track is essential, as it allows you to take any required
measures if needed. This will ensure you and your line managers are aligned throughout the year
and make the yearend evaluation as fast based and effective as possible.
The PE form enables you to structure the PE process in quality way to increase dialogue and
alignment with your line manager.
At the end of the year, you will receive PE Rating, which will be based on the level of your
performance against your objective. This PE rating includes an overall evaluation on ‘WHAT’
you have achieved and ‘HOW’ you have demonstrated the 4 Nestle behaviors (Practice What
You Preach, Result Focus, Pro-active Co-operation & Initiative) in the execution of your
objective.
Your level of performance achieved will have direct impact on your salary review and Short
Term Bonus (STM).
PE has four phases.
 Objective Settings (Jan-Feb); Performance objectives are set with the manager.
 Interim Review (Jun-Aug); Review progress against objectives.
 Calibration Meeting (Dec-Jan); Management meeting to ensure effective and equitable
performance evaluation across the organization.

 Year End Review (Dec-Feb); PE-Rating – Evaluation of the achievement against
objectives.
REMUNERATION
The Nestle Remuneration Policy states the major principles of our approach to remuneration,
which is guided by a sound balance between corporate as well as local responsibilities and
between the different remuneration elements. As well, it is based on, and aligned with, Nestle
Human Resources Policy.
The main objective of this Policy is to ensure that Nestle is able to attract and retain motivated
and high-performing employees through an equitable and coherent approach to Compensation
and Benefits within the Nestle Group. Remuneration Principles are influenced by various factors
such as competitive market practices, cost considerations; business results achieved both locally
and globally as well as the individual performance.
Similarly Nestle believes that there is a link between Performance and Pay.
Nestle believes in:
 Recognize high performance
 Manage low performance with integrity
 Increase transparency and feedback
 Career management as a partnership
 An open and engaging work culture
Similarly Nestle has the policy that we all know that the PE tool is being used to drive and
evaluate the right performance
Let’s understand what we mean by “Pay-for-Performance”. Planning, coaching, and evaluating
performance and then aligning rewards (pay) with performance outcomes. The short term
bonuses are also given to the employees according to the policy of the company.

Recognition and rewards
Nestle has a clear policy on recognition and reward. And same is communicated to the Nestle
Pakistan (Pvt) Ltd. The recognition programs are launched in Nestle Kabirwala Factory Limited
as well in order to boost up the creativity, innovation. There is CI program working under the IP
department
Continuous Improvement
IP ensure Continuous improvement of factory performance in terms of safety, quality, service,
performance, environment and cost savings. It also ensures the proper evaluation of the
improvement ideas, concerns related to them and their implementation & sustainability. IP also
facilitates & involves in the
Nestle Performance Teams (NPT) & Continuous Improvement Teams (CIT) which basically
works on the improvement projects with SMART objectives and effective outcomes. The
employees are also rewarded for their effective ideas. Top 10 ideas are given recognition and
they are given the some monitory and extrinsic rewards to boost up this activity. Last year
another employee recognition program was launched which was very successful in Nestle
Kabirwala Factory Limited as well.
Similarly other employee recognition ceremonies are also held annually quarterly and now
Nestle Kabirwala Factory Limited has launched these programs on monthly basis. The line
manager notices down the trouble handling of the workers. Similarly they notice that when and
how the worker handled the problem and how troubleshoot the problem. So it is proved to be
very effective.
The Factory Manager gives rewards to the recognized employee so this activity has proved very
helpful in increasing the morale of the employees.
INDUSTRIAL RELATIONS
A 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 another
representative association 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.
UNIONS MANAGEMENT IN NESTLE KABIRWALA
FACTORY LIMITED
Election Procedure
Previously introduced Punjab Industrial Relation Act 2010 regulates the election process of the
unions in organizations. IR ordinance 1969 also regulates the unionization in the companies and
all the issues relating to CBA.
Elections are conducted after two years of completion.
If fifty or more people are agreed to form a union in the company, they can register themselves
as union. But they must be from non-management. After winning the election, the union certifies
itself from Labor Department and is called collective bargaining agents or CBA.
Collective Bargaining Agent
The CBA negotiates with the management of Nestle not at the basic benefits that are provided by
the law but over and above those basic benefits. For that purpose CBA raises the demand notice
and if the management accepts the demand notice it means management has accepted what the
CBA is demanding from them. But if management feels that these demands have already been
fulfilled by management it also sends the demand notice to the CBA. Then the negotiation starts.
The management has the aim to end the negotiation on win-win situation.
Relation Building with CBA
It is the utmost desire of Nestle Kabirwala Factory Limited to build the good relations with CBA
and to win the heart of people at Nestle Kabirwala Factory Limited. Therefore so many
initiatives are taken by management. Recently following initiative has been taken;
 5 kg noodles pack was given to all permanent staff

