Jankowski: Development is not just working on the product portfolio

CREATED IN COOPERATION WITH NESTLÉ POLSKA

Nestlé’s entry into Poland 30 years ago was more significant than a typical establishment of an office and distribution operations. Why?

One of the key factors behind Nestlé’s decision to enter the Polish market was its attractiveness. Clearly, the transformation period was the ideal time for a global company with such ambitions to enter Poland. However, what followed, including significant investments, was driven by the recognition of how compelling the Polish market was. This was due not only to its size but also the appeal of Polish brands and the local workforce. While cost considerations played a role, the high level of competence among our employees and their ability to learn quickly were equally important. All of these factors contribute to why the Polish market remains attractive, prompting Nestlé to invest here for three decades.

Which investments made by the company were the most significant?

In 1993, Nestlé introduced two brands to Poland, Nescafé and Nesquik. The following year, we initiated investments in local facilities, beginning with the confectionery factory in Kargowa, the water bottling plant in Nałęczów, and a substantial investment in the Winiary plant in Kalisz. We initially expanded with international brands and later invested in and preserved Polish brands and their traditions. The Nestlé culture uniquely combines access to cutting-edge solutions and know-how with respect for tradition and local producers. To this day, Winiary remains the largest brand in its category in the Polish market, demonstrating the added value we have provided. Subsequent Group investments, including a joint venture in a cereal factory in Toruń, a baby food plant, and Europe's largest pet food factory in Purina near Wrocław, have further strengthened our presence. Currently, we employ over 5,500 people in Poland across seven sites and an office in Warsaw.

How will Nestlé’s growth in Poland continue?

Our growth will be grounded in Nestlé’s core values, which revolve around “Good Food, Good Life”. We prioritise respect for people, communities, and the planet, guiding our development locally by implementing globally developed technologies. This entails continually improving our product portfolio in line with sustainability principles. An example is the introduction of plant-based meat substitutes under the Garden Gourmet brand.

In addition to product development, we leverage modern digital solutions both in production and in communicating with consumers. We are dedicated to enhancing our consumers’ lives by making them healthier and happier. The consumer always remains at the centre of our attention, and we shape our portfolio and introduce innovations with their needs in mind, including addressing climate change challenges. Being a modern company that prioritises the well-being of our thousands of employees is paramount to us.

Are you facing challenges in recruiting staff in an environment of minimal unemployment?

We do indeed operate in an employee’s market. However, such situations also present significant opportunities. We place great importance on our employees, fostering a culture of diversity and adapting to their needs. We value our employees highly and make them the focus of our attention, which results in low turnover rates and a high percentage of employees with more than 20 years of employment. In building a culture of diversity, we aim to accommodate both experienced individuals and those entering the job market, ensuring they feel comfortable and understand the added value they bring. We also adapt to local needs and the labour market conditions in the vicinity of each of our factories. We maintain open dialogues with our teams, collaborating on initiatives, such as the “Let’s Care” health programme, which covers various aspects, from education and prevention to supporting employees’ health when needed. These efforts contribute to our low staff turnover rate.

What initiatives do you undertake for local communities near your factories?

We actively participate in local initiatives, including educational campaigns on health and good nutrition. We also work on youth employment, guiding them on job prospects and offering insights into potential career paths. Each of our sites has the autonomy to undertake such activities. Additionally, we engage in humanitarian projects, such as our significant food donations to COVID hospitals during the pandemic. To date, we have donated more than 1,500 tonnes of food to Ukrainian refugees.

You mentioned sustainable development. What is your packaging strategy?

We are highly active in this area. Nestlé Group has a global roadmap with commitments to reduce emissions and address packaging concerns. Our scale allows us to establish the Packaging Research Institute, which develops new packaging technologies. Currently, over 80% of our packaging is recyclable, and by 2025, we aim for 95%, striving for 100% as soon as possible. It is crucial to note that food safety standards are non-negotiable when it comes to packaging. Education is essential; better segregation and improved recycling infrastructure would help recover more packaging. A successful example is the 1-liter Nałęczowianka bottle made from 100% recycled PET. We also explore innovative solutions, like our Reflex initiative in collaboration with Pepsico, which processes difficult-to-recycle soft packaging into soundproofing boards, a unique initiative in Europe.

The industry's next major challenge is green energy. What is Nestlé’s approach to energy transformation?

Energy transformation is of great importance to us. All our factories utilise green energy. In the past year, we took a step further by signing a long-term contract for the construction of 22 high-efficiency photovoltaic farms in north-western Poland, covering a third of our electricity needs. However, we are continually seeking additional sources of green energy to align with our requirements.

What measures are you taking to reduce emissions?

Climate change affects us all, and decarbonisation is no longer a matter of mere declarations but of tangible actions. Our approach is concrete, with commitments to reduce emissions integrated into our roadmap. By 2025, we aim for a 20% reduction, followed by a 50% reduction by 2030. These measures extend beyond our factories to encompass various aspects of the business, ranging from large-scale to smaller projects, like transitioning our entire vehicle fleet to low-emission cars. We believe every element in the supply chain is crucial, and we actively seek opportunities for improvement.

Do you expect your suppliers to adhere to these emission reduction goals as well?

Above all, we support our suppliers in their efforts. It is crucial that all activities across our supply chain contribute to decarbonisation. We collaborate with logistics operators on joint solutions. Agriculture is a significant contributor to emissions, and both in Poland and within the Nestlé Group, we focus on regenerative agriculture. These practices enhance agricultural biodiversity, preserve ecosystems, restore soil properties, reduce carbon dioxide emissions, and ultimately yield more nutritionally valuable crops.