Nestlé depends on a skilled and motivated workforce for continued success. Mechanic Frank McClamma, mechanic and machine operator Leconya Rhym, at the Nestlé Waters factory in Madison, Florida, who manufacture Aquapod, an innovative concept in encouraging children to drink water in preference to sweetened soft drinks.

Nestlé is today the world’s leading food company, with a 135-year history and operations in virtually every country in the world. Our principal assets are not office buildings, factories, or even brands. Rather, it is the fact that we are a global organization comprised of many nationalities, religions, and ethnic backgrounds all working together in one single unifying corporate culture. Our culture unifies people on all continents, with roughly half our 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.

Supporting employees through business changes
In March 2004, Nestlé Purina PetCare (NPCC) announced the intention to close their pet food canning factory in Barrhead, Scotland, due to the continuing downturn in the canned pet food industry. The age and layout of the factory ruled out any potential upgrade to dry or foil-sealed pet foods. 206 people worked at the factory. NPCC formed a resettlement team made up of management and unions, which worked in close partnership with local job and training agencies. Employees were supported with job search services, CV preparation, careers and training advice, a jobs fair and pension advice. 197 of the former employees responded to a post-closure survey. 85% of respondents had used the services provided. 96% rated out of 10 (most positive) the services at 5 or above. 62% of respondents were in work approximately three months after exit from the plant, with only 7% still actively seeking employment at the time of the survey. Others specified "taking a break", "still with company" and "Further/Higher Education".