 Promotion plans
 Employee’s child scholarship
 Shift allowance
 Motor bike schemes
 Hajj Qurandazi
EMPLOYEE RELATIONS
Is there a good relation between non-management and Management staff?
Yes, Nestle Pakistan has several regular team building activities involving all levels of
employees e.g. Sports Week, family day, cordial relationship with the employees union
&management.
Is there any level of interaction between management and non-management at work?
Yes, Nestle daily has the Operational Review Meetings in which issues are discussed and
corrective actions are taken after seeking concerned opinions and regulars visits of the plant by
the team leaders and the manager.
Do Nestle has the direct access to your Management Team to give spontaneous feedback?
Yes, Plant Manager can easily be accessed, apart from that, FM can also be approached, if needs
be. Management attends the shift handover and DOR that are also attended by the operators and
responds the queries of the participants.
Recognition
Is recognition really given to employees in Nestle Pakistan?
Yes, one recently launched by the Company "Maan Humara Tum Sa” in addition to this, joint
birthday of staff, monthly lunch, hygiene trophy, CI Awards, Good Attendance Award.
Have employees been recognized for a good job (above average) you made?
Yes, if perform well:

• can get hygiene trophy as a group
• Thank you cards
• Emails from the line in charges
• And managers appreciate on line in case of any achievements
Is there decentralization and power in the hands of employees?
Nestle employees are authorized to stop the production to take appropriate action against any
Quality and Safety issue on your plant or machine.
Feedback methods
DOR, annual performance appraisals meetings and on line coaching by the line managers help to
improve the performance.
Succession Planning
At the time of the performance appraisals, discussion is held for the future prospect.
Financial Analysis
There are five types of financial statements which are used in the any company
Income Statement (Profit & Loss Statement)
Balance Sheet
Retained Earnings Statement
Statement of Owners Equity
Cash Flow Statement .

Income Statement
The income statement summarizes revenues and expenses and gains and losses, ending with
the net income. It summarizes the result if operations for a particular period of time.
Balance Sheet
A balance sheet shows the financial condition if an accounting entity as if a particular date. The
balance sheet consists of three major sections: assets, the resources of the firm; liabilities, the
debts of the firm; and stockholders’ equity, the owner’s interest in the firm. At any point in time,
the total amount of the assets must equal the total amount of the contributions of the creditors
and owners.
Assets = Liabilities + Stockholders equity
Retained Earnings Statement
Retained earnings statement shows the undistributed earnings of the corporation. A
Reconciliation of retained earnings summarizes the changes in retained earnings. It shows the
retained earnings as the beginning of the year, the net of the year as an addition, the dividends as
a subtraction, and concludes the end of the year retained earnings. Statement of the Owners’
equity It shows the changes in the stockholders equity at the end of the accounting period. In
shows the addition to capital, subtraction or with drawl from capital.
Cash Flow Statement
The statement of cash flow details the inflows and outflows of cash during the a specified period
of time, the same period used for the income statement. It consists of three sections:
i. Cash flow from operating activities
ii. Cash flow from investing activities
iii. Cash flow from financing activities
Key Financial Data of Nestle
(Rupees in million) 2013 2012 2011
Trading Results
Sales 86,227 79,088 64,824
Gross Profit 24,161 21,523 16,725
Operating Profit 11,471 10,966 8,458
Profit Before Tax 8,113 7,978 6,503
Profit After Tax 5,867 5,865 4,668

