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Food multinational Nestlé is making long-term investments in its UK operations ensuring that Great Britain will remain a cornerstone of its global ambitions
T
he British roots of Nestlé, one of Switzerland’s iconic companies, go deep. Founder Henri Nestlé set up
his fi rst London sales offi ce in 1868, and in 1905 his growing business merged with the Anglo-Swiss Condensed Milk Company, creating one of the fi rst mass-market food brand businesses.
The UK has played a pivotal role in the multinational’s growth and development ever since. Today, it is home to some of the company’s iconic global bestsellers. The fi rm, which employs 7,000 across 19 UK sites, manufactures snack favourites including Kit Kat, Polo, Aero and Yorkie, while its coffee brand Nescafé Dolce Gusto is a growing export success. Nestlé, the world’s largest food maker, has fi rmed its presence in the UK over the
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last two years with extensive investments to upgrade its manufacturing operations. One of its largest investments of recent years is a £200m cash injection into its confectionery factory in York, and it is proposing to invest a further £500m into its facilities over the next three years. The UK market in sales terms is one
reason for Nestlé’s strong presence here (it ranks fi fth) but it has several strengths that make it uniquely attractive. “The UK is important because of our historic connections,” explains Paul Grimwood, Nestlé’s UK & Ireland chairman and CEO, “But also because we’ve built brands here and brand equity with the public. Britain offers a great, fl exible workforce and we’ve always enjoyed government support, both centrally and locally. It’s a great place to do business.”
The group’s UK operations is important to the global business, says Ian Rayson, director of corporate communications, Nestlé UK & Ireland. “The rest of the Nestlé world will look to its businesses in the UK to take a lead in innovation and developing global products and brands.” Long known as a far-sighted company, Nestlé’s current investments in the UK demonstrate the extent of its commitment, adds Rayson. “The aim over the last fi ve years has been, and will continue over the next three years and beyond, to reinvest and create the next generation of manufacturing in the UK. “You have to continually reinvest in new technology to remain world class and competitive and the latest announcements are part of a longer journey for Nestlé to set up for the next
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