Balance Sheet
Shareholders’ Funds 11,859 11,560 7,612
Reserves 11,406 11,107 7,159
Operating Fixed Assets 31,468 21,882 16,089
Net Current
Assets/Liabilities* 4,767 (3,120) (3,352)
Long Term Liabilities* 22,429 19,351 10,821
Investor Information
- Gross Profit Ratio 28% 27% 26%
- Operating Profit Ratio 13% 14% 13%
- Inventory Turnover Ratio 7.8 : 1 7.7 : 1 8.2 : 1
- Total Assets Turnover Ratio 1.7 : 1 1.8 : 1 2.2 : 1
- Market Value Per Share 7,550 4,733 3,597
- Debt Equity Ratio 68 : 32 69 : 31 69 : 31
- Current Ratio 1 : 1 0.8 : 1 0.8 : 1
Swot Analysis
Strength
Brand: One of the greatest strengths of nestle is its brand name and brand image in the local
Pakistani market. People trust nestle. They see nestle as a top priority product. Although the
price matters a lot for a customer but when the name comes of nestle, the customer is willing to
pay any amount for the products of nestle. So they have not only the increasing customer
demand but also the customer retention as well. Similarly the consumers taste is changing, the
consumer is more aware, and consumer gives lot of importance to the hygiene and Nestle has
positioned its products in the mind of consumers as top hygienic products. So it is also a great
strength.
Time Spent in market: Nestle has been serving its consumers since 140 years and it is a very
long time span. Similarly Nestle Pakistan has been serving Pakistan since so long. If we talk
about specifically Nestle Kabirwala Factory, it has also been become very experienced in the

market. In 1990, Milkpak acquired the Kabirwala factory, located in Khannewal district of the
Punjab, as a subsidiary. By 1997 it was a fully owned unit of Nestlé Pakistan Ltd. Soon after it
was acquired, we began upgrading its capacity.
Human Resource: “You can copy the policies, you can copy the procedures, but you cannot
copy the people.” No doubt the Human Resource at Nestle is very competitive and if we
specifically talk about Nestle Kabirwala
Factory, the management as well as the workers,
all are the greatest asset of Nestle Kabirwala
Factory. So it is one of the greatest strength of
Nestle Kabirwala Factory which is ensuring its
sustainability and continuous growth in the
market. The diversified workforce has been
proved very effective in the way to continuous
excellence. In Nestle Kabirwala Factory there
has been so many people working and
They are all from different backgrounds, caste, color, religion and different mindsets. So the
diversified workforce has b been proved to be very productive and competitive. The management
is also diversified and this is helping the Nestle Kabirwala Factory to ensure the idea generation
process. The top management is no doubt the greatest strength of Nestle Kabirwala Factory.
World Wide R&D: Research and Development is a key competitive advantage for Nestlé.
Without our R&D Nestlé could not have become the food industry leader in nutrition, health and
wellness. With 29 research, development and technology facilities worldwide, Nestlé has the
largest R&D network of any food company. Nestlé’s research, development and technology
network, together with local market application groups, employs over 5,000 people.
Weakness
Strong unionization: The increasing influence of unionization in Nestle
Kabirwala Factory has been the sign that employees have been lacking trust on
management. Therefore they are joining the unions. It can also be due to the
increasing job security, sense of having less benefits and not having competitive
salaries, so thee employees are joining union and want negotiations with the
management.
Communication problems and grapevine: Because the Nestle is a multinational
Company and it is serving in a market where the effective communication is very important to
gain the confidence of the employees. The people at Nestle Kabirwala Factory are very use to the
grapevine and therefore they immediately lose the confidence from the management without any
confirmation. So the management needs to get the people in confidence that it cares for its
employees as well.
Third Parties: One of the weaknesses of Nestle Kabirwala Factory is that it is relying on the
third parties in most of its operations. For example it has been working since so long but still it
has not focused on the forward integration and is completely relying on the distributors.

Similarly for the following jobs the contractual labor is hired;
1. Labor, NDC, R & P, Canteen, Gardening
2. Mechanical works
3. Mechanical Engineering
4. Paint Job
5. Repair and maintenance of the buildings
6. Security Services
7. Scrap disposal
8. Electrical services
9. Laundry
10. Transportation
Relying too much on third parties can be a weakness which can turn into a threat in future.
Target Market: The target market of Nestle MilkPak is upper middle and high class because
lower middle and poor class cannot afford to buy UHT milk due to its premium price.
Opportunities
Market Opportunities: The local market is not fully saturated and still there is a huge market that
can be captured by Nestle. Specifically talking about the Nestle Kabirwala Factory There are
substantial growth opportunities considering the average yield of Pakistani animals at only 1,100
liters/annum as compared to 6,000 liters/annum for animals in Europe and USA. There are nearly
20 million milk producing animals in the country, mostly in Punjab (80%).
The overall milk market in Pakistan is 20 billion liters; out of which processed milk contributes
only 3 million liters. Nestlé MilkPak along with other processed milk businesses contributes only
2% to this large market. Nestlé MilkPak has expanded its product range by entering the cold
dairy market recently by launching Nestlé plain yogurt and now fruit yogurt is also added to it.
1. Competitors are also not there to serve the market which is not captured.
2. Nestle is only a food company but it can target other FMCG’s as well similarly it can
diversity its products and become a conglomerate as well.
3. It can gain more supplier integration which has not been done yet. For this purpose nestle
has developed two model forms in Rinala and Sahiwal
With the name of “Dairy Hub” and “Sursubz Form” respectively.
For this purpose European breeds have been imported and are
given on easy installment to the farmers. The expertise are
provided free of cost.
4. Nestle can educate the supplier and for this purpose it has started
the project named UHTP in which lady livestock workers have
been given training from villages.
5. Nestle has been relying on two distributors in south Punjab. One is located in Multan and
other is in Bahawalpur. Nestle can go for forward integration as well.
6. As nestle has targeted upper and middle class consumers, it has the greater opportunity to

target the lower class customers.
Third largest producer of milk
Pakistan is the Third largest producer of milk in the world with a total production of 32 billion
liter of milk a year, whose value is more than that of the combined value of wheat and cotton,
from a total herd size of 50 million animals (buffaloes and cows). Livestock accounts for 46.8
percent of agricultural value added and about 10.8 percent of the GDP. Milk is the largest
commodity from the livestock sector accounting for 51 percent of the total value of the sector.
Due to the steps taken by the government and private sector, country’s annual milk production is
expected to grow at an additional 3 billion liters in the next few years. This is quite an
opportunity for Engro foods as there is lot of growth in this part of the sector.
Improving Economy
Population growth rate.
High urbanization rate and high literacy rate.
Flexible government policies for food industry.
Have significant growth opportunities
Has sufficient capital to expand.
Has the potential to innovate and differentiate the company's products to sustain a
competitive advantage
Threats
Following can be the threats for Nestle Kabirwala Factory;
Too much dependence on third parties
As nestle has been very efficient in its operations but it is getting the services of the third parties.
So too much relying on the third parties can also be a threat for nestle. Because it involves so
many uncertainties. So it can be a threat for the company to rely many of its operations on the
third parties.
Limited distribution
Having a very limited number of the distributors and solely relying on them can also be a threat.
Because too much reliance on them may cause Nestle to lose of control and power over
distributor and high dependence on the distributors.
Uncertainty in economic condition in Pakistan
Price fluctuations due to rupee devaluation as raw material are imported.
The uncertainty of economic conditions poses a great threat as the major
funds invested in the country come from outside Pakistan.
Entry of new competitors
Market is growing and is attracting new competitors so the entry of new

Competitors is one of the major threat for Nestle Pakistan. As already thee entrance of Engro
Foods has been a very competitive situation for Nestle Pakistan.
Unionization
Increasing trend of unionization is also a threat for nestle. Because it can weaken the company’s
image as well. Thee negative activities by the union can be an alarming situation for Nestle
Kabirwala Factory Limited.
MY ASSIGNMENT ON EMPLOYEE OLD AGE BENEFIT
INSTITUTIONS
In the second week of my internship, I was given task to collect the data from employees about
their EOBI (Employee Old-Age Benefit Institution) cards. Basically the data collected consists
of CNIC numbers and other relevant information. This exercise was performed to check the
present status of EOBI cards of employees whether these cards are already formed or not and if
the cards are not formed, then these employee’s card will be applied at EOBI website.
I was provided with list of all the permanent employees of the factory. Some employees CNIC
and EOBI numbers were mentioned on the list. List was segregated department wise. I started
with the Engineering department and visited different personnel there asking about the
information of EOBI cards. Some employees provided me with the EOBI card number while
some were not aware of their card number. I marked these employees on the list for applying for
their EOBI card in near future. Then I visited Quality Assurance department and similarly I
visited every department and tried to meet the employees personally. It took two to three days to
complete the visit of each department of factory. Employees work in three shifts. Those
employees whom I was unable to contact in first day of visit to their respective department
became available later on next day or day three.
The pace of work was slow initially. But gradually when employees became aware that this
exercise is in their favor, they started co-operating with me much more and also communicated
with other employees to provide me with relevant data necessary for EOBI card applying. Team
Leader also circulated message among their sub-ordinates to check about their EOBI card
number. If number is available then provide, otherwise provide relevant information.

After collecting maximum of data about the EOBI card numbers, CNIC numbers and other
relevant information, I reported to my supervisor Mr.Waseem Ahmad (Employee Relations
Manager) & Mr. Liaqat Ali (Public Relations Manager). Next step was to check this data online
on the website of EOBI. The procedure was to enter CNIC data in website and check out whether
any record is available relevant to this CNIC on the website. All the CNIC of whole factory
employees were checked. Most employees EOBI data was available on website. The data
provided by the employees was also cross checked for verification. The employees having no
record of EOBI number were marked.
Furthermore step was to apply for the EOBI card number of those employees having no record.
Mr. Liaqat Ali supervised this activity and employees having no EOBI card number were applied
for this card. This whole exercise of working over EOBI card number was carried out gradually
in my internship tenure of six week.
CELEBRATION OF 14 AUGUST 2014
It is tradition of Nestle to celebrate national occasions whether it is of Aftaar Party, Birthdays of
National personalities, Defense day or 14 August as Pakistan Day. During my internship we
celebrated 14 august with patriotic enthusiasm among the employees of Nestle KBF. We
decorated the interior of the Admin department of Nestle KBF with Pakistani flags and balloons.
We arranged a quiz competition and national song singing event among the employees. The
winners of quiz competition were awarded with T shirts. In the national song singing event, 5
volunteer among each department sung the national song and other employees sung with them.
On the day of 14 august, celebration ceremony started at 9 am. First of all, recitation of Holy
Quran and Naat took place. After that national anthem was played and national flag was hoisted
by the Factory & HR Manager and all other employees wavered small flags. Afterwards,
volunteers from the employees sung national songs and others also sung with them. The
celebration ceremony lasted for nearly 4 hours and it ended with playing of national anthem.

Distribution of Continuous Improvement Award
Nestle has a clear policy on recognition and reward. During my internship we also arrange a
function for distribution of CI award and gifts to the employee of the KBF. The Factory Manager
gives rewards to the recognized employee so this activity has proved very helpful in increasing
the morale of the employees.
CONCLUSION
The period of my internship with such esteem organization like Nestle KBF
Pakistan was a great delight for me who enhanced my knowledge up to latest trends and bridged
the gap between theoretical knowledge and practical approaches being implemented in the
industry.
The learning environment was superb, just like an ocean where you come, take
what you want but there is no deficiency in that ocean. The safety & hygiene practices followed
at Nestle KBF are superb. There was no compromise on product quality.
Moreover, different HR departments such as Procurement, Employee Services,
Employee Relations, Industry Relations, Personnel Development, Trainings etc. are working
within their premises and they co-ordinate with each other for the overall effectiveness and
synergy creation. With their collective efforts, employees of the factory feel better.
Nestle Pakistan emphasize on the motivation of the employees, so employee are
motivated and work more efficiently. What I had learnt here is how to tackle the people who are
busy on their lines and how to get their attention towards us.
Beside the project I had learnt how nestle is working to delight their consumers and how nestle
keep the best quality product with low cost for the consumer.
Lastly, I would definitely say that working at Nestle KBF was a charm for me. I will always
remember these moments which I spent here. This was our best experience we ever had in our
life.

Nestle Kabirwala Factory Internship Report 2014

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Nestle Kabirwala Factory Internship Report 2014